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Intermittent Virtual Nursing: A Contingency Staffing Plan to Support Clinical Nurses
Janet Davis1, Cynthia A Oster, Alison A Bruckner
1Author Affiliations: Enterprise VP Nursing Innovation & CNO Coach (Dr Davis) and Enterprise Nurse Scientist and Research Program Manager (Dr Oster), CommonSpirit Health-Mountain Region, Centennial; Chief Nursing Officer (Dr Bruckner), CommonSpirit-Longmont United Hospital, Longmont; Chief Nursing Officer and Chief Operating Officer (Dr Griesheim), CommonSpirit-St Mary-Corwin Hospital, Pueblo; Clinical Nurse (Eastman), CommonSpirit-Penrose Hospital, Colorado Springs; and Clinical Nurse Coordinator (Virden), CommonSpirit-St Anthony Hospital, Lakewood, Colorado; System Director (Yates), IT Applications, Training Strategy and Development, CommonSpirit Health-Information Technology, Florence, Montana; Clinical Nurse (Madone), CommonSpirit Health-Mountain Division Resource Team, Centennial; Clinical Nurse Coordinator (Capra), CommonSpirit-St Anthony Hospital, Lakewood, Colorado.
Objective:
To analyze effects of an intermittent virtual nursing (IVN) care model when nursing personnel resources are not available to meet unit staffing needs.
Background:
Virtual nursing programs can improve patient outcomes. No studies were found describing IVN care models.
Methods:
A nonrandomized quasi-experimental study was conducted over 6 months on 4 medical-surgical units at 2 hospitals. The central staffing office assigned a virtual RN (VRN) each shift to 1 unit at each hospital when a unit would be working 1 or more RNs short. Nurse job satisfaction and patient safety were measured.
Results:
Outcomes improved when a VRN was assigned. Missed breaks and incidental overtime hours decreased. Nurse perception of work efficiency was 73.3%, and having needed resources was 59.3%. Provider notification of critical laboratory values increased to 99.25%.
Conclusions:
Implementation of IVN improved nurse perception of workflow and patient safety outcomes when a VRN was assigned.
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