|
||||||||||||||||
|
||||||||||||||||
The following HTML text is provided to enhance online readability. Many aspects of typography translate only awkwardly to HTML. Please use the page image as the authoritative form to ensure accuracy. increased patient satisfaction, 319 potential financial advantages, 319–322 Benefits of RN surveillance, 92–93 Blame going beyond, 293 Boards of directors, recommendations for, 8, 14 Boston Globe, 302 Bronson Methodist Hospital, 253 Budgetary expenditures, recommendations regarding, 11–12 “Buffer stock” concept, 263 Bureau of Labor Statistics, 74 Burns, James, 109–111 C California HealthCare Foundation, 197 California hospital nurse-to-patient ratios, means, medians, and quartiles, 178 California Nurses Association, 386 California Nursing Home Search (Calnhs), 197 California Nursing Outcomes Coalition (CalNOC), 81, 171 California Office of Statewide Health Planning and Development (OSHPD), 174, 176, 178 Calnhs. See California Nursing Home Search CalNOC. See California Nursing Outcomes Coalition Campbell Collaboration, 113 Cardiac Comprehensive Critical Care Unit, 269 Care delivered, versus care needed, 186 Care delivery changes in approaches to, 79–80 decision support at the point of, 209–212 Carnegie Mellon University, 151 Case mix index (CMI), 38 CDC. See U.S. Centers for Disease Control and Prevention CDSSs. See Clinical decision support systems Center for Health Design, 255 Center for Health Management Research (CHMR), 154–155 Center for Health Services Research, 151 Center for Shared Learning. See U.S. Centers for Disease Control and Prevention Center of Outcomes Research and Clinical Effectiveness, 305 Centers for Medicare and Medicaid Services (CMS), 167, 170, 194, 197–199, 245 Certified nursing aides (CNAs), 68, 96, 168 Challenger space shuttle explosion, 231, 367, 387, 414 Change management factors, 118–121 mechanisms for feedback, measurement, and redesign, 120 ongoing communication, 118–119 poor, 139–142 sustained attention, 120–121 training, 119–120 Change Program, 119 Changes in approaches to care delivery, 79–80 in deployment of nursing personnel, 41–42 in hospital admission practices, 187–188 in hospital workload, 80–82 Changes in nursing leadership concerns about, 132–136 potential loss of a common voice for nursing, 133–135 weakening of clinical leadership, 135–136 Chicago Tribune, 46 Chief nurse executives (CNEs), 123–124, 133, 147–150 Chief nurse officers (CNOs), 132–135 CHMR. See Center for Health Management Research CINAHL. See Cumulative Index to Nursing and Allied Health Literature Circadian rhythms, 228, 236, 385, 387, 397 Clarian Health Partners, 267–269 Clinical decision support systems (CDSSs), computer-supported, 210–211 Clinical nursing leadership reduction at multiple levels, 4 weakening of, 135–136 Clinical pathways, decision support at the point of care delivery, 209–210 Clinical perfection, nursing cultures fostering unrealistic expectations of, 299–300
|
|
|||||||||||||||
