Published Apr 8, 2015
NRSKarenRN, BSN, RN
10 Articles; 18,926 Posts
Found an interesting CE article from American Nurse Today
What every nurse should know about staffing
Publication Date: February 2014 Vol. 9 No. 2
Author: Jennifer Mensik PhD, RN, NEA-BC, FACHE
Learning objectives
1. Differentiate nurse staffing methods and models.
2. Identify the roles of nursing associations, regulations, and legislation in staffing.
3. Describe the direct-care nurse's role in staffing.
Even in the best-run healthcare organizations, staffing and scheduling are complex issues. Research from the last 2 decades supports the importance of adequate registered nurse (RN) staffing in achieving good patient outcomes, safety, and satisfaction. Better RN staffing levels have been shown to reduce patient mortality, enhance outcomes, and improve nurse satisfaction. One study found that for each additional patient assigned to a given nurse, the patient has a 7% increase in the likelihood of dying within 30 days of admission and a 7% increase of failure to rescue. Yet despite the abundant research, safe and appropriate nurse staffing remains one of the toughest problems for hospitals to manage. This article discusses the components of staffing and explains how direct-care RNs can affect staffing in their units and organizations. All direct-care RNs should have a basic understanding of staffing processes and related terms, know how their unit and organization perform these functions, and be actively involved in unit staffing.......Differentiating staffing and schedulingAlthough the terms staffing and scheduling frequently are used interchangeably, they're not the same thing. ANA's Principles of Nurse Staffing defines appropriate staffing as a match of registered nurse expertise with the needs of the recipient of nursing care services in the context of the practice setting and situation. The provision of appropriate nurse staffing is necessary to reach safe, quality outcomes; it is achieved by dynamic, multifaceted decision making processes that must take into account a wide range of variables.â€...Scheduling, in contrast, entails determining a set number of staff and type of staff for a future time period based on such factors as historical census numbers and anticipated surgical volumes. Each organization and unit may determine the time frame for which they schedule. Schedules may range from a 1-month to a 3-month schedule; in some cases, holiday schedules may be completed 6 to 12 months in advance. Direct-care nurses can affect the unit schedule through the unit's shared governance or staffing committee....
Even in the best-run healthcare organizations, staffing and scheduling are complex issues. Research from the last 2 decades supports the importance of adequate registered nurse (RN) staffing in achieving good patient outcomes, safety, and satisfaction. Better RN staffing levels have been shown to reduce patient mortality, enhance outcomes, and improve nurse satisfaction. One study found that for each additional patient assigned to a given nurse, the patient has a 7% increase in the likelihood of dying within 30 days of admission and a 7% increase of failure to rescue.
Yet despite the abundant research, safe and appropriate nurse staffing remains one of the toughest problems for hospitals to manage. This article discusses the components of staffing and explains how direct-care RNs can affect staffing in their units and organizations. All direct-care RNs should have a basic understanding of staffing processes and related terms, know how their unit and organization perform these functions, and be actively involved in unit staffing....
...Differentiating staffing and scheduling
Although the terms staffing and scheduling frequently are used interchangeably, they're not the same thing. ANA's Principles of Nurse Staffing defines appropriate staffing as a match of registered nurse expertise with the needs of the recipient of nursing care services in the context of the practice setting and situation. The provision of appropriate nurse staffing is necessary to reach safe, quality outcomes; it is achieved by dynamic, multifaceted decision making processes that must take into account a wide range of variables.â€...
Scheduling, in contrast, entails determining a set number of staff and type of staff for a future time period based on such factors as historical census numbers and anticipated surgical volumes. Each organization and unit may determine the time frame for which they schedule. Schedules may range from a 1-month to a 3-month schedule; in some cases, holiday schedules may be completed 6 to 12 months in advance. Direct-care nurses can affect the unit schedule through the unit's shared governance or staffing committee....
gardendigger
14 Posts
A young nurse I know that works in a rural community hospital went into work for her night shift on a med-surg floor. Much to her surprise, her manager decided to "let her handle"the 5 patients by herself. Two of the patients were confused and required bed alarms. I work in a large hospital, and it's just written in stone that a nurse is never staffed solitary,period, even if there's just one PACU patient waiting for a bed. This is out of safety concerns for both the patient and nurses. I just was dumbfounded. I'm wondering if there's something here that needs reported, or have I been working in Nirvana? By the way, she just accepted a new position at a different hospital this morning.
jadelpn, LPN, EMT-B
9 Articles; 4,800 Posts
The age old situation--
The actual nurses on the unit are not in a place where they can be everywhere at once.
The ones who come close to being everywhere at once are mysteriously hounded into leaving/retiring/getting 'let go' and what the unit is left with are too little nurses, a high census.
And don't even get me STARTED on being "part of the solution" or actively engaging in assisting with scheduling. "We need more staff" "NO, you do not need more staff" says the manager who is not a nurse, or who has not been a nurse on the floor in some time, "in other units (
Then starts the discussion (or the lecture) on how nurses need to learn to do more with less.
When healthcare became a business model, it became a business that is charged by people who are in the business of business. Not in the business of people, especially ill people. So then it became a situation of "lets let the PATIENT think they are getting more while using less, but degreed less, so they will be fully impressed with the credentials, and not notice the fact that no one has looked at them for 6 hours" kind of a situation.
Shared governance only works if management is willing to work it. If the nurses on a unit are claiming that the unit patients are suffering due to lack of sufficient staffing, the first response is typically a look of complete disbelief....and stern talks regarding better time management skills. Then some cool inservices on the same.
At the end of the day, your patient is going to be discharged on the day and time the money runs out. Whether they are "ready" or not. So what a nurse does and/or doesn't do means little to those who are in the money business. Just run around, do everything with a smile, and change your attitude. Then get them the heck out so we can move on. And it doesn't take many nurses to do that. Oh, ya, and don't kill em in the process.......
lindarn
1,982 Posts
Why is nursing, the only department in the hospital, who are expected to, "do more with less"?
Other non patient care areas, are always staffed appropriately, always get their breaks and lunches rarely leave an hour late, etc. Especially well staffed, are areas that include CEOs, Administrators, Management, etc.
Why doesn't the Hospital CEO, let HIS/HER, secretary go, along with the rest of the office staff, instead of letting go the unit secretaries, nurses aides, housekeeping, etc? These individuals. while nice to have, are not directly involved with patient care. They are not necessary. Unit secretaries are lifesavers, that answer phones, run interference with visitors, other departments.
The hospital CEO can type his/her, own reports, do his/her, filing, get an answering machine to answer the phone lines. THEY can be replaced with machines, and there is NO effect on patient care or outcomes.
Why are the departments, who are responsible for patient care and outcomes, ALWAYS ON THE CHOPPING BLOCK WHEN THERE ARE BUDGET ISSUES??
And don't get me started on," hotel like lobbies", artwork, grand pianos, concierge services for patients and visitors. No one's life was ever saved because of artwork, grand pianos. That is the budge that needs to be cut.
JMHO and my NY $0.02
Lindarnn RN, BSN, CCRN
Somewhere in the PACNW
martymoose, BSN, RN
1,946 Posts
Why is nursing, the only department in the hospital, who are expected to, "do more with less"?Other non patient care areas, are always staffed appropriately, always get their breaks and lunches rarely leave an hour late, etc. Especially well staffed, are areas that include CEOs, Administrators, Management, etc. Why doesn't the Hospital CEO, let HIS/HER, secretary go, along with the rest of the office staff, instead of letting go the unit secretaries, nurses aides, housekeeping, etc? These individuals. while nice to have, are not directly involved with patient care. They are not necessary. Unit secretaries are lifesavers, that answer phones, run interference with visitors, other departments. The hospital CEO can type his/her, own reports, do his/her, filing, get an answering machine to answer the phone lines. THEY can be replaced with machines, and there is NO effect on patient care or outcomes. Why are the departments, who are responsible for patient care and outcomes, ALWAYS ON THE CHOPPING BLOCK WHEN THERE ARE BUDGET ISSUES?? And don't get me started on," hotel like lobbies", artwork, grand pianos, concierge services for patients and visitors. No one's life was ever saved because of artwork, grand pianos. That is the budge that needs to be cut. JMHO and my NY $0.02Lindarnn RN, BSN, CCRN Somewhere in the PACNW
OMG LIKE LIKE LIKE - a thousand times like this comment. This is why nurses leave.
Lol no kidding on the Piano. we have one, and when I am leaving at midnite, that dumb thing is still playing in an empty lobby. I always wonder how much electric it uses. Why the *** is that on at that time of day? seriously? and the suits have the gall to yell at me for punching out 6 minutes late, because I was toileting someone. ughhh
kbird03
23 Posts
I agree! Funny and sad how you never see a nurse in uniform in the hospital cafeteria! Hospitals need to hire waitresses and hotel personnel, so us nurses can do our job safely!
We have a piano too that plays to an empty lobby í ½í¸¤
We also have many classes and money spent to train us on hourly rounding with a smile and a script to up play up our service!!
Perhaps you should mention it at a staff meeting, when they start to talk about budget cuts.
I would do so far, as to take out my cell phone, making sure that the clock, and empty lobby are in full view, and record the piano playing at 0100.
Lindarn, RN, BSN, CCRN, (ret)
emtb2rn, BSN, RN, EMT-B
2,942 Posts
Hospitals have cafeterias?