Making the business case for nursing: Justifying investments in nurse staffing and high-quality practice environments

Research output: Contribution to journalArticle

Abstract

"Making the business case for nursing" is common shorthand these days for efforts to untangle the inputs and outputs of nursing education and service and provide the data necessary for making responsible decisions about resource allocation. Given the challenges facing American health care, nurse leaders must shape the future of nursing services within their facilities, communicate with nonnurse health care leaders and policymakers about alternatives for securing sufficient nurses and other nursing personnel to meet patient needs, and propose and implement the best strategies and models for ensuring optimal nursing care. They must articulate the consequences of making and not making certain investments as clearly as possible to multiple stakeholders.

Original languageEnglish (US)
Pages (from-to)34-38
Number of pages5
JournalNurse Leader
Volume5
Issue number4
DOIs
StatePublished - Aug 1 2007

Fingerprint

Nursing Services
Nursing
Nurses
Shorthand
Delivery of Health Care
Resource Allocation
Nursing Education
Nursing Care
Decision Making

ASJC Scopus subject areas

  • Leadership and Management

Cite this

Making the business case for nursing : Justifying investments in nurse staffing and high-quality practice environments. / Clarke, Sean.

In: Nurse Leader, Vol. 5, No. 4, 01.08.2007, p. 34-38.

Research output: Contribution to journalArticle

@article{2e465a7c52ef4e2f96d6b168de0237c8,
title = "Making the business case for nursing: Justifying investments in nurse staffing and high-quality practice environments",
abstract = "{"}Making the business case for nursing{"} is common shorthand these days for efforts to untangle the inputs and outputs of nursing education and service and provide the data necessary for making responsible decisions about resource allocation. Given the challenges facing American health care, nurse leaders must shape the future of nursing services within their facilities, communicate with nonnurse health care leaders and policymakers about alternatives for securing sufficient nurses and other nursing personnel to meet patient needs, and propose and implement the best strategies and models for ensuring optimal nursing care. They must articulate the consequences of making and not making certain investments as clearly as possible to multiple stakeholders.",
author = "Sean Clarke",
year = "2007",
month = "8",
day = "1",
doi = "10.1016/j.mnl.2007.05.002",
language = "English (US)",
volume = "5",
pages = "34--38",
journal = "Nurse Leader",
issn = "1541-4612",
publisher = "Academic Press Inc.",
number = "4",

}

TY - JOUR

T1 - Making the business case for nursing

T2 - Justifying investments in nurse staffing and high-quality practice environments

AU - Clarke, Sean

PY - 2007/8/1

Y1 - 2007/8/1

N2 - "Making the business case for nursing" is common shorthand these days for efforts to untangle the inputs and outputs of nursing education and service and provide the data necessary for making responsible decisions about resource allocation. Given the challenges facing American health care, nurse leaders must shape the future of nursing services within their facilities, communicate with nonnurse health care leaders and policymakers about alternatives for securing sufficient nurses and other nursing personnel to meet patient needs, and propose and implement the best strategies and models for ensuring optimal nursing care. They must articulate the consequences of making and not making certain investments as clearly as possible to multiple stakeholders.

AB - "Making the business case for nursing" is common shorthand these days for efforts to untangle the inputs and outputs of nursing education and service and provide the data necessary for making responsible decisions about resource allocation. Given the challenges facing American health care, nurse leaders must shape the future of nursing services within their facilities, communicate with nonnurse health care leaders and policymakers about alternatives for securing sufficient nurses and other nursing personnel to meet patient needs, and propose and implement the best strategies and models for ensuring optimal nursing care. They must articulate the consequences of making and not making certain investments as clearly as possible to multiple stakeholders.

UR - http://www.scopus.com/inward/record.url?scp=34547497786&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=34547497786&partnerID=8YFLogxK

U2 - 10.1016/j.mnl.2007.05.002

DO - 10.1016/j.mnl.2007.05.002

M3 - Article

VL - 5

SP - 34

EP - 38

JO - Nurse Leader

JF - Nurse Leader

SN - 1541-4612

IS - 4

ER -