Convert a division's clinical coverage into standardized work-periods, weigh it against surgeon supply and safe patient load, and translate the gap into value — sorted by how defensibly each dollar can be shown to administration.
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Enter your division's coverage and roster below.
All coverage the division must provide, in work-periods. Daytime line = days/wk × 52 × teams × duration weight (>14h = 2 WP, ≤14h = 1). Call line = # positions × annual count × duration weight × intensity. # Positions = simultaneous coverage slots (usually 1; set 2 if two surgeons cover the same period).
Group elective commitment added as (clinic ½-days × 0.5 + OR days × 1.0) × 52 work-periods.
Define what 1.0 cFTE means for this division, then enter the roster.
Independent estimate from trauma volume (≈1.0 cFTE per 285 admissions). A sanity check against coverage-derived need; large divergence is worth a conversation, not an alarm.
How do your teams stack up? Enter the average census per attending for each team and see how it compares to national benchmarks from Beyond Capacity. Use this to decide when to split into 2 or more teams. Acuity matters more than raw count — treat this as a flag for discussion. Teams mirror the service lines in Step 1.
Grouped by defensibility. Tier 1 is auditable; Tier 2 needs local cost accounting; Tier 3 is risk-adjusted. Defaults are seeded from the literature — overwrite with local data.
A bed-day is worth its variable cost if beds are available (~$1.5–2.5K), or a backfilled admission's full margin if capacity-constrained.
Enter average census in Step 3 to compare against the perceived safe maxima.
Most defensible at the top. Build the case so the floor stands on Tier 1 alone.
Tier 1 · Direct & auditable
Tier 2 · Modelable
Tier 3 · Risk-adjusted
Conservative floor
Tier 1 only − hire cost.
Full infrastructure case
Tiers 1–3 − hire cost.
The value waterfall, the work-period gap, and patient load against safe ceilings.