ABSTRACT
New clinical information systems use client-server software applications that require knowledge of personal computers, Microsoft Windows, and mouse control. Here, the authors describe a low-cost training method to supplement classroom teaching.
Subject(s)
Computer User Training/methods , Computer-Assisted Instruction/methods , Education, Nursing, Continuing/organization & administration , Inservice Training/organization & administration , Nursing Staff, Hospital/education , Cost Control , Humans , Medical Records Systems, Computerized , Microcomputers , SoftwareABSTRACT
Should the nurse executive rely on the patient classification model for the allocation of staff and charging for nursing services? In a comparison of predicted patient classification scores with actual scores, patient care needs were underrated by 8 to 33 minutes per patient day, resulting in a deficit of 0.24 to 2.99 full-time equivalent employees. The authors discuss the implications of these findings.
Subject(s)
Health Services Needs and Demand , Inpatients/classification , Nursing Staff, Hospital/supply & distribution , Personnel Staffing and Scheduling , Adolescent , Analysis of Variance , Child , Child, Preschool , Humans , Infant , Infant, Newborn , Nursing Administration Research , Nursing, Supervisory , Predictive Value of Tests , Prospective Studies , Reproducibility of Results , Retrospective StudiesABSTRACT
The Nursing Financial Management System, developed by the Department of Nursing Administrative Services (DNAS), depended on a manual data-retrieval and report process to integrate patient acuity, nursing resource, and hospital financial data. Manual processes proved to be extremely labor-intensive and cost inefficient. Approximately 52% of DNAS resources, totaling $45,542 annually, were dedicated to data re-entry functions and report generation. Additionally, time required to produce manual reports created a service gap in that delays caused inefficient management of nursing resources at the unit level. The DNAS used a continuous quality improvement framework to improve data management by automating data retrieval and report generation. Computerization increased department staff productivity with subsequent labor cost savings/avoidance. After computerization, the report process consumed 6% of department labor resources compared with 52% using the manual process. Redistribution of DNAS resources prevented hiring additional staff to manage expanding workload. Finally, timely reporting to unit management resulted in significant reduction in hospital costs, because nursing resource use was matched with patient care demands.
