Utilization review findings; 9. Staff interviews; and, 10. Patient surveys and comments (Affeldt, 1980)
That model is now totally outdated. The National Committee for Quality Assurance, a health care watchdog organization, ranked the VA system, by a variety of criteria, as better not only than the sort of care offered by Medicare but even the best civilian health care plans" (Cummins, 2007)
1339). The auditing of meeting minutes by other committees and medical center services is part of an overall push to integrate all aspects of patient care into a comprehensive framework that can be used to assess current performance and identify opportunities for improving patient care at the VA (Kuhn, 1999)
Unfortunately, many such groups fail to provide comprehensive minutes of their meetings in a timely fashion and in some cases, such minutes are not provided at all, an issue that directly relates to the needs assessment which is discussed further below. Needs assessment: The Department of Veterans Affairs (VA) is the nation's largest healthcare provider, delivering a complete range of services to veteran patients in a national system of tertiary healthcare facilities that are organized into 22 semiautonomous, geographically defined service networks (Landrum, Normand & Rosenheck, 2003)
The National Committee for Quality Assurance, a health care watchdog organization, ranked the VA system, by a variety of criteria, as better not only than the sort of care offered by Medicare but even the best civilian health care plans" (Cummins, 2007). The minutes of meetings that are conducted by various VA groups must include several basic items in order for them to be useful, including the date and time of the meeting, who was in attendance (and who was not), what was discussed and by whom (old business and new business), and so forth, all the while ensuring that physician-patient confidentiality is maintained (Zinski, 2006)
(2014) assessed whether differences in patient-to-nurse ratios and nurses' educational qualifications in countries with similar patient discharge data were associated with variation in hospital mortality after common surgical procedures. The number of surveys research participants was large (n = 26-516), and the primary dependent variable was the likelihood of surgical patients dying within 30 days of admission (Aiken, et al
(2014) assessed whether differences in patient-to-nurse ratios and nurses' educational qualifications in countries with similar patient discharge data were associated with variation in hospital mortality after common surgical procedures. The number of surveys research participants was large (n = 26-516), and the primary dependent variable was the likelihood of surgical patients dying within 30 days of admission (Aiken, et al
(2014) assessed whether differences in patient-to-nurse ratios and nurses' educational qualifications in countries with similar patient discharge data were associated with variation in hospital mortality after common surgical procedures. The number of surveys research participants was large (n = 26-516), and the primary dependent variable was the likelihood of surgical patients dying within 30 days of admission (Aiken, et al
(2010) found that relational leadership led to greater productivity, effectiveness, and extra effort when compared to task-focused leadership styles. The importance of the study to the current research is that it found that the nursing workforce can achieve better outcomes for patients by promoting relational leadership styles (Cummings, et al
(2010) found that relational leadership led to greater productivity, effectiveness, and extra effort when compared to task-focused leadership styles. The importance of the study to the current research is that it found that the nursing workforce can achieve better outcomes for patients by promoting relational leadership styles (Cummings, et al
(2010) found that relational leadership led to greater productivity, effectiveness, and extra effort when compared to task-focused leadership styles. The importance of the study to the current research is that it found that the nursing workforce can achieve better outcomes for patients by promoting relational leadership styles (Cummings, et al
Spence Laschinger and Leiter (2006) sought to test a theoretical model of professional nurse work environments that linked to nursing practice burnout and, subsequently, to patient safety outcomes. The study is useful to the current research as it provides examples of how two instruments (Practice Environment Scale of the Nursing Work Index; Maslach Burnout Inventory-Human Service Scale) were used to gauge the perceptions nurses (Spence Laschinger and Leiter, 2006)
This shows that the provision of quality care largely revolves around staffing issues. In conclusion, the provision of quality health care revolves around the number of staffs within a health care provider center (Ballard, 2003)
One of the major factors driving the increase is the aging baby-boom generation. While most industries would expect this type of increase in demand to be a boon for profitability, hospitals are confronting a number of pressures on profit margins which average only 4% in the United States (Half of NY hospitals lost money, made little in '06, 2008)
Increasing operating expenses, particularly bad debt and labor-related expenses are to blame. Due to the large number of uninsured on underinsured, bad debt levels have averaged around 10% in recent years (Moore, 2006)
3 trillion by 2017, nearly double the spending in 2007. This would represent nearly 20% of gross domestic product (Zhang, 2008)
The subscales include: (1) relationship; (2) personal growth; and (3) system maintenance with change. (Kotzer and Arellana, 2008) A two-point scoring of true or false is used and questions are designed so that they represent a 50/50 ratio of negative and positive aspects of the work setting
The economic costs of turnover of nurses are reported as being "4 to 5 times higher than what hospitals typically calculate." (Gess, Manojlovich, and Warner, 2008) In addition, the report states "
The Valley has problems with poverty, pollution, and unemployment as well, but without adequate healthcare facilities and a healthy supply of nurses, there will continue to be gaps in services to the population. Works Cited American Association of Colleges of Nursing. (2011)
13). What's worse, is that Barakzai projects that in 2020, the Valley will be short "…as many as 20,000 nurses" (Anderson, 2007)