ISO/DIS 22956

DRAFT INTERNATIONAL STANDARD
ISO/DIS 22956
ISO/TC 304 Secretariat: ANSI
Voting begins on: Voting terminates on:
2019-11-13 2020-02-05
Healthcare organization managemen — Guidelines for
patient centered staffing
ICS: 11.020.01
THIS DOCUMENT IS A DRAFT CIRCULATED
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THEREFORE SUBJECT TO CHANGE AND MAY
NOT BE REFERRED TO AS AN INTERNATIONAL
STANDARD UNTIL PUBLISHED AS SUCH.
IN ADDITION TO THEIR EVALUATION AS
BEING ACCEPTABLE FOR INDUSTRIAL,
This document is circulated as received from the committee secretariat.
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Reference number
NATIONAL REGULATIONS.
ISO/DIS 22956:2019(E)
RECIPIENTS OF THIS DRAFT ARE INVITED
TO SUBMIT, WITH THEIR COMMENTS,
NOTIFICATION OF ANY RELEVANT PATENT
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PROVIDE SUPPORTING DOCUMENTATION. ISO 2019
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ISO/DIS 22956:2019(E)
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Foreword ........................................................................................................................................................................................................................................iv

Introduction ..................................................................................................................................................................................................................................v

1 Scope ................................................................................................................................................................................................................................. 1

2 Normative references ...................................................................................................................................................................................... 1

3 Terms and definitions ..................................................................................................................................................................................... 1

4 Determining the scope of the healthcare organization ................................................................................................ 2

4.1 General ........................................................................................................................................................................................................... 2

4.2 Interested Parties ................................................................................................................................................................................. 2

4.3 Documented information throughout the organization...................................................................................... 2

5 Leadership .................................................................................................................................................................................................................. 3

5.1 General ........................................................................................................................................................................................................... 3

5.2 Patient-focus ............................................................................................................................................................................................. 4

5.3 Traceability ................................................................................................................................................................................................ 4

6 Risks, opportunities, expectations and perceptions ....................................................................................................... 4

6.1 Addressing risks and opportunities ..................................................................................................................................... 4

6.2 Risk Assessment ............................................................................................................................................................................ 5

6.3 Gaps between expectations and perceptions - patients and staff ............................................................... 5

7 Resources ..................................................................................................................................................................................................................... 6

7.1 Environment for the operation of processes ................................................................................................................ 6

7.2 Competence and key skills ............................................................................................................................................................ 6

7.3 Organizational qualities and values ...................................................................................................................................... 6

7.4 Communication ...................................................................................................................................................................................... 7

8 Analysis and evaluation ................................................................................................................................................................................ 7

Annex A (informative) ........................................................................................................................................................................................................ 8

Bibliography ................................................................................................................................................................................................................................ 9

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This document was prepared by Technical Committee ISO/TC 304, Healthcare organization management.

Any feedback or questions on this document should be directed to the user’s national standards body. A

Healthcare personnel work in highly complex environments characterized by multiple competing

challenges, including interdependent processes, a growing population of older, more acutely ill

hospitalized patients, the need to stay current with rapid advances in medical knowledge and

technology, and a multigenerational and multi-cultural workforce. The ever-changing demands of the

Healthcare personnel work across all sectors and settings and are integral to the delivery of a range

of health services. They monitor and respond to changes in patients’ health status, develop care plans,

deliver interventions and educate patients about self-care. As key players on the front lines of healthcare

delivery, we play a critical role in providing care, coordinating care, preventing adverse events, and

Adopting a healthcare guideline for Patient-Centered Staffing is a strategic decision for healthcare

organizations; it can assist health services in improving overall performance. This guideline provides

a robust set of considerations which should support sustainable development initiatives within a

managed framework. Patient-Centered Staffing has emerged as a globally important area within health

Patient satisfaction is an important underpinning concept associated with the implementation of

this Patient-Centered Staffing Guideline. Organizations should monitor patients’ perceptions and

views about their experiences, and whether their needs and expectations have been met; and should

determine the methods for obtaining, monitoring and reviewing this information including:

Healthcare organizations are encouraged to cooperate with interested parties (see Section 4.2) in the

development, deployment and execution of patient-centred staffing guidelines. Interested parties may

have valuable inputs and feedback to improve the effectiveness of the guidelines, and a cooperative

relationship can improve satisfactions among interested parties. Likewise, healthcare organizations

are encouraged to share with interested parties relevant information regarding the patient-centred

staffing guidelines, including e.g., the processes and procedures that are important to those parties.

This guideline is based on healthcare management principles described in organization management/

leadership healthcare literature and incorporates knowledge about effective quality management.

e) improving patient care, and facilitating opportunities to enhance patient satisfaction

g) meeting the range of applicable: statutory, regulatory and guideline requirements

Patient-Centered Staffing considers the requirements to match healthcare services personnel expertise

with the needs of the patient. This expertise should include a full range of professional experience

required to deliver holistic care, and the needs of the patient. Those needs are recognized as: age,

family, home environment and personal circumstances, culture, kind of illness, acute or chronic, etc.

Broadly speaking, the principles for Patient-Centered Staffing are based on the following:

f) management of continuity in healthcare: in (hospitalized) and out-patient (ambulatory)

a) providing methods for reviewing and allocating resources for effective staffing

d) managing patent flow and matching service provision with any wider service requirements

Understanding the influences that contribute to or detract from an optimal work environment for

healthcare professionals is essential for the health systems seeking to better manage patient needs,

reduce harm and improve value across the care continuum. This can be achieved through in-depth

analysis of the relationships between the structure, process and outcomes measures that directly

Healthcare personnel structure, process and outcome indicators are those elements of patient care

that are directly affected by their care. Specifically, structure indicators include the supply, skill level,

education, and certification levels of staff; process indicators measure methods of patient assessment

and interventions; and outcome indicators reflect both patient clinical and experience outcomes, such

as pressure ulcers and falls, and staff outcomes such as job satisfaction or turnover

Benefits to the organization emerging from the deployment of this guideline include:

g) improved staffing outcomes (attrition; recruitment; loyalty and retention of talent, existing

k) meets requirements and public health data such as World Health Organization, etc.

e) improved outcomes (falls, hospital acquired infection rates; public health data: medical and

medication errors; patient mortality; hospital re-admissions; lengths of stay, etc.)

The guideline offers an opportunity for organizations to better understand and manage the complex

interrelated processes within healthcare; it should also contribute to the better understanding of the