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How we run our levels of care in assisted living
Each of our residents get a monthly bill with 2 line items. One for rent (housing, utilities, food, activities, housekeeping) and the second level of care.
Each of our residents get a monthly bill with 2 line items. One for rent (housing, utilities, food, activities, housekeeping) and the second level of care.
The rent number is standard and goes up 6% annually
Level of Care is based upon an assessment completed by our director of wellness
The assessment assigns points to everything the resident will need from our nursing department such as toileting and medication
Level of Care is based upon an assessment completed by our director of wellness
The assessment assigns points to everything the resident will need from our nursing department such as toileting and medication
Each point is roughly equated to 2 minutes. Total number of points tie to a care level.
0-30 Level 1
31-45 Level 2
46-60 Level 3
61-75 Level 4
76+ Level 5
0-30 Level 1
31-45 Level 2
46-60 Level 3
61-75 Level 4
76+ Level 5
We write our nursing schedule based on each level. 1 hour per day for level one and an extra 30 minutes for each level. This building runs 82 hours per day.
25 res. – LOC 1 (x 1)
10 res. – LOC 2 (x 1.5)
10 res. – LOC 3 (x 2)
5 res. - LOC 4 (x2.5)
3 res. - LOC 5 (x3)
25 res. – LOC 1 (x 1)
10 res. – LOC 2 (x 1.5)
10 res. – LOC 3 (x 2)
5 res. - LOC 4 (x2.5)
3 res. - LOC 5 (x3)
We assign each building a certain number of admin hours to cover the director of wellness and resident care coordinator.
With admin hours and direct care hours we then have enough info to complete the nursing schedule.
With admin hours and direct care hours we then have enough info to complete the nursing schedule.
Each month the schedule adjusts based on care levels. Residents are assessed at move in, 30 days after move in, every 90 days and every time they return from the hospital.
The trick to doing the assessment correctly is to get feedback from all three shifts and the housekeeping department. Some residents are Jekyll and Hyde depending on the shift.
We never discount level of care and charge enough to cover both direct care and nursing administration. On our P&L we breakout LOC charges and the nursing budget so we can quickly see if the revenue covers the nursing expense.
This gives more control to the Wellness director and clearly explains to her how the business works. This explanation and formula have helped our culture remove of the nursing vs. business conflict you see in most AL nursing departments.
