SSS Patient Preparing Case Study

Providing the best care to each patient starts with providing the proper amount of staff members to each unit. Looking at the needs of different units not only allows administration to see areas for improvement, but also areas that are being handled correctly. Utilizing the indicators provided by The Joint Commission, 4 East, a pediatric medical/surgical floor, has a high rate of falls and nosocomial pressure ulcers that appears to be related to the increase overtime nurses have been working for that floor (Nightingale, 2010). Research has shown increases in adverse events have been related to nurses working over 40 hours a week (Bae, 2012).

One of the major functions of a nurse manager is managing a budget and allocating resources necessary to manage the unit or facility effectively. “Major steps in the budgeting process include gathering information and planning, developing unit budgets, developing cash budgets, negotiating and revising, and using feedback to control budget results and improve future plans”(Yoder-Wise, 2012, p. 244). The nurse manager must be able to accommodate variances and acclimate the budget in both the projections and up-to-date expenditures. Proficiency in managing a unit level budget is essential for both a favorable variance and optimal patient outcomes. Budgeting entails reviewing revenues and expenses, staffing costs, supplies, and capital equipment costs (Contino, 2001). This case study examines personnel, overtime (OT), supplies, travel, equipment, and staff education and the manner in which management can address these factors.

The American Nurses Association supports a legislative model in which nurses are encouraged to create staffing plans specific to each unit. This approach will aide in establishing staffing levels that are flexible and can be changed based on the patients needs, number of admissions to the unit, discharges and transfers during each shift (“Nurse staffing plans,” 2013). This model will assist in keeping the unit staffed appropriately and organized in need of a change during each shift. Without an organized plan like this, a nurse may be required to take on a new admission and already have too big of a workload.

Mandating safe staffing levels for registered nurses in acute care settings has been an important topic of discussion for many years. As the demand for registered nurses continues to rise, so does the clinical demands on the nurses currently working. If there are no specific policies in place that mandate safe and appropriate nurse-to-patient ratios for all acute care facilities, registered nurses (RNs) may be required to take on even more patients than the already high numbers currently given to many of them. Inadequate RN staffing has the potential to cause increases in adverse patient events (American Nurses Association (ANA), The registered nurse safe staffing act, 2015) as well as an increase in nurse injury (Musick, Trotto, & Morrison,

The Quality and Safety Education for Nurses (QSEN) Institute developed six core competencies: patient-centered care, teamwork and collaboration, evidence-based practice, quality improvement, safety, and informatics (Quality and Safety Education for Nurses Institute, 2017). At my facility, it is clearly evident that they have adopted these six core competencies to improve patient quality and safety. My facility created the Office of Patient Experience which supports care that is safe, of high quality and high value. Patient satisfaction is a top priority which is why our guiding principle is known as “Patients First”. Through teamwork and collaboration, we deliver care that is patient-centered by working together in multidisciplinary rounds on the inpatient units. Also, the nursing education department supports quality, safety and consistent nursing care through a database of policies and procedures developed using evidence-based research. Lastly, the nursing informatics department is working towards making our EPIC system more patient-centered. They are doing this by decreasing the redundancy in charting for the nursing staff and finding ways to improve processes which automate tasks. This in turn will reduce the time that the nursing staff spends with their computer and increase the time that the nursing staff can spend with their patients.

Working with this tool on a day to day basis has raised questions on how it is being effectively used. Analyzing human-technology interface we can see what questions need to be solved for the future. Human-tech. interface is defined as, people having any contact with technology (Mastrian, McGonigle, & Effken, 2017). This can be a large problem, especially when work flow is affected; Nurses simply do not like breaking their routine (Mastrian, McGonigle, & Hammel-Jones, 2017). If a program is given to them and the staff does not know how to use it, they will continue their day and forget about it. I asked staff how they incorporate the program in their workday, several people

The largest costs involved would include providing paid time for a two to three-hour in-service training (i.e. 30 nurses X $30-40/hourly wage = $900-1,200 X 2-3 hours = $1,800-3,600), and subsequent inclusion of the training in regulatory modules for the facility in programs like MyClinicalExchange.com or MyOCOAZ.com, which provide online training and testing modules (estimated to be approximately $4,000-5,000). Additionally, there would be the cost of a software update to add the Braden Scale to the Electronic Health Record and Workstation on Wheels for bedside charting (estimated to cost $2,000-3,000). Smaller costs would include a lunch/learn where lunch would be provided to gain rapport and introduce the key players and principles (approximately $200-300/shift, depending on unit size), and the cost of printed materials (less than $100/shift). For an acute care staff of 30 nurses, the overall cost to train and implement would total less than $14,000 on the high side, which would more than pay for itself in the first four patients who do not acquire a pressure ulcer during their hospital stay

America is one of the most affluent countries in the world, but is also a nation that has a healthcare industry that is in much turmoil. One of the more pivotal influences of this turmoil is nurse turnover rate. Nurse turnover does not have a universal meaning, consequently making it difficult to associate turnover rates in healthcare facilities and geographical areas. In all actuality, “"Nurse turnover" is an undesirable trend for healthcare employers. It 's expensive, it 's disruptive, and it threatens the quality of care and patient safety” (Kovner, Brewer, Fatehi, and Jun (2014). All throughout America healthcare organizations demand a steady, extremely trained and completely engaged nursing staff to provide efficient levels of patient care. However, a budding shortage of experienced nurses has led the United States healthcare industry to a continual increase in the turnover rate among registered nurses. As a matter of fact, “Hospitals are experiencing an estimated 16.5% turnover rate of registered nurses (RNs), increased from 14.7% in 2012” (Yarbrough, Martin, and Alfred, 2014). Turnover costs of these leaving nurses are as much as a universal problem throughout the healthcare industry, occurring at staggering prices. According to Yarbrough, Martin, and Alfred (2014) “Estimates of RN turnover costs range from US$44,380 to US$63,400 per nurse—an estimated US$4.21 to US$6.02 million financial loss per year for hospitals.” This ascending trend in turnover rates is a clear

Improper patient discharge teaching can result in negative patient outcomes, increased hospital readmissions, and an overall rise in cost to healthcare facilities. As a multifaceted issue, there are several factors that may be considered in order to integrate methods to prevent readmissions and decrease unnecessary cost. Management can play a critical role in implementing guidelines for discharge teaching resulting in cost reduction and improved patient outcomes. The focus of this paper is to determine how nursing management can contribute to decreasing cost.

Professional Development Assignment Rachel Hanson RN Aspen University Teresa Harden FNP February 1, 2016 Professional Development assignment Thesis Statements Explanatory Thesis An explanatory synthesis essay is used to help the reader get a complete understanding of the subject under consideration. The writer has to write the relevant information about a certain topic in an objective (or reasonably objective) and comprehensive way. The paper should be written like all papers, based around a solid thesis, but the purpose is to educate on all aspects rather than persuade a particular opinion.

The expense of losing an experienced nurse can be costly to the hospital. Not to mention the nursing knowledge and skills. Estimates of the actual dollar amount incurred by nurse turnover range from 10 to 20 thousand dollars per nurse to as much as well over the nurse’s yearly salary. According to Anderson (2004), Nurse Executives estimate that “…visible costs represent only 24 percent of total costs for medical/surgical nurses and only 18 percent for specialty nurses. A true total cost of $42,000 per medical/ surgical RN and $64,000 per specialty nurse is more close to reality.” Turnover costs, average approximately $47,403 per medical/surgical RN and $85,197 for specialty RNs. “A 400-nurse hospital with a 20 percent turnover rate is replacing 80 nurses per year. The direct costs might average $800,000 per year, but

The financial cost of losing a single nurse has been calculated as equal to double the annual salary of a single nurse. Various studies reveal that each hospital in America is losing almost $300, 000 per year because of nurse turn-over. Nurse turn-over can negatively impact the health care system in many ways such as poor quality of patient care, increased medication error, hospital acquired infection, prolonged patient stay at hospital, and increased staffing cost. Many factors contribute to nurse turn-over such as workload, absence of career opportunities, poor work recognition, and lack of communication with management about issues (Hunt, 2009).

The impact of a SSI to a patient and the patient’s family and or support system can be overwhelming. These include but are not limited to:

In the challenge of the increasing demand and pressures on health attention from the general public, the aging populations, and development of new technologies calls for policies that are ready to embrace the new patients’ needs. Registered Nurse safe staffing Act was introduced to US senate in April, 2015 and the goal is that every healthcare provider or hospital stablish an appropriate number of registered nurses provide direct patient care in each unit and on each shift of the hospital to ensure staffing levels that: address the unique characteristics of the patients and hospital

Fail often in order to succeed sooner’ and ‘Enlightened trial-and-error succeeds over the planning of the lone genius are attributes or examples that shows how people have developed the ability to overcome psychological barriers, this is done by display of slogans and signs. PSS/World Medical is another good example; they encourage experimentation in numerous ways and sometimes even go so far as to encourage employees to experiment with career moves. In PSS/World Medical by allowing the employee to try out a new position and if the employee does not perform on the new job, the employee has the opportunity to revert back to its former position. The experiments gives the employees a sense of loyalty to the company and will encourage the employees