Ontario: Linking Nursing Outcomes, Workload and Staffing Decisions in the Workplace: The Dashboard Project

Fram, Nancy; Morgan, Beverley

doi:10.12927/cjnl.2012.22801

Cited by 8 publications

(46 citation statements)

References 10 publications

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“…Dashboards provide a systematic way for healthcare leaders, managers and health care providers (nurses, physicians, health disciplines) to make rapid and more informed decisions as well as learn from past experiences and adjust plans accordingly 15 19. For example in nursing, dashboards have been used to provide information to guide staffing decisions for positive outcomes12 20 21; clinical activities12 19; evidence-based performance19 22; programme evaluation19 and nursing contributions to overall quality of care at organisation and unit levels 15…”

Section: Introductionmentioning

confidence: 99%

Insights from staff nurses and managers on unit-specific nursing performance dashboards: a qualitative study

Jeffs

Beswick

et al. 2014

BMJ Qual Saf

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Section: Introductionmentioning

confidence: 99%

Insights from staff nurses and managers on unit-specific nursing performance dashboards: a qualitative study

Jeffs

Beswick

et al. 2014

BMJ Qual Saf

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“…10−12 Busy clinical environments serve as a barrier to nurses using data to drive patient care and their ability to be fully engaged in QI projects. 11,12 Study results have the following implications for nurse leaders who are considering implementation of a dashboard to present performance data at their organization. Nurse leaders should be mindful of individual and organizational influences to help or hinder implementing dashboards in their local areas.…”

Section: Discussionmentioning

confidence: 99%

Enablers and Barriers to Implementing Unit-Specific Nursing Performance Dashboards

Jeffs

Lo²,

Beswick³

et al. 2014

Journal of Nursing Care Quality

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“…you can connect the dots and see where, and then you'll e-mail that ward sister direct and say is there any chance I can borrow a member of staff. However, evidence sources emphasised that WPTs are effective only if the data input is up to date: 167,173,174 It is inevitable that changes will be made to the active roster and essential that these changes are made in 'real time'. Real-time data maintenance of the IRS [integrated rostering system] facilitates Senior Nursing Managers to accurately identify actual staffing levels throughout the hospital.…”

Section: Data For In-the-moment Decision-makingmentioning

confidence: 99%

“…This can also enable trend analysis. 131,154 WPTs can also predict costs associated with their staffing decisions, 134,151,171,172,174,183 or they can be useful for the development of 'what-if' staffing scenarios, to determine potential financial and patient outcome feedback. 134 Therefore, computerised decision support systems can:…”

Section: Data For Forecasting Future Demandsmentioning

confidence: 99%

“…Several sources of evidence indicated the importance of the investment of time and resources to support nurse managers to successfully use WPTs, for effective and efficient staffing deployment decisions. 126,127,134,162,174,199 Examples that demonstrated this investment, and which may support NHS managers to develop the knowledge and skills required to use WPTs, are summarised in Box 3.…”

Section: Context and Mechanismmentioning

confidence: 99%

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NHS managers’ use of nursing workforce planning and deployment technologies: a realist synthesis

Burton

Rycroft-Malone

Williams

et al. 2018

Health Serv Deliv Res

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BackgroundPolicy and reviews of health-care safety and quality emphasise the role of NHS managers in ensuring safe, good-quality patient care through effective staffing. Guidance requires that NHS managers combine professional judgement with evidence-based workforce planning and deployment tools and technologies (WPTs). Evidence has focused on the effectiveness of WPTs, but little is known about supporting their implementation, or the impact of using WPTs across settings.ObjectivesThe review answered the following question: ‘NHS managers’ use of workforce planning and deployment technologies and their impacts on nursing staffing and patient care: what works, for whom, how and in what circumstances?’.DesignA realist synthesis was conducted. A programme theory was formulated and expressed as hypotheses in the form of context, mechanisms and outcomes; this considered how, through using WPTs, particular conditions produced responses to generate outcomes. There were four phases: (1) development of a theoretical territory to understand nurse workforce planning and deployment complexity, resulting in an initial programme theory; (2) retrieval, review and synthesis of evidence, guided by the programme theory; (3) testing and refinement of the programme theory for practical application; and (4) actionable recommendations to support NHS managers in the implementation of WPTs for safe staffing.ParticipantsNHS managers, patient and public representatives and policy experts informed the programme theory in phase 1, which was validated in interviews with 10 NHS managers. In phase 3, 11 NHS managers were interviewed to refine the programme theory.ResultsWorkforce planning and deployment tools and technologies can be characterised functionally by their ability to summarise and aggregate staffing information, communicate about staffing, allocate staff and facilitate compliance with standards and quality assurance. NHS managers need to combine local knowledge and professional judgement with data from WPTs for effective staffing decisions. WPTs are used in a complex workforce system in which proximal factors (e.g. the workforce satisfaction with staffing) can influence distal factors (e.g. organisational reputation and potential staff recruitment). The system comprises multiple organisational strategies (e.g. professional and financial), which may (or may not) align around effective staffing. The positive impact of WPTs can include ensuring that staff are allocated effectively, promoting the patient safety agenda within an organisation, learning through comparison about ‘what works’ in effective staffing and having greater influence in staffing work. WPTs appear to have a positive impact when they visibly integrate data on needs and resources and when there is technical and leadership support. A collaborative process appears to be best for developing and implementing WPTs, so that they are fit for purpose.LimitationsThe evidence, predominantly from acute care, often lacked detail on how managers applied professional judgement to WPTs for staffing decisions. The evidence lacked specificity about how managers develop skills on communicating staffing decisions to patients and the public.Conclusions and recommendationsThe synthesis produced initial explanations of the use and impact of WPTs for decision-making and what works to support NHS managers to use these effectively. It is suggested that future research should further evaluate the programme theory.Study registrationThis study is registered as PROSPERO CRD42016038132.FundingThe National Institute for Health Research Health Services and Delivery Research programme.

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Ontario: Linking Nursing Outcomes, Workload and Staffing Decisions in the Workplace: The Dashboard Project

Cited by 8 publications

References 10 publications

Insights from staff nurses and managers on unit-specific nursing performance dashboards: a qualitative study

Insights from staff nurses and managers on unit-specific nursing performance dashboards: a qualitative study

Enablers and Barriers to Implementing Unit-Specific Nursing Performance Dashboards

NHS managers’ use of nursing workforce planning and deployment technologies: a realist synthesis

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