Nursing Economics最新文献

Nursing home care is expensive; second only to acute hospital care for inpatient Medicare costs. The increased focus on costs of care accrued by Medicare beneficiaries in nursing homes presents a valuable opportunity for registered nurses (RNs) to further demonstrate quantitatively the value they add to the capacity of the nursing home nursing skill mix to provide cost-effective and efficient quality care. Most of the studies included in this review consistently reported that higher RN staffing and higher ratios of RNs in the nursing skill mix are related to better NH quality. Concerns about the costs of employing more highly skilled RNs and directors of nursing that have the potential to positively influence members of the nursing skill mix will continue to influence nursing home industry hiring practices. For both the advancement of nursing as an applied science and the benefit of society at large, nursing researchers are challenged to better demonstrate how the increased presence of a RN on each shift has the potential to enhance the cost effectiveness, efficiency, and quality of nursing homes.

Hours per patient day (HPPD) is a metric that is easy to use in determining budgeted FTE and in comparing staffing across organizations. There are many considerations in determining the appropriate HPPD. The combination of automated patient acuity, staffing, and human resource systems provide a wealth of information for determining the budgeted HPPD and in making defensible requests for adjustments in HPPD. No matter how much data we have about staffing levels, nurse education and skill levels, the environment of care, or patient acuity, the real key is determining the outcomes we need to compare staffing against. We must quantify the savings associated with positive outcomes and get this information in the hands of the public so they can make informed decisions.

Nursing care makes up one of the largest expenditures in the health care system, yet patient-level nursing intensity and costs are essentially unknown. Prior efforts to define nursing care value have been stymied by a lack of available data; however, emerging information from electronic health records provide an opportunity to measure nursing care in ways that have not been possible. New metrics using these data will allow improved measurement of cost, quality, and intensity at the level of each nurse and patient across many different settings which can be used to inform operational and clinical decision making. In this article, the initial results and recommendations of an expert panel tasked with defining and measuring nursing care value as part of a larger effort to address evolving issues related to big data and nursing knowledge development are described.

Nurse leaders have struggled for generations with using the right staff in appropriate roles and numbers to optimally cover patient care services and yet preserve salary dollars when possible. The Baptist Health system identified opportunities to enhance communication across facilities and encouraged executives and department leaders to work together to achieve common goals of efficiency and quality. Baptist Health created an operations and efficiency council with representation from each of the seven hospitals in the system, as well as corporate leaders and support staff. Beginning in April 2014, the system began consistently exceeding productivity targets and effectively eliminated a $30 million dollar salary variance from the spring of 2013.

Ambulatory nursing care can be difficult to comprehend in all its complexity. In August 2013, the American Academy of Ambulatory Care Nursing commissioned a task force to identify nursing-sensitive indicators specific to ambulatory care settings. Given the great variation in settings, staff mix, patient populations, role dimensions, skill sets, documentation systems, and resources, determining metrics that apply across the entire continuum of care is a daunting task. However, it is incumbent upon nurse leaders to define the metrics that will promote the value of the registered nurse in ambulatory practice and care coordination. Once initial measures are identified, piloted, and validated, the infrastructure can be created for ongoing benchmarking and collaboration. The long-term goal is to leverage professional nursing practice, based in the ambulatory care setting, to improve quality, safety, and cost in health care.

All Veterans Health Administration facilities have been mandated to use a standardized method of determining appropriate direct-care staffing by nursing personnel. A multi-step process was designed to lead to projection of full-time equivalent employees required for safe and effective care across all inpatient units. These projections were intended to develop appropriate budgets for each facility. While staffing levels can be increased, even in facilities subject to budget and personnel caps, doing so requires considerable commitment at all levels of the facility. This commitment must come from front-line nursing personnel to senior leadership, not only in nursing and patient care services, but throughout the hospital. Learning to interpret and rely on data requires a considerable shift in thinking for many facilities, which have relied on historical levels to budget for staffing, but which does not take into account the dynamic character of nursing units and patient need.

The Institute of Medicine (IOM) affirmed that the employment of temporary or per diem nurses augments risk to patient safety. The IOM recommends health care facilities avoid hiring nurses working from a temporary external agency. The IOM recognizes the need for health care facilities to have a plan in place for situations when confronted with short staffing, higher acuity, and increased patient census. Based on recommendations from the IOM, an internal agency was developed in a university-based health care system. Cost savings were realized because of the collaborative efforts of human resources to fill vacancies, unit management managing their respective budgets by flexing staff based on patient census, and the development and implementation of the Enterprise Staffing Pool.

The availability of technology to monitor and manage data increases our ability to better understand the processes and outcomes needed for patient care. It is important to remember this work requires not only the science of data management, but also the art of integrating the multiple variables involved in the dynamic of safe staffing. Fasoli and Haddock (2010) provided an excellent summary of the literature. Nurse leaders must be open to new additions to this work and the possibility that the essential ingredient of the gold standard for patient classification systems (PCS) might still be missing. The goal of a new approach to determine time for nurse work was to advance the science of PCS from the perspective of the characteristics identified by Fasoli and Haddock.

Nurse staffing is complex. Nursing leaders have taken many initiatives to incorporate evidence and scientific data into nurse staffing. Midland Memorial Hospital (Texas) developed nine principles to improve nurse staffing. The principles include budgeting nursing resources and reconciling the position control or hiring plan created on a National Database of Nurse-Sensitive Quality Indicators 50th percentile for registered nurse hours per patient day. Nursing leaders must understand data-driven nurse staffing plans to communicate clearly and budget appropriately for nursing resources.