Draft Proposal

Draft Proposal

 

 

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Draft Proposal

Introduction

The impact of the difference between acuity staffing and numerical-based staffing holds the key towards achieving the balance in efficiency, productivity and professionalism within the healthcare sector. The levels of nurse staffing are a significant working issue for caretakers and assumed to be a determining factor in the value of nursing care and patient results. Staffing according to the number of personnel required in a specific department (numerical-based) while acuity staffing involves staffing nurses based on the workload for every bed that is occupied. While each method has its benefits and drawbacks, the best solution towards dealing with geropsych units would be an acuity-based approach.

Change Plan

Step 1: Asses the Need for Change

In the assessment of needs for change, an evaluation will be carried out by auditors and other approved medical professionals to establish the extent of burden placed on the existing number of nurses. This evaluation is critical as it provides statistics useful in the next two steps.

Step 2: Link the problem, interventions, and outcomes

The change plan will be designed to link the staffing problem among the nurses to the introduction of acuity-based solutions. The expectations from such a strategy are that the working conditions for nurses would improve significantly and that the acuity levels would drop considerably.

Step 3: Synthesize the Best Evidence

The best solution towards solving the staffing problem among nurses (acuity-based staffing) can be backed by results made by other peer-reviewed studies. Using the acuity program, changing ward variables such as dependency combinations and patient numbers is relatively easy (Ellis & Chapman, 2006). Furthermore, it is flexible and can allow nurses’ productivity to handle the fluctuations in ward activity. This is because acuity approaches focus on relocating human resources (nurses) to handle the existing workload at the current period (Wan, 2010). Therefore, the hospital administration can realize higher degrees of efficiency without necessarily adding the number of nurses.

Step 4: Design Practice Change

Coming up with the best changing design will include taking the nurses through an orientation program that will introduce the acuity staffing approach to them. Nurses can be acclimated to the new way of selecting staff to run the wards.

Step 5: Implement and Evaluate the Change in Practice

The final implementation of the acuity model will be done incrementally. The earlier stages will involve gradual orientation until the schedule for the nursing team will be changed into one that is acuity-based. Measurable goals will be set on the number of patients treated and number of hours worked by each nurse (Havig, Skogstad, Kjekshus & Romøren, 2011).

Step 6: Integrate and Maintain the Change in Practice

The integration of the acuity-based model will start at the level of individual institutions and then spread to all affiliated branches. Regular evaluation of the level of integration will be done to ensure that the model is running correctly (Barton, 2013).

Summary

Acuity-based staffing has emerged as a functional method of evaluating and appraising the size and combination of ward nursing groups. The method assesses the level of burden borne by each nurse in as far as their roles as caretakers are concerned. This staffing technique surmounts the majority of weaknesses present in other methods such as nurses per occupied bed (Roussel & Swansburg, 2009). It is particularly practical in hospitals where the numbers and categories of patients vary in an unpredictable manner. However, the acuity method is quite complicated. In regions where wards are accessed by a wide demographic base such as pregnant patients, toddlers and aging patients, this method might prove to be hectic and unsuitable (Brown & Gallant, 2006).

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References

Barton, N. (2013). Acuity-Based Staffing: Balance Cost, Satisfaction, Quality, and Outcomes. Nurse Leader, 11, 6, 47-64.

Brown, K. K., & Gallant, D. (2006). Impacting patient outcomes through design: acuity adaptable care/universal room design. Critical Care Nursing Quarterly, 29, 4.

Ellis, J., & Chapman, S. (2006). Applied leadership – Nurse staffing requirements. Nursing Management, 13, 4, 30.

Havig, Anders, Skogstad, Anders, Kjekshus, Lars, & Romøren, Tor. (2011). Leadership, staffing and quality of care in nursing homes. BioMed Central Ltd.

Roussel, L., & Swansburg, R. C. (2009). Management and leadership for nurse administrators. Sudbury, Mass: Jones and Bartlett Publishers.

Wan, T. T. H. (2010). Improving the quality of care in nursing homes: An evidence-based approach. Baltimore: Johns Hopkins University Press.

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