Research, development, and evaluation of the practical effect of a storage inflow and outflow management system for consumables in the endocrinology department of a hospital

Background This study was designed for the research and development (R&D) and application of a storage inflow and outflow management system enabling departments to perform efficient, scientific, and information-based consumable management. Methods In the endocrinology department of a hospital, expert and R&D teams in consumable management were set up, and an information-based storage inflow and outflow management system for consumables was designed and developed. The system was operated on a personal computer and was divided into three modules: public consumables, bed consumables, and quality control management. The functions of the system included storage inflow and outflow, early warnings, response to user queries, and statistics on consumables. Data were derived from the hospital information system (HIS,ZHIY SOFTWARE HIS VERSION4.0) and a questionnaire survey. Economic indicators, work efficiency of consumable management, nurse burnout, consumable stockroom management, and staff satisfaction were compared under manual management, Excel-based management, and the consumable storage inflow and outflow management system. The results of the questionnaire were analysed using the R software, version 4.1.0. Results Dates were obtained from manual management, Excel-based management and the consumable storage inflow and outflow management system. Under these three methods, the daily prices of department consumables per bed were 53.43 ± 10.27 yuan, 38.65 ± 8.56 yuan, and 31.98 ± 7.36 yuan, respectively, indicating that the new management system reduced costs for the department. The time spent daily on consumable management was shortened from 119.5 (106.75, 123.5) min to 56.5 (48.5, 60.75) to 20 (17.25, 24.25) min. Nurses’ emotional fatigue and job indifference scores, respectively, decreased from 22.90 ± 1.65 and 8.75 ± 1.25 under manual management to 19.70 ± 1.72 and 6.90 ± 1.37 under Excel-based management and to 17.20 ± 2.04 and 6.00 ± 1.30 under the novel system; the satisfaction of the warehouse keeper and collection staff, respectively, increased from 76.62% and 80.78% to 91.6% and 90.5% to 98.8% and 98.5% under the three successive systems. Conclusions The storage inflow and outflow management system achieved produced good results in the storage and classification of consumables.

Creating a small baby program: a single center’s experience

Creation of a small baby program requires special resources and multidisciplinary engagement. Such a program has the potential to improve patient care, parent and staff satisfaction, collaboration and communication. We have described benefits, challenges, and practical approaches to creating and maintaining a small baby program that could be a model for the development of special programs for other sub-populations within in the NICU.

Fitness Facility Staff Can Be Trained to Deliver a Motivational Interviewing-Informed Diabetes Prevention Program

Background: Training programs must be evaluated to understand whether the training was successful at enabling staff to implement a program with fidelity. This is especially important when the training has been translated to a new context. The aim of this community case study was to evaluate the effectiveness of the in-person Small Steps for Big Changes training for fitness facility staff using the 4-level Kirkpatrick training evaluation model.Methods: Eight staff were trained to deliver the motivational interviewing-informed Small Steps for Big Changes program for individuals at risk of developing type 2 diabetes. Between August 2019 and March 2020, 32 clients enrolled in the program and were allocated to one of the eight staff. The Kirkpatrick 4-level training evaluation model was used to guide this research. Level one assessed staff satisfaction to the training on a 5-point scale. Level two assessed staff program knowledge and motivational interviewing knowledge/skills. Level three assessed staff behaviors by examining their use of motivational interviewing with each client. Level four assessed training outcomes using clients' perceived satisfaction with their staff and basic psychological needs support both on 7-point scales.Results: Staff were satisfied with the training (M = 4.43; SD = 0.45; range = 3.86–4.71). All learning measures demonstrated high post-training scores that were retained at implementation follow-up. Staff used motivational interviewing skills in practice and delivered the program at a client-centered level (≥6; M = 6.34; SD = 0.83; range = 3.75–7.80). Overall, clients perceived staff supported their basic psychological needs (M = 6.55; SD = 0.64; range = 6.17–6.72) and reported high staff satisfaction scores (M = 6.88; SD = 0.33; range = 6–7).Conclusion: The Small Steps for Big Changes training was successful and fitness facility staff delivered a motivational interviewing-informed program. While not all staff operated at a client-centered level, clients perceived their basic psychological needs to be supported. Findings support the training for future scale-up sites. Community fitness staff represent a feasible resource through which to run evidence-based counseling programs.

Evaluation of a Paper-Based Checklist versus an Electronic Handover Tool Based on the Situation Background Assessment Recommendation (SBAR) Concept in Patients after Surgery for Congenital Heart Disease

(1) Background: we compare a new SBAR based electronic handover tool versus a paper-based checklist for handover in a pediatric intensive care unit (PICU). (2) Methods: this is a randomized, observational study of 40 electronic vs. 40 paper checklist handovers after pediatric cardiac surgery, with a 48 items checklist for comparison of reporting frequencies and notification of disturbances and noise. PICU staff satisfaction was evaluated by a 12-item questionnaire. (3) Results: in 14 out of 40 cases, there were problems with data processing (incomplete or no data processing). Some item groups (e.g., hemodynamics) were consistently reported at higher frequencies than other groups. Items not specifically asked for did not get reported. Some items, automatically processed in the SBAR handover page, did not get reported. Many handovers suffered a noisy and distracting atmosphere. There was no difference in staff satisfaction between the two handover approaches. Nurses were highly unsatisfied with the general approach by which the handover was performed. (4) Conclusions: human error appears to be a main factor for unreliable data processing. Software is still too complicated, and multitasking is a stressful and error prone event. Handover is a complex task with many factors required for a successful completion.

Funding in the budgetary institution as a factor of staff satisfaction

The article considers the peculiarities of labor financing in a budgetary institution through the lens of staff satisfaction with working conditions, which is one of the priority goals of the organization’s personnel policy. The article presents a methodology for assessing staff satisfaction with work in a budget institution, which allows you to identify «problem zones» and improve working conditions. The authors tested the proposed technique. The proposed methodology is based on a comprehensive approach, which takes into account working conditions, financing, labor content and interaction of employees within the structural unit. As a result of the development of the methodology, a model of interaction of the department with other structural divisions of the educational organization was proposed.The purpose of the model is to identify relationships between business units to optimize and balance the interests of all participants. The interaction of structural divisions is carried out with the aim of organizing the educational process and research activities, exchanging experience, building interdisciplinary ties, and implementing comprehensive scientific research. The organization of interaction between faculties allows you to integrate the research base an

Staff participation in design with multiple tools: Impact on design and POE results

Objective: This is a concluding part of an action research study to evaluate the impact on healthcare staff participation in the design of a new intensive care unit (ICU). Staff participated with multiple tools in the design; during the predesign phase utilizing co-design and virtual mock-ups, and also participating in the predesign evaluation (PDE) and postoccupancy evaluation (POE). Both the ICU design and evaluations were based on the principles of evidence-based design studies. Method: Staff satisfaction was evaluated with an online survey comprising 116 statements on 13 different topics used both in PDE and POE. There was space for open-ended comments after each topic. Results: There was a statistically significant difference (<.001) between PDE and POE results. There were considerable improvements in privacy, accessibility, safety and security, and acoustics. It was assumed that participation in the predesign phase would positively influence POE results, but there were no statistical differences in any topics. However, as a result of collaborative predesign phase, the staff was satisfied with these jointly designed patient rooms. Open-ended questions revealed the importance to continue functional and technical support for staff after commissioning and ensure that technical solutions are practical and well-functioning. Conclusion: The use of PDE and POE assists to set predetermined criteria and evaluate the success of design. Healthcare providers should see POE as a valuable part of design and commissioning process. Additionally, the use of POE should be made more effortless and the results more easily accessible to promote increased interest and usage.

Evaluation of Staff Satisfaction After Implementation of a Routine Work Checklist in An Oral Outpatient Department and Its Effect On Work Efficiency

Background: To evaluate the feasibility, effectiveness and sustainability of using a checklist in the routine work of a stomatological outpatient department and investigate the satisfaction of the nursing staff with the checklist.Methods: The study was divided into two stages: design and manufacture the checklist and apply the checklist. After the expert group performed stage one, an analysis of work efficiency and work omissions and a survey of staff satisfaction were carried out. The results of the groups either using the checklist (n = 30) or not (n = 30) were analysed and compared.Results: The average time of the checklist group was 15.20±1.70 min, and the average time of the nonchecklist group was 25.30±2.70 min, P < 0.001. The working efficiency of the checklist group was significantly higher than that of the nonchecklist group. The omission rate was 0% in the checklist group and 16.67% in the nonchecklist group. Staff satisfaction with the use of the checklist was high.Conclusion: The checklist can make routine work more efficient and convenient in a stomatological outpatient department. It is recommended for use in stomatological outpatient departments or hospitals.

Implementing AACN’s Healthy Work Environment Framework in an Intensive Care Unit

Background Bedside nurse turnover in the United States is 15.9%, representing a national challenge that has been attributed to poor work environments. Healthy work environments are associated with improved nurse satisfaction and retention as well as positive patient outcomes; unhealthy work environments have the opposite effects. Objectives To implement the American Association of Critical-Care Nurses (AACN) healthy work environment (HWE) framework in an intensive care unit and to evaluate staff satisfaction, turnover, and tenure 2 years later. Methods A pre-post study design was used to evaluate implementation of the HWE framework in an intensive care unit in a large academic medical facility. Interventions for each of the 6 HWE standards were performed. The AACN HWE assessment survey was used to measure skilled communication, true collaboration, effective decision-making, appropriate staffing, meaningful recognition, and authentic leadership in 2017 and in 2019. Results Nurse cohorts (n = 165 in 2017; n = 176 in 2019) had a mean age of 31 (median, 27; range, 23-63) years, were predominantly female (76%), and had a mean of 5 (median, 3) years of intensive care unit nursing experience. Statistically significant improvements were found in all standards except the skilled communication and overall measures. Registered nurse turnover remained stable and tenure increased by 79 days in this 2-year period. Conclusions Findings from this study suggest that interventions addressing the HWE standards are associated with improved staff satisfaction, turnover, and average tenure, further demonstrating the value of the HWE framework in improving retention.

SATISFACTION OF HEALTH STAFF AT HEALTH FACILITIES IN VIETNAM SYSTEM OVERVIEW STUDY, PERIOD 2010-2020

Background: A famous hospital manager Joe Jansante said that "It is impossible to have patient’s satisfaction without medical staff’s satisfaction", satisfaction with the work of health workers will ensure that adequate human resources are maintained and improved quality of health services at health facilities. Objective: A systematic review to review research findings on the the satisfaction level and relevant factors, analysis of strengths, weaknesses and deficiencies that need to be supplemented by further studies. Methods: Systematic review. Results: Searched and analyzed 25 national studies related to medical staff’s satisfaction. The results show that studies were carried out on many different subjects and locations with different levels of satisfaction.Conclusion: The satisfaction level of patients is quite high (satisfaction rate is over 50%, average score is over 3.0). Factors with high satisfaction rates include: Relationship with leaders, colleagues (61,3%-88,6%); Opportunities for learning and advancement (55.56%-2.5%) and job position (81.8%-93.3%) . Factors with not high satisfaction rates include: Salary (16.7%-31.11%); Non-salary (25.1%-42.3%); Management mechanism (20.3%); Facilities (23.7% -50.4%) and records (26.8%-40%). Relevant factors: Medical staff satisfaction is not/very little related to demographic factors such as: Age, gender, region of residence. Factors related to the medical staff satisfaction level include: social relationships and mechanisms for management and operation of the unit.