About the authors |
|
xiii | |
Preface |
|
xvii | |
Acknowledgments |
|
xxi | |
|
Chapter 1 Dynamic health care environments |
|
|
1 | (12) |
|
How is capacity to care defined? |
|
|
1 | (1) |
|
|
2 | (1) |
|
What influences the capacity to care? |
|
|
3 | (4) |
|
Leadership and governance |
|
|
5 | (1) |
|
|
5 | (1) |
|
|
6 | (1) |
|
Medical products, devices and technologies |
|
|
6 | (1) |
|
|
7 | (1) |
|
|
7 | (1) |
|
What are the desired health system outcomes? |
|
|
7 | (1) |
|
Improved health, efficiency, responsiveness and caring |
|
|
7 | (1) |
|
Nursing data at the center |
|
|
8 | (3) |
|
|
11 | (2) |
|
Chapter 2 Health care operational inefficiencies: Costly events |
|
|
13 | (16) |
|
|
13 | (1) |
|
Nursing workloads and nurse staffing methods |
|
|
14 | (2) |
|
Measuring operational activity and efficiency |
|
|
16 | (5) |
|
Care recipient characteristics |
|
|
17 | (1) |
|
|
18 | (1) |
|
Healthcare activity processes |
|
|
18 | (1) |
|
Measuring health outcomes |
|
|
19 | (2) |
|
|
21 | (5) |
|
Making better use of data and information |
|
|
23 | (3) |
|
|
26 | (1) |
|
|
27 | (2) |
|
Chapter 3 Digital transformation needs to measure nursing and midwifery care demands and workloads |
|
|
29 | (52) |
|
What determines nursing workloads? |
|
|
29 | (2) |
|
Nurse staffing methods in use or recommended |
|
|
31 | (1) |
|
Methods in use to measure nursing care demand |
|
|
32 | (11) |
|
Nursing Hours Per Patient Day |
|
|
34 | (3) |
|
|
37 | (3) |
|
|
40 | (1) |
|
|
41 | (2) |
|
How do nursing service demand measurement methods compare? |
|
|
43 | (2) |
|
Patient type and treatment protocol patterns by clinical speciality |
|
|
45 | (1) |
|
Variables influencing nursing service demands, workloads, and costs |
|
|
45 | (2) |
|
Information flows and patient/client journeys |
|
|
47 | (2) |
|
Digital transformation enabling nursing data inclusion |
|
|
49 | (8) |
|
Nursing minimum data sets |
|
|
50 | (1) |
|
Nursing data and standards |
|
|
51 | (3) |
|
|
54 | (3) |
|
|
57 | (2) |
|
Nursing service demand metadata |
|
|
59 | (8) |
|
Service capacity---Identifying required nursing skill mix |
|
|
60 | (2) |
|
Service capacity---Nursing working conditions |
|
|
62 | (1) |
|
Admission and continuing service determinants |
|
|
62 | (5) |
|
Indicators of nursing care demand |
|
|
67 | (4) |
|
Metadata enabling the evaluation of nursing service contributions relative to patient outcomes |
|
|
69 | (2) |
|
Nursing workload management metadata need |
|
|
71 | (1) |
|
Optimizing workplace efficiencies |
|
|
71 | (3) |
|
Political, professional, managerial, and industrial influencers |
|
|
72 | (2) |
|
|
74 | (1) |
|
|
75 | (6) |
|
Chapter 4 Nursing and midwifery work measurement methods and use |
|
|
81 | (42) |
|
|
85 | (2) |
|
Boundaries or scope of nursing/midwifery practice |
|
|
87 | (1) |
|
Analyzing nursing work to be measured |
|
|
87 | (3) |
|
|
90 | (15) |
|
Nursing staff availability and performance---Input variables |
|
|
91 | (1) |
|
A nursing practice taxonomy---Process variables |
|
|
92 | (3) |
|
|
95 | (2) |
|
Self-recording of nursing activity |
|
|
97 | (2) |
|
Work sampling methodology |
|
|
99 | (4) |
|
Professional judgments/estimates |
|
|
103 | (2) |
|
Conversion of work measurement data to a workload measure |
|
|
105 | (4) |
|
Making use of study results |
|
|
109 | (5) |
|
Using workload measurement systems with established time standards |
|
|
111 | (2) |
|
Nursing workload measures' validity |
|
|
113 | (1) |
|
Nursing work measures in use |
|
|
114 | (2) |
|
Patient classification principles |
|
|
116 | (1) |
|
Developing national nursing service weight measures |
|
|
117 | (1) |
|
Evidence of acuity link with patient outcomes |
|
|
118 | (1) |
|
|
119 | (1) |
|
|
120 | (3) |
|
Chapter 5 Identifying skill mix needs |
|
|
123 | (30) |
|
Matching available skills with service demands |
|
|
123 | (2) |
|
Addressing qualified nurse staffing shortages |
|
|
125 | (3) |
|
Working with a varied skill mix |
|
|
127 | (1) |
|
|
127 | (1) |
|
Current skill mix identification methods |
|
|
128 | (3) |
|
Specializations and competencies |
|
|
128 | (2) |
|
Occupational classifications |
|
|
130 | (1) |
|
Nursing industry awards, agreements and skill mix |
|
|
131 | (2) |
|
Job evaluation and skill assessment methods |
|
|
133 | (5) |
|
Skills Framework for the Information Age (SFIA) |
|
|
135 | (3) |
|
Education and professional development contributions |
|
|
138 | (2) |
|
|
140 | (2) |
|
Re-engineering clinical services using non-nursing support staff |
|
|
142 | (6) |
|
|
144 | (4) |
|
Future directions for identifying and matching skill mix needs with available staffing resources |
|
|
148 | (1) |
|
|
149 | (3) |
|
|
152 | (1) |
|
Chapter 6 Nursing and organizational models of care |
|
|
153 | (28) |
|
Factors known to influence nursing models of care |
|
|
156 | (3) |
|
The nursing process---Conceptual base for nursing practice |
|
|
159 | (8) |
|
|
161 | (2) |
|
Functional or task allocation |
|
|
163 | (1) |
|
|
164 | (1) |
|
|
165 | (1) |
|
Team nursing---A collaborative model of care |
|
|
165 | (2) |
|
|
167 | (6) |
|
The benefits of small team nursing |
|
|
168 | (2) |
|
|
170 | (2) |
|
The shift routine example |
|
|
172 | (1) |
|
Evaluate success of team nursing implementation |
|
|
173 | (1) |
|
Inter and multidisciplinary models of care |
|
|
173 | (2) |
|
Organizational models of care influencing patient outcomes |
|
|
175 | (1) |
|
|
176 | (1) |
|
|
177 | (4) |
|
Chapter 7 Staffing resource allocation, budgets and management |
|
|
181 | (56) |
|
Using demand side organizational nursing and midwifery workforce planning methods |
|
|
181 | (1) |
|
Professional and government nurse staffing initiatives |
|
|
181 | (3) |
|
|
184 | (1) |
|
Data variables required to calculate nurse staffing needs |
|
|
185 | (3) |
|
Projecting nursing service demand and workforce requirements |
|
|
188 | (1) |
|
Calculating departmental/unit nurse staffing requirements |
|
|
189 | (7) |
|
Use of nurse: Patient ratios to capture FTE/WTE measures for clinical care |
|
|
191 | (1) |
|
Use of Nursing (Care) Hours Per Patient Day (NHPPD) |
|
|
192 | (1) |
|
Use of patient acuity data |
|
|
193 | (3) |
|
Staffing needs for other service types |
|
|
196 | (5) |
|
|
196 | (1) |
|
|
197 | (1) |
|
Geriatric, disability and rehabilitation residential services |
|
|
197 | (1) |
|
|
198 | (1) |
|
Accident and emergency departments |
|
|
199 | (1) |
|
Specialist outpatient departments |
|
|
200 | (1) |
|
Supervisory and administrative clinical staff |
|
|
200 | (1) |
|
Significant variations resulting from method used |
|
|
201 | (1) |
|
An international patient type HPPD benchmarking research study |
|
|
202 | (4) |
|
|
206 | (13) |
|
Foundations for roster development |
|
|
207 | (4) |
|
|
211 | (1) |
|
|
211 | (1) |
|
|
212 | (1) |
|
|
213 | (1) |
|
|
214 | (1) |
|
Evaluating the suitability of rosters |
|
|
215 | (1) |
|
|
216 | (3) |
|
|
219 | (1) |
|
|
220 | (6) |
|
Roster budgeting processes based on service demand |
|
|
220 | (2) |
|
Staffing establishment budgeting processes |
|
|
222 | (1) |
|
|
223 | (1) |
|
Activity based costing (ABC)/funding (ABF) |
|
|
223 | (3) |
|
Casemix definitions (hospital `products') |
|
|
226 | (3) |
|
Use of casemix classifications and nursing service costs |
|
|
227 | (2) |
|
Connectivity requirements for nursing resource management |
|
|
229 | (3) |
|
Linking electronic health records with nursing resource management |
|
|
230 | (2) |
|
Capturing and using the data operationally |
|
|
232 | (1) |
|
|
232 | (5) |
|
Chapter 8 Workforce planning |
|
|
237 | (26) |
|
Nursing and midwifery workforce statistics |
|
|
237 | (2) |
|
Nursing and midwifery's future perspectives |
|
|
239 | (2) |
|
Nursing workforce structures and statistics |
|
|
241 | (1) |
|
Nursing and midwifery workforce education and professional development |
|
|
242 | (2) |
|
Workforce planning models and tools |
|
|
244 | (4) |
|
Recruitment to the profession |
|
|
248 | (1) |
|
|
249 | (6) |
|
Employment characteristics |
|
|
250 | (1) |
|
Retention and turnover rates |
|
|
250 | (2) |
|
Causes of dissatisfaction and turnover |
|
|
252 | (3) |
|
Replacement and succession planning |
|
|
255 | (2) |
|
|
257 | (2) |
|
|
259 | (4) |
|
Chapter 9 Digital health ecosystems: Use of informatics, connectivity and system interoperability |
|
|
263 | (46) |
|
A need to resolve data issues |
|
|
263 | (1) |
|
What is a digital health ecosystem? |
|
|
264 | (2) |
|
Essential ecosystem features |
|
|
266 | (3) |
|
Healthcare ecosystem connectivity frameworks |
|
|
269 | (3) |
|
|
272 | (14) |
|
Shadow systems and health data |
|
|
274 | (2) |
|
Connectivity and interoperability |
|
|
276 | (1) |
|
Measuring interoperability |
|
|
277 | (2) |
|
Interoperability standards and schema |
|
|
279 | (4) |
|
|
283 | (3) |
|
Interoperability, clinical needs and secondary data use |
|
|
286 | (11) |
|
Using source data and information for multiple purposes |
|
|
289 | (4) |
|
Decision support systems---Using secondary data |
|
|
293 | (1) |
|
National and international health data uses |
|
|
294 | (3) |
|
Genomics data and personalized medicine |
|
|
297 | (1) |
|
Gap analysis and digital transformation |
|
|
297 | (4) |
|
|
301 | (1) |
|
|
302 | (7) |
|
Chapter 10 A digital transformation strategy enabling nursing data use |
|
|
309 | (46) |
|
System implementation and change management |
|
|
309 | (1) |
|
Changing organizational digital health infrastructures |
|
|
310 | (4) |
|
|
313 | (1) |
|
Using `Lean' and `Six Sigma techniques' to design new work processes |
|
|
314 | (2) |
|
Potential use of nursing data |
|
|
316 | (29) |
|
Patient acuity/nurse dependency/nurse-patient ratios |
|
|
317 | (1) |
|
Work hours per patient day/visit/procedure/attendance/birth/occasion of service/operating minute etc. |
|
|
317 | (1) |
|
|
317 | (1) |
|
|
318 | (1) |
|
|
318 | (1) |
|
Pathways and care plans with outcome reporting |
|
|
319 | (1) |
|
Nursing intensity measures |
|
|
319 | (1) |
|
Retrospective and proactive discharge analysis |
|
|
320 | (1) |
|
|
321 | (1) |
|
Rostering for clinical and non-clinical departments |
|
|
322 | (1) |
|
|
322 | (1) |
|
Allied health intervention register and reporting |
|
|
323 | (1) |
|
Patient risk assessments with action plans |
|
|
323 | (1) |
|
Human resource management registers and staff health profiles with reports |
|
|
324 | (1) |
|
|
324 | (1) |
|
Efficiency measures/benchmarking all departments |
|
|
324 | (1) |
|
Patient acuity and workload management system implementation project plan---A generic example using legacy systems |
|
|
325 | (6) |
|
Executive lead for motivational strategy |
|
|
331 | (1) |
|
Resource allocation and task allocation for system implementation |
|
|
331 | (10) |
|
|
341 | (4) |
|
Desired outcome measures benefitting nurses and their patients |
|
|
345 | (1) |
|
|
346 | (1) |
|
Measuring patient acuity on a shift |
|
|
346 | (1) |
|
Local nursing acuity data use |
|
|
347 | (1) |
|
Allocating staff to workloads |
|
|
347 | (1) |
|
|
347 | (1) |
|
|
348 | (1) |
|
Ward/unit manager/senior nurse daily routines to ensure data accuracy |
|
|
348 | (1) |
|
Health IT evaluation methods |
|
|
349 | (1) |
|
A nursing workload management system and change management evaluation framework |
|
|
350 | (3) |
|
|
353 | (2) |
|
Chapter 11 Measuring health service quality |
|
|
355 | (34) |
|
|
355 | (3) |
|
|
357 | (1) |
|
Nursing practice environments influencing quality |
|
|
358 | (2) |
|
|
360 | (1) |
|
|
360 | (5) |
|
Health data uses and links to nursing data |
|
|
362 | (1) |
|
Using data to support decision making |
|
|
363 | (1) |
|
Data sets and data repositories |
|
|
363 | (1) |
|
Data governance mechanisms |
|
|
364 | (1) |
|
Standards, accreditation and governance |
|
|
365 | (5) |
|
|
366 | (1) |
|
|
367 | (2) |
|
|
369 | (1) |
|
Reliability and quality measures associated with patient acuity data |
|
|
370 | (2) |
|
Clinical data management issues |
|
|
372 | (1) |
|
Outcomes research and big data |
|
|
373 | (8) |
|
Performance indicators and health system frameworks |
|
|
375 | (3) |
|
Measuring caring as an outcome measure |
|
|
378 | (1) |
|
Impact of funding arrangements on the selection of performance indicators |
|
|
379 | (2) |
|
Big data management and governance |
|
|
381 | (3) |
|
Health quality measurement issues |
|
|
384 | (1) |
|
|
384 | (5) |
|
Chapter 12 Residential and community care management |
|
|
389 | (24) |
|
|
389 | (1) |
|
Residential care environments |
|
|
390 | (2) |
|
Measuring care service demand and funding mechanisms |
|
|
392 | (4) |
|
Residential service work measurement methods and outcomes |
|
|
396 | (1) |
|
Identifying skill mix needs |
|
|
397 | (1) |
|
Organizational and nursing models of care |
|
|
398 | (3) |
|
Staffing resource management |
|
|
401 | (1) |
|
Aged care workforce planning |
|
|
402 | (1) |
|
Use of informatics, digital transformation |
|
|
403 | (2) |
|
Documentation, reporting and change management |
|
|
405 | (1) |
|
Measuring service quality |
|
|
406 | (1) |
|
Qualify of life-future vision |
|
|
407 | (2) |
|
|
409 | (4) |
|
Chapter 13 Current and future vision |
|
|
413 | (28) |
|
Global health and capacity to care |
|
|
413 | (2) |
|
Nurses and midwives' unique contributions to global health |
|
|
415 | (3) |
|
Our digital health ecosystem |
|
|
418 | (4) |
|
Measuring health system effectiveness |
|
|
422 | (1) |
|
Hospital performance statistics and costs |
|
|
423 | (2) |
|
Safe patient care vs costs |
|
|
425 | (1) |
|
Benefits from using nursing data |
|
|
425 | (4) |
|
Optimizing our capacity to care in a sustainable health system |
|
|
429 | (7) |
|
Close the loop between resource flows into and out of the system |
|
|
430 | (1) |
|
Nursing workload analysis |
|
|
431 | (1) |
|
Nursing and midwifery work characteristics and measurements |
|
|
432 | (1) |
|
The nursing and midwifery workforce |
|
|
433 | (2) |
|
Digital transformation needs |
|
|
435 | (1) |
|
|
436 | (1) |
|
|
437 | (4) |
Appendix 1 Case study 1---Patient Assessment and Information System (PAIS): Work measurement research and workload measurement methodology |
|
441 | (12) |
Appendix 2 Case Study 2---Design, development and use of the TrendCare system |
|
453 | (12) |
Index |
|
465 | |