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Bryan Medical Center

Central scheduling office saves money and time while scheduling fair work shifts

Meeting staffing demands and ensuring a hospital has the right personnel at the right time is not usually an easy task. However, Bryan Medical Center in Lincoln, Nebraska developed a unique way to meet the challenge. The central staffing office utilizes Cerner Clairvia℠ Staff Manager and Demand Manager in a central scheduling office to save time and address scheduling issues.

"Staffing is such an important part of the day-to-day functioning of the units, and to have the support of the central staffing office is beneficial," said Angela McCown, BSN, RN, orthopedic/trauma and medical surgery oncology nurse manager. "The staffing office knows the resources available throughout the organization."

Clairvia allows Bryan employees to project staffing resources, as well as create and manage schedules for the medical, surgical, intensive care unit (ICU), neonatal intensive care unit, labor, delivery, emergency and nursing departments.

"It's proved to be a cost-effective way to manage schedules by relieving nurse managers of the time-consuming task of producing their own schedules," said Lisa Vail, CNO, vice president of patient care services. "It also provides a valuable tool for administrative managers to manage the complexities of patient throughput, allowing us to make adjustments in our daily staffing levels throughout the day to best meet the needs of our patients."

Prior to Clairvia, the staffing office only scheduled nursing, but after Clairvia, leadership added 11 ancillary departments with no additional full-time employee (FTEs) equivalents. The eight staffing assistants, which consist of the equivalent of 5.8 FTEs, or 232 hours, in the scheduling office, create schedules for 34 nursing units and 11 ancillary units.

Office staff release schedules on a staggered basis to distribute the workload evenly. It also provides monthly reports on various staffing issues, including extra shifts, canceled hours and the number of PRN and registry RNs each month, among other reports.

"The staffing office tracks my ill and absent calls and provides monthly reports," said Tali Peterson, RN, cardiac ICU manager. "The staffing office keeps track of low volume numbers, so if we have to put someone on call, we know whose turn it is."

In addition, the staffing office makes sure all employees receive equal treatment when it comes to scheduling.

"It is built without bias for any staff member, and you know it is done fairly," said McCown.

The director of women's and children's health, Wendy Muir, MSN, RN, said leveraging one central staffing office helped standardize and improve scheduling.

"The standardized process, consistent language and data produced by the staffing office are valuable in making decisions," she said. "The consistency gives confidence to our leaders they are making fair decisions, based upon accurate data."

For more on workforce management, visit our Model Experience website.

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Client outcomes were achieved in respective settings and are not representative of benefits realized by all clients due to many variables, including solution scope, client capabilities and business and implementation models.