On a daily basis, the media reports on the ever-increasing perception of nurses’ deficit. Operations are moved and stations closed. Even the “Day of hand disinfection” on 12 November 2017 was terminated prematurely by many clinics, as a correct hand disinfection cost about 2 hours per employee and shift. Time taht the nursing staff does not have. This already entails up to 60% documentation effort, unstructured processes and the supply of up to 13 patients per nursing staff. And yet, pen and paper are still used for documentation in more than 70% of the facilities [in Germany].
Where is the Care Strategy?
In all the dramatic reports, it should be considered that the relief of nurses in all health care facilities should be at the top of the nursing strategies. But the drama often begins there. Many facilities have a medicine strategy, but not a nursing strategy? As an just-there-anyway resource and cost factor, care was not rated as really system-relevant. Now it is more important than ever that the health care institutions set the long- and medium-term targets, in particular in terms of process control, digitization and qualification. These should then enter into a nursing strategy with appropriate measures, defined resources and a cost-benefit analysis. Such a strategy can already be used to anticipate future decisions (on care offers and concepts), as well as defining a framework or decision-making framework for personnel, budget and investment planning. And the most important thing is that the nurses receive transparency on the planned nursing goals and concepts of the respective employer. This is the only way to clarify the goal of the trip and increase the attractiveness of the work environment, as well as the employee loyalty. Who would like to work with an employer who defines the goal of a satisfactory care? (Note: I have already said in a clinic)
And how is it with you? Is there a nursing strategy in your institution?
Care must decide on their tools!
Last but not least, the nursing strategy should also be the prerequisite for all tertiary and, of course, the IT department. This is the only way to check the requirements for a technological support that is easy to maintain against the real implementation (for example in the HIS) and to justify necessary adjustments or procurements. In this way, the frequently non-goal-oriented discussions about “clinical software only from one source” and “we do not want interfaces” can be terminated and finally genuine benefits and relief for nurses are created. And not just the expenses can be reduced, but also the costs and risks. And with the right software (such as CareIT Pro), the billing-relevant key figures can even be generated automatically and thus unrealized revenues can be saved.
Care Straregy and Operational Topics have to be separated
Everyday life of care management is today characterized by many, hardly solvable, operational tasks. And it is hardly surprising that the strategic view of the current problems is clouded. Here, however, in the long run reacting only from situation to situation would be wrong. NursIT Institute can provide the necessary time and expertise and, together with management, create a nursing strategy for the next 8 – 10 years.