EP10a
Staffing and Resources EP10
Provide one example, with supporting evidence, when a clinical nurse(s) collaborated with a Nurse Assistant Vice President (AVP)/Nurse Director to evaluate data to address a unit-level staffing need.
Example a: Clinical Nurses Collaborate with a Clinical Nurse Director to Meet a 1E Geripsych Staffing Need
Unit-level Problem Related to Staffing
In May 2022, Catholic Health Initiatives (CHI) St. Vincent Hot Springs (SVHS) coworkers on 1 East Geripsych (1E) completed a coworker engagement survey, which included feedback from clinical nurses. This survey enabled coworkers, including clinical nurses, to express their perceptions related to engagement.
Once the scores are released to the facility, the coworkers, including clinical nurses, are involved in creating action plans to address the areas of opportunity. One opportunity was identified through the question, “I get the tools and resources I need to provide the best care/services for our patients/clients.” SVHS’s total score was 3.64, with the national average being 3.83. (Evidence EP10a-1, Employee Engagement Data)
Evaluation of Data and Collaboration between the Nurse AVP/Director and Clinical Nurses
In June 2022, Kaitlyn Atkins, MSN, RN, CPN, Clinical Director of Nursing, met with the 1E team during their Unit-Based Council (UBC) meeting to review and evaluate the employee engagement data scores. Atkins sought feedback from clinical nurses for the question, “I get the tools and resources I need to provide the best care/services for our patients/clients,” to identify barriers and find solutions.
The clinical nurses believed the resources in the question were related to the number of available people in staffing to provide direct patient care. Atkins discussed the use of the staffing grid to determine the number of resources based on the current census. Through discussion and evaluation of the team’s use of the staffing grid, the team identified a barrier related to the skill mix of team members.
The team identified a resource gap when a mental health technician (MHT) was scheduled to work with or in place of a patient care technician (PCT). MHTs are unable to complete vital signs, activities of daily living, or documentation.
MHTs served as one-on-one sitters for patients, patients not in the line of sight from a nursing workstation, or those who needed frequent de-escalation. PCTs were trained to complete all duties assigned to the MHTs. The team expressed the value of having PCTs working in collaboration with clinical nurses. (Evidence EP10a-2, UBC Minutes and Roster) (Evidence EP10a-3, FY22 Staffing Grid)
Based on the UBC’s clinical nurse feedback, Atkins collaborated with the team during this meeting to develop an immediate solution to address the staffing grid. The solution discussed was as three MHT positions became open due to turnover, the MHT position was replaced with a PCT. In addition, MHTs on the unit who wanted to become PCTs completed the non-certified PCT training class offered at CHI SVHS. The cost of the class was covered by CHI SVHS, and the employees were paid their hourly wage while attending the class.
Unit-level Staffing Need Addressed
By January 2023, two MHT had converted to PCT and through attrition the other MHT role was vacated and replaced with a PCT. The 1E staffing grid was updated to include registered nurses and PCT that complete direct care for the unit’s patients. Clinical nurses’ collaboration with Nurse Director Atkins to evaluate data resulted in 1E meeting its unit-level staffing need. (Evidence EP10a-4, FY23 Staffing Grid)