Presentation on theme: "Nursing & Midwifery Workload and Workforce Planning"— Presentation transcript:
1Nursing & Midwifery Workload and Workforce Planning Approaches to Workload Measurement
2Workload Measurement a complex area of professional activity time and effort invested in developing and refining methods of estimating the ‘right’ number of nursesmethods will calculate number of nursing hours required expressed as whole time equivalent (WTE)no single ‘right’ way - need to use more than one methodworkload tools valuable aid to decision making about staffing
3Determining what data to collect managers at different levels require data at different levels of detailat ward level require detailed data to inform staff deployment, e.g. number of nurses required to cover the workload by W.T.E. and skill mixNHS organisations require aggregate data to compare:nursing workload across specialtiesin the same specialties between hospitalsfor the same case mix type between hospitalscommunity workload in different localities
4Uses for Workload Data historical workload data can be used for: short-term planning, e.g. rosteringlong-term planning, e.g. establishment setting and skill mixretrospective analysis and audit purposespractical and operational decisions about patient care, e.g:how many staff do I need?what skills are needed to provide effective nursing care?what staff should be doing what?how do I ensure workload is equitably distributed?
5Nursing Activitydirect workload - that which is directly associated with a specific patient;indirect workload - where it may be patient related but either not specifically to a named patient, or not directly involving the patient; andassociated work - where workload is not patient related at all.
6Consider the following: Nurses spend 31-44% of their time in direct patient care activitiesNurses experience an average 8.4 interruptions to or failure of work system per 8 hour shiftmedications, orders, supplies, staffing, equipmentNurses spend 42 minutes of each shift resolving operational failures ( Tucker and Spear 2006)Think about your own, or someone else’s area of practice and the activities identified in learning activities 2 and 3: (You may also want to consider any Releasing Time to Care information you have)What activities are carried out that do not add value to patient care?Consider ways to shift the balance of work so that more time is spent on direct patient care, without employing more staffThink about staff you have and how you might deploy them in a different or better way
7Workload Measurement Systems ‘Top-down’ approachesnorms and formulaeusing expert opinion‘Bottom-up’ approachesprofessional judgement (Telford) approachnurses per occupied beddependency-activity-quality (Acuity-quality)timed-task/activity approachesregression-based systemspopulation benchmarking database
8Workload Measurement Approach used in NHSScotland The NHSScotland triangulated approach means that you have three sets of indicators on which to base your judgements.These are obtained form three sources:outcome of two workload measurement tools (professional judgement and specific for your area – e.g. adult acute)present funded establishment data (agreed staffing establishment and skill mix, available from your line manager)clinical quality indicator evidence – SCN review
9Workload Measurement Approach used in NHSScotland Specific toolProfessional judgementFunded and actual establishmentLocal contextQualityLocal context includes:integrated workforce planningskills basespeciality mixmodel of care