1. How should a nurse leader use a patient classification (acuity) system to justify nursing hours per day/staffing mix/nurse-to-patient ratios for budget purposes that would be understood by the finance department?
2. What is it important for a nurse leader to understand variance reporting? How does this reporting become a valuable tool?
3. Because staffing is usually the most expensive resource in the provision of care, what reports would provide you with valuable information for this expense?
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