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Safe Patient Handling

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Safe Patient Handling Turning No-Lift from a financial burden to a profitable move . . . The economics of good healthcare ergonomics Presented by – PowerPoint PPT presentation

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Title: Safe Patient Handling


1
Safe Patient Handling
  • Turning No-Lift
  • from a financial burden
  • to a profitable move . . .
  • The economics of good healthcare ergonomics

Presented by
2
The problem facing nurses
38 Suffer patient handling injuries
48 Have chronic pain from patient handling injuries
70 Of injuries are lumbar spine
40 1 problem is physical demands of job
47 Considered leaving because of physical demands
12 Leave because of back injuries
3
The Problem facing facilities
  • Reduced revenues
  • Cash flow
  • Staff turnover
  • Cost to replace staff
  • Pressure from staff
  • Cost of Workers comp
  • Legislation compliance
  • Spiraling costs

4
  • What would it cost to implement a No-Lift policy?
  • NIOSH recommends 1 lift per 10 beds as a
    rule-of-thumb
  • Assume
  • 1 600 lb capacity lift per 10 beds
  • Each bed equipped with No-Lift Booster Turner
  • Replacements every 6 months for Booster, Turner
    lifter slings

Based on the above for nursing homes and
hospitals, using median values from national
statistics the return on investment Is
significant (better than 151).
5
Where will savings come from?
  • Workers compensation premium reductions
  • Fewer lost days fewer replacement staff
  • Lower costs to provide care
  • Fewer recruitment costs

6
National Statistics
  • Assume a nursing ratio of 18 for a nursing home
    and 16 for a hospital
  • Mean (non loaded) national salary nurses
  • Nursing homes 48,220
  • Hospitals 53,450
  • Workers compensation premium (national median
    rates)
  • Nurse (ea) in nursing home 5,088
  • Nursing to handle 10 beds (based on
    nurse/resident ratio) 6,106
  • Nurse in hospital 1,367
  • Nursing to handle 10 beds (based on nurse
    /patient ratio) 2,317
  • Cost to replace a nurse 42,000
  • Mean back injury cost per nurse 12,500
  • National Nurse organizing committee/www.nnoc.net
  • www.allnursingschools.com/faqs/salaries/php
  • www.allbusiness.com www.wydoe.state.wy.us
    www.wcirb.org
  • National Nursin organizing
    committee/www.nnoc.net
  • Oregon OSGA Safe Patient Handling A Worthy
    Investment, 2007, www.osha.oregon.gov

7
No-Lift saves workers compensation premiums
backs
Before
After
(NIOSH longitudinal study of nursing home back
strain injuries, before after a safe mechanical
lifting program, involving 6 facilities, 6 years
and 2,646 nursing staff)
8
No-Lift saves lost time backs
9
. . . . .. AND staff turnover reduced from
300 to zero
10
Nursing Homes- Dramatic ROI
For every 1 spent, . . . . you get
18 About 3,900 . . . . per bed year
  • Over 5 years
  • Invest 10,880
  • Save 197,207
  • Financial gain 186,327

11
Nursing homes Year 1 Year 2 Year 3 Year 4 Year 5 Total 5 yrs
Lease on one 450 lb lift for 10 beds with cost price of 2,420. Rate .02617 776 776 776 776 776 3,880
Consumables for 10 beds 20 ea booster, turner s/sheets 4 slings 1,400 1,400 1,400 1,400 1,400 7,000
Investment 2,176 2,176 2,176 2,176 2,176 10,880

Less workers compensation premium reductions ( 18 staffing ratio) No reduction 5 of 6,106or 305 5 of 5,801 or 290 10 of 5,511 or 551 No reduction Premium 3,127- saving 2,979 2,555
Reductions cumulative No reduction 305 795 1346 1,346 3,792
Recruitment cost 12 attrition reducing to 2(net 10) with replacement cost at 42,000 1.2 nurses per 10 beds 5,040 (represents annual cost to replace 1.2 staff per 10 beds) 5,040 5,040 5,040 5,040 25,200
Less days lost due to injury (cal at 465 days per 10,000 workers) .0558 multiplier 20.3 days 190 / day 3,857 Used below 20.3 days 190 / day 3,857 Used below 20.3 days 190 / day 3,857 Used below 20.3 days 190 / day 3,857 Used below 20.3 days 190 / day 3,857 Used below
Less direct injury cost (12,500 per incident) including lost time - Mean time away 7 days 3 incidents (37,500-3,857lost time above) (33,643 (37,500-3,857lost time above) 33,643 (37,500-3,857lost time above) 33,643 (37,500-3,857lost time above) 33,643 (37,500-3,857lost time above) 33,643 168,215
Cost reductions 38,683 38.988 39,478 40,029 40,029 197,207
Net saving 36,507 36,812 37,302 37,853 37,853 186,327
BLS.gov 2007 statistics
12
The Bottom Line
  • NO-LIFT is good business even if the
    calculations are 50 out its still a great
    financial outcome
  • Good staff are hard to find and expensive to
    induct. Good ones are looking for on-the-job
    safety
  • Reduction in job hazards associated with lifting
    means fewer costs and improved productivity

13
Hospitals - Dramatic ROI
For every 1 spent, . . . . you get
18 About 3,700 . . . . per bed year
  • Over 5 years
  • Invest 10,880
  • Save 196,922
  • Financial gain 186,042

14
Hospitals Year 1 Year 2 Year 3 Year 4 Year 5 Total 5 yrs
Lease on one 450 lb lift for 10 beds with cost price of 2,420. Rate .02617 776 776 776 776 776 3,881
Consumables for 10 beds 20 ea booster, turner s/sheets 4 slings 1,400 1,400 1,400 1,400 1,400 7,000
Investment 2,176 2,176 2,176 2,176 2,176 10,880

Less workers compensation premium reductions ( 16 staffing ratio) at 1,367 per nurse or 2,280 to cover nursing for 10 beds No reduction 20 of 2,280 is 456 20 of 1,822 is 365 20 of 1,457is 290 No reduction Premium saving
Reductions cumulative No reduction 458 823 1,113 1,113 3,507
Recruitment cost 12 attrition reducing to 2(net 10) with replacement cost at 42,000 1.2 nurses per 10 beds 5,040 (represents annual cost to replace 1.2 staff per 10 beds) 5,040 5,040 5,040 5,040 25,200
Less days lost due to injury (cal at 465 days per 10,000 workers) .0558 multiplier 20.3 days 190 / day 3,857 Used below 20.3 days 190 / day 3,857 Used below 20.3 days 190 / day 3,857 Used below 20.3 days 190 / day 3,857 Used below 20.3 days 190 / day 3,857 Used below
Less direct injury cost (12,500 per incident) including lost time - Mean time away 7 days 3 incidents (37,500-3,857lost time above) 33,643 (37,500-3,857lost time above) 33,643 (37,500-3,857lost time above) 33,643 (37,500-3,857lost time above) 33,643 (37,500-3,857lost time above) 33,643 168,215
Cost reductions 38,683 39,141 39,506 39,796 39,796 196,922
Net saving 36,507 36,965 37,330 37,620 37,620 186,042
BLS.gov 2007 statistics
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