Nursing Value Analysis

Over the last decades both public and private hospitals have been experiencing severe financial situations (Everhart, Neff, Al-Amin, Nogle, & Weech-Maldonado, 2013). The financial shortage is associated with delay or even lack of governmental sponsorship and competition from their rivals. Enacting the policy will mount financial pressure on these hospitals that are on cost-cutting strategies. The salaries and wages of nurses are dominating the costs of operation in the hospitals and therefore adding more staff to correct the understaffing will be like creating another problem (Goddard, 2003). Contrary, Empirical studies prove that adequate nurse staffing produces better outcomes for both the staffs and the patients (Donaldson & Shapiro, 2010). These do not mean that the financial performance of the health centers will be at stake. Quality is associated with profitability. Understaffing leads to increased workloads, fatigue and job dissatisfaction. These situations that can be corrected on the implementation of proper staffing policies (Everhart, Neff, Al-Amin, Nogle, & Weech-Maldonado, 2013). The policy aims at offering quality service, reasonable patient-doctor ratios, reducing high mortality rates, improving the health of patients through proper examination and disease diagnosis among other

When considering requests such as a new piece of equipment, staff training, and supplies for the unit, a manager must consider the overall budget, constraints, and variances. If equipment has a useful life of more than one year and exceeds the minimum cost level of the facility, the manager may request the cost originates from the capital budget of the facility (Yoder-Wise, 2012). Large equipment such as a patient lift, which costs $3000 per lift, would be beneficial to the staff and

As I prepare for my first classes in nursing school, I recognize my unique position to examine the values that I will bring into my nursing career. Without any experience, my values remain relatively unshaped regarding healthcare. In contrast, the values of nurses who have already accumulated a variety of experiences tend to be more nuanced and informed. For this exercise, I met with one of these experienced nurses—CC, a cardiac-catheterization laboratory nurse who just welcomed her third child. Together, CC and I explored the differences in our upbringings, how we were each sucked into nursing, and how our values have changed throughout different life experiences. Above all, I intended to delve into the story of her fifteen-year career in order to discover how an experienced nurse philosophizes patient care.

Budgeting is extremely important for the nurse leader. Furthermore, the budgeting process of the hospital is very important to look at. According to Prefontaine, a couple months before budget was due, she would estimate where it would be spent. The planning process includes three major categories: major medical equipment, minor medical equipment, and employees. Major medical equipment is any larger equipment the hospital would use. An example would be how many more beds the hospital needed. The team leader is also responsible for finding quotes on how much these items would cost. Minor medical equipment is basically anything other than the large medical

Through the manner in which the case scenario is presented, Mr. Y is not involved in Mr. E’s life decisions even though he is entrusted with Mr. E’s final life decisions.

Nurses work in systems that are complex, rapidly changing, and beleaguered with financial and workforce pressures. One response to these chal­lenges is to find alternative ways to make an insufficient or detrimental system work for the nurse to get the job done and to achieve the desired patient out­come. While perhaps well intention-ed to produce the desired result, workarounds

In this era of healthcare reform, with the increasing complexity of care, declining reimbursement for services and increased accountability for patient outcomes, attention is focused on quality outcomes that yield a financial return on investment for the patient and the healthcare organization. While hospital leadership may embrace evidence-based practice, a mission critical environment requires making the business case for implementing evidence-based interventions by justifying the potential for cost savings. In order to demonstrate a return on investment for clinical interventions, Clinical Nurse Specialists’ (CNSs’) must learn business skills that allow them to justify a need for change in practice. Business skills include intervention planning that considers the resources involved in planning, implementing and evaluating interventions and the associated costs, known as the “business case.” The purpose of this paper is to describe the process of making a business case for developing CNS-led interventions. The business case framework was developed by CNS faculty to help CNS students develop these skills in making the business case for intervention development. This framework can be used as a tool for educating CNS students as well as for practicing CNSs.

In recent years, the healthcare industry has seen a significant decline in the quality of patient care it provides. This has been the result of reduced staffing levels, overworked nurses, and an extremely high nurse to patient ratio. The importance of nurse staffing in hospital settings is an issue of great controversy. Too much staff results in costs that are too great for the facility to bear, but too little staffing results in patient care that is greatly hindered. Moreover, the shaky economy has led to widespread budget cuts; this, combined with the financial pressures associated with Medicare and private insurance companies have forced facilities to make due with fewer

Healthcare changes occurring today along with shrinking budgets and reimbursement rates for hospitals has forced institution CEOs to do more with less. Changes and restructuring of various health facilities require nursing leaders with flexibility and adaptability. Nurse leaders must also consider budgetary constraints, cost effectiveness, patient safety, and quality care while maintaining focus on improved patient outcome. The responsibility of ensuring patients receive safe and high quality care belongs to every employee in the hospital, including support staff such as IV therapy. In this hospital, this led to the development of a nurse director position to oversee the

Nurses are crucial in providing quality care in the health care industry. It is imperative to maintain the proper staffing ratio to ensure that nurses can maintain high quality care for their patients. Studies have shown that the increasing workload of nurses can be linked to increased patient deaths, medical errors, hospital-acquired infections, longer hospital stays, and many other complications. (National Nurses United n.d. ) Leaders and managers play a vital role in developing

The delivery of healthcare has evolved and changed over the years and with the advances in science and technology, the ability to provide safe, quality care to all patients has been impacted by the changes. With the rising healthcare costs and decrease in reimbursement for care provided, organizations must look for ways of cost containment to maintain viability for the future. Fabre (2005) noted that administrators are struggling to maintain financial stability and retain competent nurses during these difficult

Administrators utilize this form of management to enhance recruitment of professional nurses, maintain a stable professional, workforce that deliver safe effective cost conscious care. Some nurses will argue shared governance is just a organizational model of management, and “various factors lead to turnover, including excessive physical and psychological demands, unsupportive environments and long shift work” (Trinkoff, Johantgen, Liang, Gurses, Storr, Hopkinson, Han, 2010 p. 309).

Nursing care delivery is defined as the way task allocation, responsibility, and authority are organized to achieve patient care. Tiedeman and Lookinland (2004) suggested that systems of nursing care delivery are a reflection of social values, management ideology, and economic considerations. (Tiedeman&Lookinland, 2004) According to Fewer (2006), the quality of nursing care delivery systems affects continuity of care, the relationship between nurse and patient, morale, nurse job satisfaction and educational preparation.(Fewer, 2006) Nurses are essential human resources to provide medical services with professional knowledge and skills in the healthcare setting. However, the registered nurse turnover rate has increased in recent years resulting

Paradise Hospital, Inc. is a for-profit hospital. As the facility’s new hospital administrator, you have been tasked with improving the service value of the hospital. The administration has not done this process since the hospital began operating in the year 1995. The investors are not familiar with the value proposition strategies of hospitals in the current day America.

The following paper discusses the nurse manager’s/leader’s role in healthcare financial management and budgeting. The definition of a budget is a detailed financial plan. The nurse manager/leader is responsible in knowing and understanding the different types and budgets within the healthcare organization: operating, capital expenditure, and cash. The operating budget is the main budget the nurse manager/leader maintains an active role in for the healthcare organization by controlling personnel and supply costs. Collaboration with the nursing staff on the unit as well as other