Value-added care: a paradigm shift in patient care delivery.

Nurs Econ

UCLA School of Nursing, Nursing Administration Graduate Program, Los Angeles, CA, USA.

Published: January 2009

AI Article Synopsis

  • Rising health care costs are forcing hospitals to constantly adapt, impacting nursing practices significantly over the past two decades with changes in nurse/patient ratios and team structures.
  • A new approach is needed to evaluate nursing productivity, focusing on value-added care that includes teamwork and patient-centered practices rather than just direct care activities.
  • This pilot study aims to assess how much time registered nurses (RNs) devote to value-added care and whether increasing the number of RNs alongside unlicensed assistive personnel enhances this time compared to necessary tasks and inefficiencies.

Article Abstract

Spiraling costs in health care have placed hospitals in a constant state of transition. As a result, nursing practice is now influenced by numerous factors and has remained in a continuous state of flux. Multiple changes within the last 2 decades in nurse/patient ratio and blend of front-line nurses are examples of this transition. To reframe the nursing practice into an economic equation that captures the cost, quality, and service, a paradigm shift in thinking is needed in order to assess work redesign. Nursing productivity must be evaluated in terms of value-added care, a vision that goes beyond direct care activities and includes team collaboration, physician rounding, increased RN-to-aide communication, and patient centeredness; all of which are crucial to the nurse's role and the patient's well-being. The science of appropriating staffing depends on assessment and implementation of systematic changes best illustrated through a "systems theory" framework. A throughput transformation is required to create process changes with input elements (number of front-line nurses) in order to increase time spent in value-added care and to decrease waste activities with an improvement in efficiency, quality, and service. The purpose of this pilot study was two-fold: (a) to gain an understanding of how much time RNs spent in value-added care, and (b) whether increasing the combined level of RNs and unlicensed assistive personnel increased the amount of time spent in value-added care compared to time spent in necessary tasks and waste.

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