| • The total number of KVI's completed for the pay period. This can be compared to the pay period budget. YTD KVI are tallied and compared to budget. NOTE: This data is dynamic. Thus if billing is entered later, the KVI will be under the date of service. |
| • The actual FTE's are the total paid hours for the pay period divided by 80. |
| • Hours are broken into direct and indirect hours. The direct hours are hours focused on KVI work. Indirect hours are worked hours by the support staff that is not directly involved in the KVI work. |
| • Direct FTE requirements are calculated by multiplying the KVI's times the time standards. The direct required FTE"S are compared to the actual FTE's. The YTD actual and required FTE's are also displayed. |
| • Indirect FTE's are input every pay period by the cost center manager. These ours are compared to the budgeted indirect hours. |
| • Benefit hours are tallied and compared to budgeted benefit hours. |
| • The variance to direct required is the difference between the required and actual FTE's. A positive value indicates an overage of FTE's. The variance is highlighted in RED if it is a .5 or higher. A negative value indicates understaffing. |
| • Performance is a productivity indicator that is calculated every pay period by dividing the required direct hours by the actual direct hours. Budgeted performance is calculated every year and compared to the actual pay period performance. Benchmarking performances across a health system is key to best practice sharing. |
| • Productivity is a measurement of the entire staff compared to the direct work. This includes all of the direct and indirect hours compared to the required hours. This value can also be benchmarked across a hospital system. |
| • Actual worked, direct and paid hours per KVI are calculated and compared to the budgeted hours per KVI or a goal worked hour per KVI. |
