nursing strategic planning retreat september 14, … strategic planning retreat september 14, 2012...
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Nursing Strategic Planning Retreat September 14, 2012
Accountability, Shared Governance Structure
and Nursing Strategic Plan
Accountability:
The ability and willingness to assume responsibility
for one’s actions and accepting the consequences of
one’s behavior
State of being responsible and answerable for one’s
own behavior
Autonomy Independence of functioning in
decisions and actions
Authority Power to do something
Responsibility Acting in a reliable, trustworthy
and credible manner at all times
To the Profession
ANA Code of Ethics
Nursing Quality and Assurance Programs
Participation in a Professional Organization
Utilize professional standards as a basis for practice
To Patients
Clinically competent to provide safe nursing care
Allow patients to truly participate in their care
Respect individual differences and not impose our
preferences
Altruistic intentions (putting patient’s above ours)
Advocacy for patients when the need arises
To Health Care Team
Brings specialized knowledge and skills to care delivery
Shares information with team members
Confronts if potential errors may occur or behavior is
inappropriate
Performs task with competence
Treats ALL with dignity and respect (no horizontal violence)
To Employer
Performs quality work
Protect against unsafe situations
Attitude is positive and supporting
To Myself
Lifetime of education and learning using professional standards as the basis for own practice
Take care of my health and the ones I love
Protect myself from harm (not engaging in behaviors or actions that could result in harm)
Be true to my own values and beliefs
Embrace accountability as basis for practice
Groundwork for Accountability Begins With:
Theoretical base for professional practice (our theorist—Jean
Watson’s Caring Theory as the basis for Relationship-Based Care
Clinical and Professional Competence
Leadership Skills (staff nurse as leader)
Ethical Framework
BSN and Beyond
Shared Governance/Professional Practice Model (5 elements:
values, professional relationships, a patient care delivery
model, a management approach and compensation and rewards)
Nursing Leadership must take accountability seriously and measure
success based on internal and external standards and build these into
your Strategic Plan.
“KEEP PATIENTS SATISFIED AND SAFE”
Most metrics for this simple phase is included in the ANA’s NDNQI
database. Using their benchmarks teach nurses to go beyond what is
expected and should be the basis for strategic planning.
Strategic Planning Process
System
• UPMC Strategic Plan
• H. Lorenz Strategic Plan for Nursing
Hospital
• Executive Management Plan for Hospital
• Nursing Division Strategic Plan
Business Unit
• Nursing Unit/Departmental Strategic Plans
• Nursing Councils Strategic Plan
UPMC System/Nursing
SMH Executive Management Group
SMH Nursing Division
SMH Units/Departments
Nursing Division Councils
SMH Shared Governance Structure and Process Premise: Staff-Driven Decision-Making is viewed as the Hallmark of
Excellence in a Magnet Organization
Nurse Executive Council
Unit Level
Nursing Division Councils
Nursing Leadership
Council Structure
Chair—Oversees committee work
Agenda preparation—content, guests, time management
Presides over formal and informal meetings
Establishes goals for committee and expectations for committee members
Directs council business assistant
Co-Chair—Assists Chair in committee work
Responsible for committee membership
Presides over meetings in the absence of chairperson
Mentor-Establishes a developmental partnership/collaboration to foster the professional growth of the council. Provides insight and expertise to provide problem-solving and goal achievement.
Advisor—Assists the council in meeting their goals by providing opinions and information whenever needed.
“Watchdog” of the group—keeps council activities on track
Helps group maneuver through administrative chain of command
Knowledgeable in hospital dynamics and structures to help guide council through necessary steps for successful outcomes.
Provides insight into problem-solving techniques
Sounding board for chair and co-chair
Meets with Chair/Co-Chair on frequent basis
Consultant—Experienced individuals who are trained to analyze and advise in order to help councils make the best possible choices.
Internal—within St. Margaret Hospital
External—outside of St. Margaret Hospital
System
Outside of System—Product Specialists, Professional Organizations and Advocacy Groups
What is the role of the Educator on the
Council? (New Knowledge, Innovation,
Improvements)
(1)
(2)
(3)
(4)
(5)
(6)
What are the expectations of the council members?
(Structural Empowerment) and who will hold them
accountable? (Transformational Leadership)?
(1)
(2)
(3)
(4)
(5)
(6)
#
What are the expectations for internal and external
consultants?
Internal
(1)
(2)
(3)
External
(1)
(2)
(3)
Process of the Nursing Councils—how the
work gets done
Overarching Principles for all Council Work
Outcome-Driven (pre/post data/rationale)
(Empirical Outcomes)
Use of Internal and External Consultants and
Groups
Use of ANA resources
Use the language of the Magnet Document
Council Mission Statements
Professional Development
Defines, implements, evaluates and maintains
educational standards that promote professional
growth, development and ongoing clinical
competency for staff and identifies strategies to
promote retention of the professional nurse.
Clinical Practice Council
Develops standards of care, policy and
procedures and protocols; implements
standards into practice documents, e.g.,
practice guidelines, documentation tools,
and policies; implements and advances
technology for nursing and approval of
electronic documentation standards.
Professional Practice Council
Oversees scope of nursing practice as defined
by the American Nursing Association;
represents nursing perspective in ethical/legal
issues; incorporates the Pennsylvania Nurse
Practice Act as appropriate; assures nurse
representation on hospital/system committees.
Nursing Education, Research and EBP
Provides a structure for all nursing research at
SMH by fostering a spirit of inquiry on
evidence-based clinical practice improvements;
promoting awareness of nursing research
efforts; establishing educational endeavors to
support nursing research as a foundation of
nursing practice.
Nursing Quality Council
Monitors the appropriateness and
effectiveness of care provided by nursing staff
while assessing and assuring compliance with
established standards of care and practice.
Oversees nurse sensitive indicators, monitors
and evaluates patient outcomes/dashboards
and collaborates with the Hospital and System
Quality Groups to ensure delivery of safe
patient care.
Operations Council
Defines, promotes and evaluates nursing
practice within the organization by identifying
issues related to patient care and clinical
practice; develops strategies to resolve issues
and process change; assures consistent nursing
practice and standardization; assessment of
new products/services.
CATEGORY COUNCIL
ASSIGNED
REPORTING
FUCTION/BY
WHOM
Strategic Planning Operations
Council
Nursing’s Mission, Vision, Values Professional
Practice Council
Advocacy for Fiscal and Technology Resources Clinical Practice
Council
Professional Engagement
• Committees
• Councils
• Task Forces
• Participation in Nursing Organizations
Professional
Development
Council
Professional Development
• Formal Education (BSN, MS, PhD)
• Professional Certification
• Continuing Education for all levels and settings
• Nursing Orientation
Professional
Development
Council
Community Involvement (Professional)
• Allocation of resources for affiliations with
schools/colleges/universities
• Consortiums
• Community Outreach Programs (professional)
Professional
Practice Council
Recognition of Nursing (Internally) Professional
Practice Council
CATEGORY COUNCIL
ASSIGNED
REPORTING
FUCTION/BY WHOM
Culture of Safety for Patient and Nurses Quality
Quality Care Monitoring and
Improvement/Allocation of Resources Quality
Nurse Satisfaction/Engagement (NDNQI) Professional
Patient Satisfaction PPC
Nursing Research/Evidence Based Practice
• Develop, expand, advance nursing
research
• Approval/Tracking of all nursing research
Nursing Ed,
Research, and EBP
Council
Innovation in Nursing Practice CPC
E-Profiler CPC
Nurse Talk Clinical Practice
Nursing Organizational Structure
(Organizational Chart) OP
Legislature– Policy Advocacy (PA State Board,
NLN, ANA, PSNA) CPC
Patient Rights Report only to PPC Renee Carolan
CATEGORY COUNCIL
ASSIGNED
REPORTING
FUCTION/BY WHOM
Recognition of Nursing (Externally) Professional
Development
Council
Professional Practice Model Professional
Practice Council
Care Delivery System(s) Nursing Operations
Council
Staffing and Scheduling Nursing Operations
Council
Budgeting Process (Unit and Divisional) Nursing Operations
Council
Interdisciplinary Care/Collaboration Nursing Quality
Council
Accountability Clinical Practice
Council
Competence Nursing Education,
Research and EBP
Council
Autonomy Nursing Education,
Research and EBP
Council
Ethics/Privacy/Confidentiality Report only to
Operations Council
Diversity Professional
Development
Council
Workplace Advocacy
• Caregiver stress
• Patients Rights
• How to manage problems related to
incompetent/unsafe/unprofessional
conduct
Nursing Quality
Council
Work Partners
CATEGORY COUNCIL
ASSIGNED
REPORTING
FUCTION/BY WHOM
Performance Appraisal Tools Report to
Professional
Development
Council
Joyce Doody
Student Experiences Nursing Education,
Research and EBP
Council
External Experts Nursing Education,
Research and EBP
Council
Work Environment Changes Nursing
Operations
Council
Nurse Recognition within the local, state,
national, and international communities Professional
Development
Council
Conference Attendance Professional
Development
Council
Just Culture Report to Quality
Peer Review Professional
Practice Council
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