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W. C. Benton - One of the best experts on this subject based on the ideXlab platform.
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Workforce staffing and scheduling: Hospital Nursing specific models
European Journal of Operational Research, 1992Co-Authors: Sue Perrott Siferd, W. C. BentonAbstract:Abstract Decisions relating to Hospital nurse staffing and scheduling are among the most important decisions made in Hospitals today. Staffing and scheduling choices must be made which will result in timely and high-quality care to patients. These choices are complicated by the requirement for round-the-clock staffing in many Hospital Nursing units, a severe Nursing shortage, and an outcry from many quarters to cut costs of health care. In general, patients today are kept in Hospitals only if they are in need of highly skilled Nursing care. In this paper we present a review of some of the issues in health care currently influencing the Hospital nurse staffing and scheduling environment. In addition, we review the literature that illustrates nurse manager's concerns, and approaches taken in the past by operations researchers to address those concerns. We present some data from a recent study of nurse managers in 31 Hospitals that illustrates the complexity of the issues. We conclude with a discussion of future research directions in Hospital nurse staffing and scheduling.
Robert J. Wolosin - One of the best experts on this subject based on the ideXlab platform.
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Safety culture relationships with Hospital Nursing sensitive metrics
Journal for healthcare quality : official publication of the National Association for Healthcare Quality, 2013Co-Authors: Diane Storer Brown, Robert J. WolosinAbstract:Public demand for safer care has catapulted the healthcare industry's efforts to understand relationships between patient safety and Hospital performance. This study explored linkages between staff perceptions of safety culture (SC) and ongoing measures of Hospital Nursing unit-based structures, care processes, and adverse patient outcomes. Relationships between Nursing-sensitive measures of Hospital performance and SC were explored at the unit-level from 9 California Hospitals and 37 Nursing units. SC perceptions were measured 6 months prior to collection of Nursing metrics and relationships between the two sets of data were explored using correlational and regression analyses. Significant relationships were found with reported falls and process measures for fall prevention. Multiple associations were identified with SC and the structure of care delivery: skill mix, staff turnover, and workload intensity demonstrated significant relationships with SC, explaining 22-45% of the variance. SC was an important factor to understand in the quest to advance safe patient care. These findings have affordability and care quality implications for Hospital leadership. When senior leaders prioritized a safety culture, patient outcomes may have improved with less staff turnover and more productivity. A business case could be made for investing in patient safety systems to provide reliably safe care.
Matthew D Mchugh - One of the best experts on this subject based on the ideXlab platform.
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organization of Hospital Nursing and 30 day readmissions in medicare patients undergoing surgery
Medical Care, 2015Co-Authors: Matthew D Mchugh, Linda H. AikenAbstract:BACKGROUND: Growing scrutiny of readmissions has placed Hospitals at the center of readmission prevention. Little is known, however, about Hospital Nursing—a critical organizational component of Hospital service system—in relation to readmissions. OBJECTIVES: To determine the relationships between Hospital Nursing factors—nurse work environment, nurse staffing, and nurse education—and 30-day readmissions among Medicare patients undergoing general, orthopedic, and vascular surgery. METHOD AND DESIGN: We linked Medicare patient discharge data, multistate nurse survey data, and American Hospital Association Annual Survey data. Our sample included 220,914 Medicare surgical patients and 25,082 nurses from 528 Hospitals in 4 states (California, Florida, New Jersey, and Pennsylvania). Risk-adjusted robust logistic regressions were used for analyses. RESULTS: The average 30-day readmission rate was 10% in our sample (general surgery: 11%; orthopedic surgery: 8%; vascular surgery: 12%). Readmission rates varied widely across surgical procedures and could be as high as 26% (upper limb and toe amputation for circulatory system disorders). Each additional patient per nurse increased the odds of readmission by 3% (OR=1.03; 95% CI, 1.00-1.05). Patients cared in Hospitals with better nurse work environments had lower odds of readmission (OR=0.97; 95% CI, 0.95-0.99). Administrative support to Nursing practice (OR=0.96; 95% CI, 0.94-0.99) and nurse-physician relations (OR=0.97; 95% CI, 0.95-0.99) were 2 main attributes of the work environment that were associated with readmissions. CONCLUSIONS: Better nurse staffing and work environment were significantly associated with 30-day readmission, and can be considered as system-level interventions to reduce readmissions and associated financial penalties.
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Hospital Nursing and 30 day readmissions among medicare patients with heart failure acute myocardial infarction and pneumonia
Medical Care, 2013Co-Authors: Matthew D MchughAbstract:Background:Provisions of the Affordable Care Act that increase Hospitals’ financial accountability for preventable readmissions have heightened interest in identifying system-level interventions to reduce readmissions.Objectives:To determine the relationship between Hospital Nursing; that is, nurse
Sue Perrott Siferd - One of the best experts on this subject based on the ideXlab platform.
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Workforce staffing and scheduling: Hospital Nursing specific models
European Journal of Operational Research, 1992Co-Authors: Sue Perrott Siferd, W. C. BentonAbstract:Abstract Decisions relating to Hospital nurse staffing and scheduling are among the most important decisions made in Hospitals today. Staffing and scheduling choices must be made which will result in timely and high-quality care to patients. These choices are complicated by the requirement for round-the-clock staffing in many Hospital Nursing units, a severe Nursing shortage, and an outcry from many quarters to cut costs of health care. In general, patients today are kept in Hospitals only if they are in need of highly skilled Nursing care. In this paper we present a review of some of the issues in health care currently influencing the Hospital nurse staffing and scheduling environment. In addition, we review the literature that illustrates nurse manager's concerns, and approaches taken in the past by operations researchers to address those concerns. We present some data from a recent study of nurse managers in 31 Hospitals that illustrates the complexity of the issues. We conclude with a discussion of future research directions in Hospital nurse staffing and scheduling.
Susan Hoefflinger Taft - One of the best experts on this subject based on the ideXlab platform.
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Strengthening Hospital Nursing, Part 2. Characteristics of effective planning processes.
The Journal of nursing administration, 1992Co-Authors: Susan Hoefflinger Taft, Paul K. Jones, Ellen L. MinchAbstract:Characteristics of the planning process for 213 Hospitals participating in Phase 1 of the Strengthening Hospital Nursing Program (SHNP) are described. Differences in planning between the Phase 2 implementation sites and those sites not selected for continued funding are explored. Factors associated with positive planning outcomes among participating Hospitals are delineated. The use of the SHNP planning process as a model for other Hospitals is suggested. This article is Part 2 of a 3-part series on the planning process within the national Strengthening Hospital Nursing Program. Part 1, contrasting single and networked Hospitals, appeared in the May issue of JONA. Part 3, which examines interdisciplinary differences, will appear in the July/August issue.
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Strengthening Hospital Nursing, Part III. Differences among professional groups in the Hospital planning process.
The Journal of nursing administration, 1992Co-Authors: Susan Hoefflinger Taft, Paul K. Jones, Ellen L. MinchAbstract:Interdisciplinary Hospital planning processes are examined. Nurses, physicians, Hospital administrators, and support and ancillary personnel from 75 Hospitals participating in the national Strengthening Hospital Nursing Program indicate their perceptions of the project in relation to the centrality of the program in their Hospitals, planning team development, and political issues. Differences and similarities among the professional groups are discussed. Additional articles on the Strengthening Hospital Nursing Program have appeared in the May and June 1992 issues of JONA. Part 1 explored the planning process in single and consortium Hospital sites, and Part 2 examined the characteristics of effective planning processes.
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Strengthening Hospital Nursing. Part 1, The planning process.
The Journal of nursing administration, 1992Co-Authors: Susan Hoefflinger Taft, Ellen L. Minch, Paul K. JonesAbstract:Planning is identified as a key activity of Hospital management. Planning processes are examined for 75 Hospitals in the national Strengthening Hospital Nursing Program (SHNP). The nature of the planning process is presented with a focus on professional participation in planning, differences between single and networked Hospitals, and the development of planning teams. The importance of certain elements for planning teams is considered. Part 2 (June 1992 issue) will examine the planning characteristics between Phase 2 selected and nonselected Hospitals. Part 3 will explore the differences among professional disciplines in planning.
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Strengthening Hospital Nursing: innovations for the improvement of patient care.
Journal of the Society for Health Systems, 1991Co-Authors: P. F. Brennan, Susan Hoefflinger Taft, Eva Kahana, J. B. Silvers, T. L. Zurakowski, B. Bolek, H. Emmons, Paul K. JonesAbstract:Hospital services account for over 40% of the total U.S. expenditure on health care. A key to the provision of effective and efficient Hospital services rests on an adequate number of qualified Nursing staff. The demand for qualified nurses continues to outstrip the existing and anticipated supply. In addition, Hospitals face a growing public accountability for quality patient care. To meet these challenges, Hospitals must develop innovative strategies to strengthen Hospital Nursing and improve patient care. A major challenge to the industrial engineer/health systems engineer is how to best design the Hospital system of the future. The purpose of this paper is to enumerate common problems experienced in Hospitals and to describe the innovative solutions to these problems proposed by Hospitals across the nation.
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Organizational change toward a Nursing agenda. A framework from the Strengthening Hospital Nursing Program.
The Journal of nursing administration, 1991Co-Authors: Susan Hoefflinger Taft, Jane E. StearnsAbstract:Although Nursing is central to most efforts aimed at changing U.S. Hospitals and care delivery systems, little is known within the profession about initiating or participating in large system--total Hospital--change. Using data from the national Strengthening Hospital Nursing Program, a program supported by the Robert Wood Johnson Foundation and The Pew Charitable Trusts, the authors explore what organizational factors are relevant for Hospital change that is systemic, ambitious, and favorable to a Nursing agenda.