At NewYork-Presbyterian Hospital, Mary Anne Gallagher, DNP, RN, Ped-BC, is Director of Nursing, Center for Professional Nursing Practice, and Natalia Chraplyvy, MBA, RN, is Process Improvement Lead, Financial Planning Department. Acknowledgments: The authors acknowledge Rosanne Raso, DNP, RN, NEA-BC, FAAN, FAONL, Chief Nursing Officer, NewYork-Presbyterian/Weill Cornell for her leadership, advocacy, and commitment to patient safety and quality; and the WOC nurse team at NewYork-Presbyterian/Weill Cornell for their passion for everything skin, their active participation in this process, and their commitment to quality outcomes. The authors have disclosed no financial relationships related to this article. Submitted to Nursing Management April 7, 2022; accepted in revised form June 10, 2022. This article is jointly published in Nursing Management as Gallagher MA, Chraplyvy N. Building a business case for hiring wound, ostomy and continence nurses. Nurs Manage 2022;53(9).
Adv Skin Wound Care. 2022 Sep 1;35(9):493-498. doi: 10.1097/01.ASW.0000855028.36575.dc.
To describe how one organization built a business case for a wound, ostomy, and continence (WOC) nurse team expansion.
The organization is part of a multihospital system; it is an 862-bed, urban, academic medical center with a gastrointestinal surgery program.
The director of nursing and the WOC nurse staff worked collaboratively to build a staffing proposal. Finding a lack of published staffing guidelines for WOC nurses, researchers assessed workload and volume growth, benchmarked internal and external staffing, and conducted a market comparison. The proposal demonstrated impact on care outcomes related to a reduction in WOC nurses.
Based on the case presented, the Off Budget Investment Team committee was satisfied that additional WOC nurse resources would bring both quality and financial value to the organization by reducing hospital-acquired pressure injury (HAPI) incidence and increasing ostomy consults. Approval of additional full-time equivalents was contingent upon a commitment to reduce year-over-year HAPI incidence and to assess the additional costs of treating a HAPI, specific to this organization.
Wound ostomy continence nurses bring value to clinical outcomes that impact patient experience, direct and indirect expenses, rankings, reputation, liability, and pay for performance.
描述一个组织如何为伤口、造口和肠造口护理（WOC）护士团队的扩充建立商业案例。
该组织是一家多医院系统的一部分；它是一家拥有 862 张床位的城市型学术医疗中心，拥有胃肠外科项目。
护理主任和 WOC 护士人员共同努力制定人员配备提案。由于缺乏 WOC 护士人员配备的既定指南，研究人员评估了工作量和容量增长，对内部和外部人员配备进行了基准测试，并进行了市场比较。该提案表明，WOC 护士资源的增加将通过降低医院获得性压力性损伤（HAPI）的发生率和增加造口咨询来对护理结果产生影响。
根据提出的案例，预算外投资团队委员会认为，额外的 WOC 护士资源将通过降低医院获得性压力性损伤（HAPI）的发生率和增加造口咨询来为组织带来质量和财务价值。额外的全职等效职位的批准取决于对降低年度 HAPI 发生率的承诺，并评估针对该组织的 HAPI 治疗的额外成本。
伤口造口肠造口护理护士为影响患者体验、直接和间接费用、排名、声誉、责任和绩效薪酬的临床结果带来价值。
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