Hope Floats An Orthopaedic Tip Sheet for Float Pool Nurses

Roach, Janey A.; Tremblay, Lisa; Carter, Jessica

doi:10.1097/nor.0b013e318219aebc

Cited by 4 publications

(12 citation statements)

References 2 publications

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“…However, the benefit of this tool can be offset by inefficiencies such as time wastage when staff move between different units [44], and it may be unfeasible if the involved units have similar demand patterns [58]. Furthermore, cross-training is associated with costs such as training or orientation programs, pool staff support, and wage incentives [22,31,34]. However, in many cases, implementing appropriate orientation programs and pool staff support may be difficult due to resource shortages [34].…”

Section: Moving Staff Between Unitsmentioning

confidence: 99%

“…Furthermore, cross-training is associated with costs such as training or orientation programs, pool staff support, and wage incentives [22,31,34]. However, in many cases, implementing appropriate orientation programs and pool staff support may be difficult due to resource shortages [34]. Nonetheless, cross-training and other types of flexibility for work assignment present a trade-off rather than an improvement to healthcare capacity management.…”

Section: Moving Staff Between Unitsmentioning

confidence: 99%

“…The increasing cost of temporary agency staff is not a uniquely Swedish phenomenon. For example, in the United States (US), the cost of temporary agency staff has increased to such an extent that it created financial problems in the sector [25,32,34]. Approximately 75% of US hospitals use staffing agencies as a short-term strategy to resolve staff shortages and to create flexibility in staffing planning [30].…”

Section: Using External Staffing Poolsmentioning

confidence: 99%

“…A measure to reduce the cost of external agency staff is to replace agency staff with less costly internal staffing agencies that provide cross-trained staff to maintain the flexibility that such capacity pools create in staff scheduling [25,[30][31][32][33][34]. For example, Region Västra Götaland in Sweden has established a region-wide internal staffing pool to reduce the need to hire costly temporary agency staff.…”

Section: Using External Staffing Poolsmentioning

confidence: 99%

“…However, the use of external pools in healthcare has turned out to be a costly solution. Agency staff can be replaced with less costly internal staffing agencies to reduce the cost of temporary agency staff and to maintain the flexibility of such capacity pools in staff scheduling [25,[30][31][32][33][34].…”

Section: Introductionmentioning

confidence: 99%

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Creating Short-Term Volume Flexibility in Healthcare Capacity Management

Fagefors

Lantz

Rosén

2020

IJERPH

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It is well-known that unpredictable variations in supply and demand of capacity in healthcare systems create the need for flexibility. The main tools used to create short-term volume flexibility in the healthcare system include overtime, temporary staff from internal calling lists, moving staff across units, internal staffing pools, external staffing agencies, queuing patients, and purchasing care from external providers. We study the creation of short-term volume flexibility in healthcare systems to manage short-term capacity losses and demand fluctuations. A questionnaire was developed and distributed among healthcare managers in the Region Västra Götaland healthcare system. Respondents were asked to what extent they used each tool to create short-term flexibility in capacity. Data were analyzed using multiple regression analysis. Several significant tendencies were found, including that acute units use overtime and internal staffing pools to a larger extent, and queuing patients and external providers to a lesser extent than planned units. The prerequisites and required managerial approaches used to efficiently manage aggregate capacity in the system differ substantially between different parts of the system. These differences must be addressed when, for example, capacity pools are considered. These results serve as a stepping stone towards a more thorough understanding of efficient capacity management in healthcare systems.

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Section: Moving Staff Between Unitsmentioning

confidence: 99%

Section: Moving Staff Between Unitsmentioning

confidence: 99%

Section: Using External Staffing Poolsmentioning

confidence: 99%

Section: Using External Staffing Poolsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Creating Short-Term Volume Flexibility in Healthcare Capacity Management

Fagefors

Lantz

Rosén

2020

IJERPH

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Staff pooling in healthcare systems – results from a mixed-methods study

et al. 2022

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This study examines how staff pooling can be used to create a higher service level at a predetermined total capacity in the healthcare sector. We develop new empirical knowledge through a systematic empirical study, using a mixed-methods approach, with a preliminary interview study followed by a principal quantitative survey study, with data from a multihospital system. The purpose was to explore practical barriers for a staff pooling strategy in healthcare systems. Three barriers were identified:recruitment difficulties, community view, and specialisation. Significant differences in perceived height among these barriers were found. The results from this study have important managerial implications for healthcare systems when implementing a staff pooling approach. This study contributes to the existing literature since, to the best of our knowledge, no previous research has been done where barriers to staff pools are systematically identified using a holistic approach that includes all healthcare professions in a multihospital system.

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