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Published on: February 16, 2011
Value-added care: a paradigm shift in patient care delivery
Valda V Upenieks1, Jaleh Akhavan, Jenny Kotlerman
1UCLA School of Nursing, Nursing Administration Graduate Program, Los Angeles, CA, USA.
Nursing Economic$
|November 5, 2008
Summary
This study explored how nurses spend their time, finding that increasing nursing staff may boost value-added patient care. Optimizing nursing productivity is key to improving healthcare efficiency and quality.
Area of Science:
- Healthcare Management
- Nursing Economics
- Systems Theory in Healthcare
Background:
- Healthcare costs necessitate hospital transitions and nursing practice evolution.
- Changes in nurse/patient ratios and staff composition impact nursing.
- Reframing nursing practice requires assessing cost, quality, and service through work redesign.
Purpose of the Study:
- To quantify Registered Nurse (RN) time spent in value-added care.
- To determine if increased staffing levels enhance value-added care time.
- To compare value-added care time against necessary tasks and waste.
Main Methods:
- Utilized a "systems theory" framework for staffing assessment.
- Focused on throughput transformation to improve process efficiency.
- Pilot study design to evaluate time allocation in nursing practice.
Main Results:
- Quantified the proportion of time RNs dedicate to value-added activities.
- Assessed the impact of combined RN and unlicensed assistive personnel staffing on care delivery.
- Identified opportunities to decrease waste and enhance efficiency.
Conclusions:
- Nursing productivity evaluation should extend beyond direct care to include collaboration and patient-centeredness.
- Systems theory provides a framework for optimizing nursing staffing and workflow.
- Further research can inform strategies to increase value-added care and improve healthcare outcomes.
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