How does the platform run hours-per-resident-day variance every morning?

The problem

HPRD is the operating metric that ties labor to acuity. Most operators report it monthly, in arrears, by community — long after the variance could have been corrected.

How the platform runs it

HPRD computes nightly per community, per unit, per shift, with actual hours, scheduled hours, budgeted hours, and acuity-adjusted target side by side. Variance above tolerance triggers a morning task for the executive director and DON. Trend views show whether variance is structural (template wrong) or operational (call-outs, overtime, agency).

On the shift

The HPPD dashboard shows hours-per-resident-day by community, by department, by acuity tier, against the budgeted target. Property C’s nursing HPPD ran 6% over target last week; the variance traces to three high-acuity admissions whose ADC has not yet been adjusted in the staffing model. The COO updates the staffing template; next week’s variance closes. The CFO sees the same number on the same record, so the labor line on the P&L and the HPPD report tell the same story.

What the outcome looks like

HPRD variance closes from ±15% to inside ±5% within a quarter, and labor cost per occupied bed becomes a number leaders can defend at the board level.

What goes wrong without it

Without unified labor data, the COO’s HPPD report and the CFO’s labor variance report come from different sources and disagree. The conversation about whether labor is "really" over budget consumes the executive meeting; the actual decision — adjust the staffing model — does not happen for another month because the data is contested.