Hines Patricia A, Yu Kevin M
The Camden Group, El Segundo, CA, USA.
Nurs Econ. 2009 Jan-Feb;27(1):7-13; quiz 14.
Operational excellence, care quality, and financial performance are increasingly linked as key drivers of hospital performance. This environment may be seen as a challenge, but it is also an excellent opportunity for nursing services to further demonstrate their value in patient care outcomes and support financial performance. Nursing contributions toward reduced complications, reductions in length of stay, and lower costs per case should be measured, rewarded, and made transparent to the public. Staff nurses should not view quality as simply another task on which to focus their attention, but rather a continuous process that requires critical thinking about how care is delivered and its effect on the entire care progression of a patient. Nursing management must focus on continually educating their staff on appropriate care, as well as developing and supporting a culture of safety and accountability. Nursing leadership must improve nurse retention and recruiting efforts, encourage interdisciplinary collaboration and, most importantly, demonstrate to the rest of the organization the value nursing brings to the organization through consistently tracking quality and financial indicators and tying them to nursing initiatives.
卓越运营、护理质量和财务绩效日益成为医院绩效的关键驱动因素，相互关联。这种环境可被视为一种挑战，但对护理服务而言，也是一个绝佳机会，可进一步证明其在患者护理结果及支持财务绩效方面的价值。护理工作在减少并发症、缩短住院时间以及降低单病例成本方面所做的贡献，应予以衡量、奖励并向公众公开。注册护士不应将质量仅仅视为另一个需关注的任务，而应看作是一个持续的过程，这需要对护理的提供方式及其对患者整个护理进程的影响进行批判性思考。护理管理层必须专注于持续对员工进行适当护理方面的教育，同时培养并支持一种安全和问责的文化。护理领导层必须改善护士留用和招聘工作，鼓励跨学科协作，最重要的是，通过持续跟踪质量和财务指标并将其与护理举措挂钩，向组织的其他部门展示护理为组织带来的价值。
