Developing a structure to support nursing case review is the easy part. Here’s the hard part: How do you actually do nursing case review? How do you deal with the outcomes? And how can you use case review to monitor performance and track and trend data?
Join nursing peer review experts Laura Harrington, RN, BSN,
MHA, CPHQ, CPCQM, and Marla Smith, MHSA, authors of the HCPro book Nursing Peer Review, Second Edition: A Practical, Nonpunitive Approach to Case Review, for a 90-minute webcast that will answer all your questions.
Join us on Thursday, April 16, 2015 at 1–2:30 p.m. Eastern.
For more information or to register, click here.
Judging by the number of people who search our site for an explanation of the relationship of evidence-based practice to nursing research, I thought that you might appreciate the following visual “cheat sheet” of these two important concepts. Both evidence-based practice and nursing research are vital parts of the journey to designation as an ANCC Magnet Recognition Program® organization.
Go to our Reading Room to find this table and the article that inspired it, Evidence-Based Practice and Nursing Research: Avoiding Confusion.
*MRP requires its organizations to show that nurses routinely employ evidence-based research to inform and improve their practice, and that nurses within the organization are conduct original research and share those findings with the nursing community.
Some people appear effortlessly organized and always manage to be on time. Others are perpetually frazzled and think five minutes late equates to being early. Parents of small children usually fall into the latter category!
How do you deal with nurses who are frequently late? Comment below and let us know.
Attention nurse leaders in organizations
without designated “lift teams” or assistive
devices for moving patients
Your business case for investing in a cutting-edge, safe patient handling program has been made clearly and indisputably by OSHA, with the help of results from numerous case studies, research reports, and collected data. The benefits are exceptional, and the financial ROI is achievable in one to four years.
Take a quick trip to the OSHA website for wealth of tools, including a form you can use to evaluate your organization, a checklist for designing your safe patient handling program, illustrative case studies, and more.
One more note: NPR plans a fourth installment on the Injured Nurses series, so keep checking the NPR website. Here’s what they’re promising:
Part 4 will explore how the Department of Veterans Affairs implemented
a nationwide $200 million program to prevent nursing employees
from getting injured when they move and lift patients.
And, finally, I’ve uploaded the PDF of Table 18 (promised in my previous post), which you can download from our Tools Library.
In 2013 your nursing staff faced a
15% greater chance of spine injury
Check out the Bureau of Labor Statistics Table 18 for the final tabulated 2013 rates of musculoskeletal injuries for FT workers, compared by occupation. Firefighters—who lug heavy ladders, people, and equipment daily—had a rate of 232 per 10,000. For nursing staff, the total was 264 per 10,000 full-time RNs and nursing assistants. A spine injury can end a career in the blink of an eye. But how can these injuries be prevented?
Your mother’s admonition to “bend your knees” while lifting something heavy may not be enough to protect the backs of your nursing staff. In an ongoing article series entitled Injured Nurses, NPR takes a look at what can happen when nurses depend solely on proper body mechanics (essentially, keeping your back straight while following mom’s advice) for moving patients. As of this writing, you’ll find three installments on NPR.org that explore the problem, possible solutions, and how some hospitals may or may not “have your back.”
On a positive note, the Baptist Health System reports that the Transfer and Lift with Care program it introduced in 2007 has reduced patient-handling injuries in their organization by 81%. One important factor in their success? Investing in assistive equipment and devices in each of its five hospitals.
If I can get specific statistics and practices from Baptist, I’ll post them here for you to share with your peers and hospital administrators. I’ll also post a link to a PDF of Table 18, which should be a little easier on the eyes than the official version.
In the meanwhile, if you’d like to share ways your organization has your back, feel free to comment below.
Tell me and I forget.
Teach me and I remember.
Involve me and I learn.
How do you provide preceptees with constructive advice
or feedback? Do you tell them what they did wrong and spell out how to correct it? Or do you encourage them to use critical-thinking skills to truly ingrain a personal understanding of ways to improve their practice?
The preceptor observes the preceptee greeting the manager correctly, giving her name, and stating that she is a preceptee. However, she was not wearing her name tag.
Your name tag is missing, and the manager
won’t like it!
You greeted the manager according to the facility protocol.
Can you think of anything that would help your manager remember you?
The descriptive feedback encourages the preceptee to use critical thinking, which illustrates Ben Franklin’s timeless recommendation to “involve me, and I learn.”
If you would like to share “aha” moments and techniques for constructive feedback, please feel free to comment below…
The New England winter of 2015 has made headlines across the country. According to The Boston Globe, some hospitals had to rely on the Boston police to deliver essential staff members to work, and taxis to take patients home.
The Globe also reported that “some managers at Mass. General went door-to-door on their drive into the city, picking up as many colleagues as their cars could handle, and other staffers slept overnight on mattresses in the hospital’s conference rooms because they worried they wouldn’t make it back in Tuesday.” And Boston Medical Center’s spokeswoman Ellen Slingsby reported “numerous staff members who have walked considerable distances or even skied into work in order to be here for our patients.”
Which brings me to the title of this blog. Somewhere in next year’s operational budget, nurse managers in the snowier states should consider adding funding for skis and snowshoes for staff.
The ROI is clear: Better staffing during blizzards and a healthier, more athletic staff.
Studies show only 30% of your nurses are actively engaged, which can negatively impact patient satisfaction, safety, and nurse turnover. Join us on February 26 at 1 p.m. to discover how to engage the rest of your staff.
Join experienced nurse and leadership specialist Patty Kubus, RN, MBA, PhD, for a 90-minute webcast to learn how to build a culture of nurse engagement.
Don’t miss the chance to improve nurse satisfaction, increase your nursing staff’s commitment to the organization, and raise the level of patient care.
Research shows a culture of nurse engagement leads to:
- Higher productivity
- Higher patient satisfaction scores
- Lower turnover
- Lower absenteeism
- Fewer safety incidences
For more information or to sign up, visit http://hcmarketplace.com/build-nurse-engagement-through-coaching-and-mentoring?code=EW322354&utm_source=HCPro&utm_medium=email&utm_campaign=YN022615.
Meet the speaker:
Patty Kubus, RN, MBA, PhD, is the president of Leadership Potential International, Inc., which helps executives select and develop their leaders to improve engagement and productivity in their organizations. She has worked with Fortune 100 companies in the healthcare, financial, aerospace manufacturing, and pharmaceutical industries. Along with her nursing credentials, she has an MBA and a doctorate in human development and education. She was formerly a nurse manager at the University of Rochester Medical Center in New York.
Nurse managers know the value of staff accountability—it’s an essential ingredient in the recipe for consistent, high-quality patient care.
Building those accountability muscles takes on new urgency as the “care continuum” becomes more than a buzz word. Accountability is now the nurse’s greatest challenge, what with the increased pressure on nurses to delegate in order to work at “top of license,” the ongoing need to coordinate care with different in-house professions (pharmacy, social work, etc.), and the necessity of transitioning patients to care by unaffiliated, outside caregivers.
We’re developing an in-service handbook to support staff nurse accountability skills, and are in need of several real-world examples of interprofessional accountability in action. Would you be willing to submit your techniques for effective hand-offs, successful communications, or example scripts to include in the handbook? Leave a comment or send me an email if you do!
For any piece we choose for the book, I’ll send you a copy of either Team-Building Handbook: Improving Nurse-to-Nurse Relationships or Team-Building Handbook: Improving Nurse-Physician Communications, our latest nursing handbooks.
Nurses, the caretakers on the front line, often work shifts of 12 hours and more, and may work up to 50 or even 60 hours per week. Fatigue is a way of life, threatening the health of those nurses, as well as the quality of the care they can provide. As a nurse manager, you struggle with balancing staffing with your budget, so you know this story all too well.
Now the ANA is pushing for new limits on consecutive night shifts and shifts longer than 12 hours (see ANA press release) as a way of supporting the health of nurses, positive patient outcomes, and nursing professional standards. Until the ANA recommendations become practice, what can you, the nurse manager, do to take care of yourself and your staff today, to improve the work environment and the energy they bring to it?