...Can Adequate Nurse Staffing Improve Patient Outcomes? Nursing is more than caring for the sick and injured. It is a twenty-four hour inpatient monitoring system. It is well known that nurses spend significantly more time caring for and looking after patients than any other profession. They routinely monitor and report changing patient conditions around the clock that aid physicians in modifying and updating treatment plans to improve health and prevent complications. The level of safety of hospitalized patients and the degree of quality care that they receive has more to do than fixed nurse-to-patient ratios. It has been well established in the literature that when nursing workload increase to unmanageable levels; weather it be from the addition of patients, increases in acuity and/or care complexity, or from high levels of fluctuation in patient turnover, that nurses ability to perform patient surveillance is disordered, putting patients in undue risk (Needleman, et. al, 2011). Furthermore, excessive workloads contribute to burnout and dissatisfaction leading to nurse attrition that further compounds to the staffing problem. Hospitals need to be held accountable for providing safer nurse staffing levels. Payers and purchasers of care should demand compliance, but should also stimulate better quality and patient safety by providing financial incentives. In addition, a more comprehensive, proactive team approach to nurse staffing can help keep patients safer...
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...Safe Staffing Examine Nurse-to-Patient Ratios Primary health care organizations such as New York Presbyterian (NYP) are impacted by low nurse-to-patient ratios. The recent implementation of the Patient Protection and Affordable Care Act (ACA) has required organizations such as NYP to explore many approaches to improve quality and patient outcomes that contain costs. “Numerous studies reveal an association between higher levels of experienced RN staffing and lower rates of adverse patient outcomes” (www.nursingworld.org, 2015, para. 1). For this reason, nurse-to-patient ratios is an issue that needs to be addressed at NYP in order to improve quality healthcare within their organization. The acuity of the unit in which patient care is being provided, should determine the acceptable nurse-to-patient ratio. According to the American Nurses Association (ANA), factors that influence the nurse staffing needs include: patient complexity, acuity, or stability; number of admissions, discharges, and transfers; professional nursing and other staff skill level and expertise; physical space and layout of the nursing unit; availability of or proximity to technological support or other resources ("Optimal Nurse Staffing," 2015). Currently, New York is one of only fourteen states that addresses the nurse staffing issue in hospitals. New York State requires organizations such as NYP to disclose their nurse-to-patient staffing ratios to the public; however the state does not require a minimum...
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...discuss the reviews of the literature that pertains to the problem/issue chosen by this writer. The problem/issue chosen is the current issue with staffing of hospitals, nursing homes, medical clinics and specialty clinics, and why some of those problems are occurring. In addition to current issues in staffing, the future needs of nursing staff and what is being done now, and can be done in the future to enhance the quality and quantity of practicing registered nurses. In an article published in 2004 by the Agency for Healthcare Research and Quality, it was stated that “hospitals with low nurse staffing levels tend to have higher rates of poor patient outcomes such as pneumonia, shock, cardiac arrest, and urinary tract infections. Major factors contributing to lower staffing levels include the needs of today’s higher acuity patients for more care and a nationwide gap between the number of available positions and the number of registered nurses (RN’s) qualified and willing to fill them” ( www.ahrq.gov, 2004). It is interesting that the same issues that are being faced today were an issue in 2004. “A persistent shortage of nursing staff across the United States challenges the belief and values of the profession. Many nurses find it difficult to carry out their ethical obligations to patients due to the insufficiency in staffing. Because of this shortage, many nurses complain that they experience emotional distress and job dissatisfaction and end up not providing quality...
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...conditions of hospital and clinical staffing. Proposed nurse to patient staffing ratios has become a huge discussion in the healthcare field. It has developed a huge concern that patients and nursing staffs are being harmed related to the inadequate nurse to patient ratio staff. This issue alone has caused an increase in severity of illness, fatigue, hospital stay, and harm to patients. With the increase in complexity of care per patients, nurses grow weary thus increase the negative impact of the inability to improve the quality of hospitalization outcomes for the patients. It is prominent that we identify and maintain the appropriate number of the nurse to patient staffing ratio, as it is critical key of delivering the optimal quality patient care. In the pass few years and even up until now, there has been a massive growth in need for more registered nurses in hospitals and clinics due to the rising acuity of patients and shorter lengths of stay. More and more patients appear looking for healthcare assistance. The safety and quality of the care patients are looking for are becoming difficult to find as registered nurses grow exhausted and drained out of energy. Inpatient working conditions has weakened in various facilities, as hospitals cannot fulfill the necessity of the rising demand for nurses. As these scenarios repeatedly appear in multiple facilities, patients and nurses are looking for ways to motivate state legislature to regulate adequate nurse staffing in hospitals and...
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...Nurse Staffing Plans & Ratios Background Identifying and maintaining the appropriate number and mix of nursing staff is critical to the delivery of quality patient care. Numerous studies reveal an association between higher levels of experienced RN staffing land lower rates of adverse patient outcomes. 42 Code of Federal Regulations (42CFR 482.23(b) requires hospitals certified to participate in Medicare to "have adequate numbers of licensed registered nurses, licensed practical (vocational) nurses, and other personnel to provide nursing care to all patients as needed". With such nebulous language and the continued failure of Congress to enact a quality nursing care staffing act to date, it is left to the states to ensure that staffing is appropriate to meet patients' needs safely. Massive reductions in nursing budgets have resulted in fewer nurses working longer hours, while caring for sicker patients. In a survey of almost 220,000 RNs from 13,000 nursing units in over 550 hospitals and a response rate of 70%, nurses reported to ANA that: 54% of nurses in adult medical units and emergency rooms do not have sufficient time with patients; overtime has increased during the past year with 43% of all RNs working extra hours because the unit is short staffed or busy; and that inadequate staffing affected unit admissions, transfers and discharges more than 20% of the time. • The benefits of increased RN staffing have been demonstrated. Each additional patient care RN employed...
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...6.2 Marketing Strategy 6 6.3 Action Plan 6 6.3.1 Products and Services 7 6.3.2 Pricing 7 6.3.3 Advertising and Promotion 7 6.3.4 Distribution 7 7.0 FINANCIAL ANALYSIS 7 8.0 CONTINGENCY PLANS 8 Difficulties and Risks 8 Worst-Case Risks 8 REFERENCES 9 Financial Appendix 10 Table 1 – Emergency Care Group Pro-Forma Income Statement 10 Table 2 - Emergency Care Group - Revenue Forecast 11 Table 3 - Emergency Care Group - Expense Forecast 11 1.0 EXECUTIVE SUMMARY 2.0 SITUATION ANALYSIS 2.1 Company Analysis 2.1.1 Strengths • Continous growth over the past seven years • Owner had experience in small rural hospitals and with staffing companies • Contracted with an extensive pool of credentialed emergency physicians • Offered value-added services such as quality assurance and education to Emergency Departments (EDs) • Four cross-functional regional teams that was composed of a recruiter, credentialer, and a scheduler 2.1.2 Weaknesses • Profits were flat during company’s growth period • Problems honoring contracts • Tension between the owner and assistant vice-president • Trouble finding enough emergency physicians to staff all new contracts • Great deal of employee turnover • The owner is the board of directors • Assistant Vice president had no experience with selling products and services • Lack of capacity to serve new clients effectively...
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...possibility of failure to achieve its goals and downsizing their workforce to avoid bankruptcy. “The single most important policy for solving the problem of overworked and understaffed hospitals is the establishment of staffing ratios, mandating both a minimum ratio of RNs to patients and controlling the ratio of RNs to lesser-trained hospital staff. While management generally opposes staffing ratios, evidence suggests that they have proven effective in the recruitment and retention of nurses. Linda Aiken, founder of the magnet hospital program and perhaps the most widely respected author in the field, argues that unless "a floor for staffing is established, we are not going to be able to stop the flight of nurses from hospitals."169 Similarly, JCAHO President Dennis O'Leary notes, "While mandated ratios are controversial among health professionals, there are established relationships between nurse staffing levels and patient outcomes." He also stresses "achievement of mandated ratios will be meaningless until controls are placed on the numbers of non-nursing tasks that nurses are required to perform."170 Management in hospitals that have adopted such ratios has come to appreciate them. Cape Cod Hospital in Massachusetts, which signed a collective bargaining agreement in 1997 mandating a 1:5 staffing ratio for...
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...J Nurs Care Qual Vol. 27, No. 1, pp. 6–12 Copyright c 2012 Wolters Kluwer Health | Lippincott Williams & Wilkins Missed Nursing Care, Staffing, and Patient Falls Beatrice J. Kalisch, PhD, RN, FAAN; Dana Tschannen, PhD, RN; Kyung Hee Lee, MPH, RN Patient falls in hospitals continue to be a major and costly problem. This study tested the mediating effect of missed nursing care on the relationship of staffing levels (hours per patient day [HPPD]) and patient falls. The sample was 124 patient units in 11 hospitals. The HPPD was negatively associated with patient falls (r = − 0.36, P < .01), and missed nursing care was found to mediate the relationship between HPPD and patient falls. Key words: falls, missed nursing care, staffing P to 12% of hospitalized patients experience at least 1 fall during their hospital stay.1 A fall is defined as any event in which patients are found on the floor (observed or unobserved) or an unplanned lowering of the patient to the floor by staff or visitors.2 In 2008, and 2010, falls were identified as one of the top 10 sentinel event categories by the Joint Commission.3 Fall rates in hospitals range from 4 to 14 falls per 1000 patient days.4 With the adoption of the Centers of Medicare and Medicaid rule, which no longer reimburses hospitals at the higher diagnosis related group for the care and treatment associated with patient falls that occur during hospitalization, a clearer understanding of what factors U Author Affiliations: School of Nursing...
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...The Impact of Healthcare reforms on Hospital Costing Systems The costing systems implemented in hospitals has been the same for a while now. It’s worked and has been easily allocated based off of averages from previous years. Now as times change so will the costing systems for hospitals in order to get the most beneficial cost-reductions to them as well as improve on efficiency. This article looks into how accountants for hospitals can redesign, reposition, and re-implement costing ideas to allocate on a per-unit of care basis (Selivanoff, 2011). We’ll take a look at two ways for accountants to prepare for these reforms and five steps to adjusting the costing systems in place. In the hospital costing system accountants want to measure costs during a patients stay to determine how much resources are being used. The one way accounting departments are improving efficiency is deter away from the average costs for their resources. Rather than allocating a hundred dollars for this test and a hundred dollars for this procedure they want to implement an “on-the-fly” care plan. Which measures truly how much a patient is costing them to get the optimized cost-reduced methods. It allows them to take a deeper look into inventory and assign costs to each resource so that patients really pay for what they used and hospitals have a clear costing method that’s equal for every person. This method is effective but is highly stressful for the accounting department to record at first...
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...with AMN’s leading position in this space, has more clearly differentiated our value proposition and put us at the forefront of growth and thought leadership. More than ever, we are leveraging our stronger talent, capabilities and infrastructure as a meaningful differentiator in the market, and have earned the privilege of serving the largest and most diverse group of clients and clinicians nationwide. A REVIEW OF 2011 growth in Travel Nursing, there were a number of other key highlights during 2011: • We expanded our national leadership position in clinical managed services programs by adding over 20 new MSP clients, representing an estimated $80 million in projected annualized gross spend under management. In 2011, our revenues through MSP contracts grew by 38% on a pro forma basis to $185 million, representing a third of our Nurse and Allied Healthcare Staffing business. Penetration of MSP revenues is primarily in Nurse Staffing at this time, and we believe over the next three years there will be a similar shift in the Allied Staffing and Locum Tenens businesses. AMN is well-positioned to capitalize on this continuing trend. Because we typically achieve higher fill rates in MSP contracts than in traditional contracts, we are able to grow faster during periods of expansion, while enjoying some protection during economic downturns. • Our largest business segment, Nurse and Allied Healthcare Staffing, did very well with revenues and operating profit increasing 19% and 48%, respectively...
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...Adverse Events Associated With Organizational Factors of General Hospital Inpatient Psychiatric Care Environments Nancy P. Hanrahan, Ph.D., R.N. Aparna Kumar, M.A., M.P.H. Linda H. Aiken, Ph.D., R.N. Objective: Although general hospitals receive nearly 60% of all inpatient psychiatric admissions, little is known about the care environment and related adverse events. The purpose of this study was to determine the occurrence of adverse events and examine the extent to which organizing factors of inpatient psychiatric care environments were associated with the occurrence of these events. The events examined were wrong medication, patient falls with injuries, complaints from patients and families, work-related staff injuries, and verbal abuse directed toward nurses. Methods: This cross-sectional study used data from a 1999 nurse survey linked with hospital data. Nurse surveys from 353 psychiatric registered nurses working in 67 Pennsylvania general hospitals provided information on nurse characteristics, organizational factors, and the occurrence of adverse events. Linear regression models and robust clustering methods at the hospital level were used to study the relationship of organizational factors of psychiatric care environments and adverse event outcomes. Results: Verbal abuse toward registered nurses (79%), complaints (61%), patient falls with injuries (44%), and work-related injuries (39%) were frequent occurrences. Better management skill was associated...
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...The Value Proposition of Nurse Staffing Presented by Mark Stagen Founder/CEO of Emerald Health Services Founder/President of the National Association of Travel Healthcare Organizations (www.natho.org) April 24, 2012 Introducing Mark Stagen • Founder/CEO of Emerald Health Services • Founded Emerald Health Services in 2002 • Emerald Health Services ranked number 185 in Inc. Magazine's 2007 'Inc. 500 list' in the category of fastest growing companies in the United • Mr. Stagen was awarded Ernst & Young's Entrepreneur Of The Year award in the Greater Los Angeles region in 2007 • Founded the National Association of Travel Healthcare Organizations (NATHO) in 2008 2 Today’s Agenda • A Look at Today’s Healthcare Workforce • Reviewing the KPMG U.S. Hospital Nursing Labor Costs Study Results • Strategies for Optimizing the Nursing Workforce 3 Learning Objectives • Understand how to successfully blend full-time and contingent labor to achieve financial and patient care goals. • Develop proactive contingent staffing strategy to attract highest quality nurses. • Leverage new research to understand the impact of contingent staffing on quality and patient outcomes. 4 State of the Healthcare Workforce • Healthcare employment up 360,000 in last 12 months1 • The average age of a Registered Nurse is 472 • Nurses looking at job changes3 – 42% are not satisfied with their current job – 24% plan to seek new employment if economic recovery...
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...care and at same time given the facility for unremitting standards fulfillment. NCH is 100% compliance with most standards of Joint Commission in the following area; Emergency Management, Human resources, Infection Prevention and Control, Performance Improvement, Right and Responsibilities of the Individuals, Transplant Safety. During the inspection at the facility, the hospital was found to be non- compliant in this listed areas; Environment of Care, Leadership, Life Safety, universal protocol, Medication Management, Medical Staff, National Patient Safety Goals, Nursing, Record of Care, Treatment and Services, and provision of care During the PPR, the hospital was found with an increase cluster in the hallways, it is a fire hazard and a safety issue. The nurses are not familiar with verbal order procedures, using the range of orders that received and the abbreviations that are prohibited in the documents. From the trend, there are areas at which the hospital needs to implement proper education and audit. An action plan needs to be implemented by the administration to address the fallout to enable the hospital be in full compliance with Joint Commission standard. There are some discrepancies that has to be looked into and resolve to enable NCH maintain the standard compliance with the Joint Commission. Instead of looking into problems found in each unit, there are trends affecting the hospital's patient care standard of complying with Joint Commission standard. To prevent...
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...effective levels of patient care. The financial cost of losing a single nurse has been calculated to equal about twice the nurse’s annual salaryi. The average hospital is estimated to lose about $300,000 per year for each percentage increase in annual nurse turnoverii. Losing these critical employees negatively impacts the bottom line of healthcare organizations in a variety of ways including: Decreased quality of patient care Increased contingent staff costs Increased staffing costs Loss of patients Increased nurse and medical staff turnover Increased accident and absenteeism rates The primary causes of nurse turnover can be analyzed by I) understanding why nurses choose to work for an organization and ensuring this ‘employee value proposition’ is met; and II) identifying things that occur after nurses are hired that lead them to quit even though their initial job expectations were met. I. Primary factors that influence nurses’ choice of employers are work schedules, career development opportunities, and commuting distanceiii. However the relative importance of these factors varies widely across nurses. There is no “one size fits all” ideal job design and healthcare organizations that wish to maximize nurse retention must develop methods to provide nurses with flexibility to structure their job based on...
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... CTGX Beta: 1.22 Price: $18.49 Price Target: $ 21.59 Implied All-In Return: 16.77% Dividend Per Share: NA Yield: NA 52-Week Range: $11.89-$19.12 Shares Out. (MM): 18.7 Market Cap. (MM): 345.86 January 19, 2013 This report is priced as of market close January 7, 2013. All values in U.S. dollars unless otherwise noted. Outperform Recommendation: Buy Sector: Technology Exchange: NASDAQ Symbol: CTGX Beta: 1.22 Price: $18.49 Price Target: $ 21.59 Implied All-In Return: 16.77% Dividend Per Share: NA Yield: NA 52-Week Range: $11.89-$19.12 Shares Out. (MM): 18.7 Market Cap. (MM): 345.86 January 19, 2013 This report is priced as of market close January 7, 2013. All values in U.S. dollars unless otherwise noted. Our Four Reasons to Own Computer Task Group Inc. 1. Focus on healthcare,...
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