Nursing & Midwifery Workload and Workforce Planning

1. Nursing & Midwifery Workload and Workforce Planning Interpreting and Applying Workload Data

2. Meaningful Data • In order for workload measurement to be meaningful we need to: • understand and assess the tools used; • manage the data to guide effective decision-making; • integrate financial data; and • understand the nurses role in collecting information.

3. Challenges • inconsistency in the data being reported • financial resource issues • human resource issues, e.g. lack of time to collect and document information • capability issues • IT issues

4. Opportunities • workload measurement needs to be implemented to give a voice to the practice of nursing • a vehicle to communicate what nursing care is about, particularly to groups with decision-making power • an opportunity to shape discussion about the nature and outcomes of nursing work • an opportunity to influence and effect change • SCNs, SCNs and TLs need to provide leadership in this area

5. Core Components of Workload Measurement • Activity-the work done, i.e. the throughput of the system • Capacity- all of the resources required to do the work, including staff and equipment • Demand- all demands for nursing care • Capability- the skills and competencies required to carry out the activity

6. Establishment Setting • having adequate staff to match workload has the potential for a positive effect both on the working lives of the staff, their performance and the quality of the patient care experience • lack of time to match the demands of clinical activity contributes to increased workplace stress and diminished job satisfaction • no set formula for ward nurse staffing levels (workload tools now available for most wards) • direct link between low nurse-high patient ratios with adverse patient outcomes • focus not simply on the numbers of staff required but the leadership, management, ward climate and skill mix of staff needed to match the clinical workload