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Building a Culture of Magnet Joanne Chapman, MSN, M.Ed, RN, NE-BC Director, Nursing Professional Practice & Magnet Program, Maine Medical Center OMNE-ANA Annual Meeting September 28-29, 2017 Freeport, Maine

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Page 1: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Building a Culture of Magnet

Joanne Chapman MSN MEd RN NE-BC Director Nursing Professional Practice amp Magnet Program Maine Medical Center

OMNE-ANA Annual Meeting September 28-29 2017

Freeport Maine

Objectives bull Define the basic principles of a Magnet DesignationRe-designation Accreditation

Processreg and how they can be applied across all practice sites to enhance the culture patient care outcomes and nurse satisfaction

bull Discuss how the Re-Designation Accreditation Process components of Transformational Leadership Structural Empowerment Exemplary Professional Practice New Knowledge Innovation amp Improvement and Empirical Quality Outcomes have all contributed to improved patient care (NSI PSI and RN Satisfaction)

bull Describe Magnet strategies to improve outcomes at all practice sites that you can implement at your practice site

History- ANCC Magnet Recognitionreg Program

bull Original Magnetreg research study conducted in 1983 identified 14 characteristics

bull These characteristics differentiated organizations who were best able to recruit and retain nurses during the nursing shortages of the 1970s and 1980s

bull ANCC Forces of Magnetism provide the conceptual framework for the Magnet appraisal process

ANCC Magnet Recognitionreg Program bull Force 1 Quality of Nursing Leadership

bull Force 2 Organizational Structure

bull Force 3 Management Style

bull Force 4 Personnel Policies and Programs

bull Force 5 Professional Models of Care

bull Force 6 Quality of Care

bull Force 7 Quality Improvement

bull Force 8 Consultation and Resources

bull Force 9 Autonomy

bull Force 10 Community and the Health Care Organization

bull Force 11 Nurses as Teachers

bull Force 12 Image of Nursing

bull Force 13 Interdisciplinary Relationships

bull Force 14 Professional Development

bull Transformational Leadership

bull Structural Empowerment

bull Exemplary Professional Practice

bull New Knowledge Innovation amp Improvements

bull Empirical Outcomes

bull Approximately 8 of all registered hospitals in the US have achieved ANCC Magnet Recognition (AHA Fast Facts on US Magnet Hospitals 2015)

bull Magnet status is not a prize or award rather it is a credential of organizational nursing excellence

bull Magnet hospitals enjoy higher percentage of satisfied RNs lower RN turnover and vacancy rates improved clinical outcomes and improved patient satisfaction

Magnet Recognition Programreg

Magnet Recognized Hospitals

Bar Has Been Raised (2014 Manual) bull Inter-professional focus

bull Outperformance needed and evidence of sustainment

Quality metrics

Workplace advocacy

Shared governance

Research and Evidence Based Practice

Innovation and technology

Staff engagement

Living Magnet Culture bull EVERYONE - Can engage the principles of MAGNET Nurses leading or co-

leading the inter-professional team to deliver exceptional outcomes to our patients and families

bull Examine our practices and ensure they are evidence-based

Integrating

Innovating

Documenting -Measuring what we are doing

Sustaining

Leading

Shaping

Excelling

Empirical Outcomes

Structural Empowerment

Transformational Leadership

New Knowledge Innovations amp Improvements

Exemplary Professional Practice

Ever Changing Practice Environment

Global Issues Affect NURSING

Global Issues Affecting Practice bull Houston Flooding IRMA

bull LD 1410 Nursing Licensure Compact Legislation

bull LD 80 CRNA legislation

bull EBOLA

bull H1N1 Influenza

bull National legislation

Climate Change

Health Care Reform

bull Projection of Nursing Shortages

bull Opioid Epidemic

ONGOING Criteria bull BSN 80 by 2020

bull Increase in Professional Certification

bull Nurse Managers and above must have BSN

bull Nurses must report to nurses and be evaluated by nurses

Empirical Outcomes bull Document what you are trying to achieve in an action plan

(OP Ex templateAction PlanCharter) bull Measure what is important

bull Know what we are looking for

bull Determine Outcomes and not process

bull How do you know you made a difference MonitorhellipMonitorhellipMonitor

Standardize Data Tracking

Transformational Leadership bull ALIGN goals of Nursing with organization and system

Includes the Mission Vision and Values of the organization

bull VISION

Power and influence of senior leadership in achieving organizational goals beyond the scope of nursing

bull ADVOCATING

bull CONTRIBUTING

bull LISTENING amp PARTNERING

Power and influence of clinical nurses advocating for patients and families in alignment with departmental goals Want to make sure that unit-based initiatives percolate from the staff to leadership

MMC Nursing Strategic Plan

Presenter
Presentation Notes
Links to hospital strategic goals

Structural Empowerment

Structural Empowerment

Empower

Enhance

Enable

Engage

4 Ersquos of Empowerment

bull Empower

bull Enable

bull Engage

bull Enhance

Structural Empowerment bull Structurally empowered nurse is best equipped to protect patientrsquos rights Culture of

Safety

bull Focus not just on improving its own performance but contributing to new knowledge and to the science of nursing

bull Shared governance structure enhancing decision making

bull Professional organizations

bull Policies amp Procedures

Structural Empowerment bull Professional development opportunities ndash Career Growth

Certification

Advanced degrees

Peer review

bull Community service

bull Promotion of a positive nursing image

CertificationBSN Rate bull Linda Aikens Research Has CHANGED the Nursing Profession

bull Challenged nursing to increase BSN rates in hospitals

bull Magnet program for hospitals is directly related to Aikenrsquos work

Educational Levels of Hospital Nurses and Surgical Patient Mortality

Dr Linda H Aiken PhD RN Dr Sean P Clarke PhD RN Dr Robyn B Cheung PhD RN Dr Douglas M Sloane PhD and Dr Jeffrey H Silber MD PhD (2003) JAMA 1617-1623

Presenter
Presentation Notes
Conclusion13In hospitals with higher proportions of nurses educated at the baccalaureate level or higher surgical patients experienced lower mortality and failure-to-rescue rates13

Peer Review ANA 1988 Definition

ldquoan organized effort whereby practicing professionals review the quality and appropriateness of services ordered or performed by their professional peersrdquo

Peer review should be on going and at all LEVELS

Professional Governance Models

Unit-based Councils

InterprofessionalNursing -based councils Defined chartersaction plans and measurements

Nursing Executive Council

Board Performance Improvement Clinical Quality

Presidents Council

Quality Improvement Teams (Clinical Transformation) Led or co-led with nursing

Presenter
Presentation Notes
FROM IOM ldquoThe evolving health care delivery system requires that nurses be full partners with physicians and other health professionals In delivering increased patient-centered care all nurses from students to bedside to chief nursing officers and in academia must act as leadersrdquo13

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 2: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Objectives bull Define the basic principles of a Magnet DesignationRe-designation Accreditation

Processreg and how they can be applied across all practice sites to enhance the culture patient care outcomes and nurse satisfaction

bull Discuss how the Re-Designation Accreditation Process components of Transformational Leadership Structural Empowerment Exemplary Professional Practice New Knowledge Innovation amp Improvement and Empirical Quality Outcomes have all contributed to improved patient care (NSI PSI and RN Satisfaction)

bull Describe Magnet strategies to improve outcomes at all practice sites that you can implement at your practice site

History- ANCC Magnet Recognitionreg Program

bull Original Magnetreg research study conducted in 1983 identified 14 characteristics

bull These characteristics differentiated organizations who were best able to recruit and retain nurses during the nursing shortages of the 1970s and 1980s

bull ANCC Forces of Magnetism provide the conceptual framework for the Magnet appraisal process

ANCC Magnet Recognitionreg Program bull Force 1 Quality of Nursing Leadership

bull Force 2 Organizational Structure

bull Force 3 Management Style

bull Force 4 Personnel Policies and Programs

bull Force 5 Professional Models of Care

bull Force 6 Quality of Care

bull Force 7 Quality Improvement

bull Force 8 Consultation and Resources

bull Force 9 Autonomy

bull Force 10 Community and the Health Care Organization

bull Force 11 Nurses as Teachers

bull Force 12 Image of Nursing

bull Force 13 Interdisciplinary Relationships

bull Force 14 Professional Development

bull Transformational Leadership

bull Structural Empowerment

bull Exemplary Professional Practice

bull New Knowledge Innovation amp Improvements

bull Empirical Outcomes

bull Approximately 8 of all registered hospitals in the US have achieved ANCC Magnet Recognition (AHA Fast Facts on US Magnet Hospitals 2015)

bull Magnet status is not a prize or award rather it is a credential of organizational nursing excellence

bull Magnet hospitals enjoy higher percentage of satisfied RNs lower RN turnover and vacancy rates improved clinical outcomes and improved patient satisfaction

Magnet Recognition Programreg

Magnet Recognized Hospitals

Bar Has Been Raised (2014 Manual) bull Inter-professional focus

bull Outperformance needed and evidence of sustainment

Quality metrics

Workplace advocacy

Shared governance

Research and Evidence Based Practice

Innovation and technology

Staff engagement

Living Magnet Culture bull EVERYONE - Can engage the principles of MAGNET Nurses leading or co-

leading the inter-professional team to deliver exceptional outcomes to our patients and families

bull Examine our practices and ensure they are evidence-based

Integrating

Innovating

Documenting -Measuring what we are doing

Sustaining

Leading

Shaping

Excelling

Empirical Outcomes

Structural Empowerment

Transformational Leadership

New Knowledge Innovations amp Improvements

Exemplary Professional Practice

Ever Changing Practice Environment

Global Issues Affect NURSING

Global Issues Affecting Practice bull Houston Flooding IRMA

bull LD 1410 Nursing Licensure Compact Legislation

bull LD 80 CRNA legislation

bull EBOLA

bull H1N1 Influenza

bull National legislation

Climate Change

Health Care Reform

bull Projection of Nursing Shortages

bull Opioid Epidemic

ONGOING Criteria bull BSN 80 by 2020

bull Increase in Professional Certification

bull Nurse Managers and above must have BSN

bull Nurses must report to nurses and be evaluated by nurses

Empirical Outcomes bull Document what you are trying to achieve in an action plan

(OP Ex templateAction PlanCharter) bull Measure what is important

bull Know what we are looking for

bull Determine Outcomes and not process

bull How do you know you made a difference MonitorhellipMonitorhellipMonitor

Standardize Data Tracking

Transformational Leadership bull ALIGN goals of Nursing with organization and system

Includes the Mission Vision and Values of the organization

bull VISION

Power and influence of senior leadership in achieving organizational goals beyond the scope of nursing

bull ADVOCATING

bull CONTRIBUTING

bull LISTENING amp PARTNERING

Power and influence of clinical nurses advocating for patients and families in alignment with departmental goals Want to make sure that unit-based initiatives percolate from the staff to leadership

MMC Nursing Strategic Plan

Presenter
Presentation Notes
Links to hospital strategic goals

Structural Empowerment

Structural Empowerment

Empower

Enhance

Enable

Engage

4 Ersquos of Empowerment

bull Empower

bull Enable

bull Engage

bull Enhance

Structural Empowerment bull Structurally empowered nurse is best equipped to protect patientrsquos rights Culture of

Safety

bull Focus not just on improving its own performance but contributing to new knowledge and to the science of nursing

bull Shared governance structure enhancing decision making

bull Professional organizations

bull Policies amp Procedures

Structural Empowerment bull Professional development opportunities ndash Career Growth

Certification

Advanced degrees

Peer review

bull Community service

bull Promotion of a positive nursing image

CertificationBSN Rate bull Linda Aikens Research Has CHANGED the Nursing Profession

bull Challenged nursing to increase BSN rates in hospitals

bull Magnet program for hospitals is directly related to Aikenrsquos work

Educational Levels of Hospital Nurses and Surgical Patient Mortality

Dr Linda H Aiken PhD RN Dr Sean P Clarke PhD RN Dr Robyn B Cheung PhD RN Dr Douglas M Sloane PhD and Dr Jeffrey H Silber MD PhD (2003) JAMA 1617-1623

Presenter
Presentation Notes
Conclusion13In hospitals with higher proportions of nurses educated at the baccalaureate level or higher surgical patients experienced lower mortality and failure-to-rescue rates13

Peer Review ANA 1988 Definition

ldquoan organized effort whereby practicing professionals review the quality and appropriateness of services ordered or performed by their professional peersrdquo

Peer review should be on going and at all LEVELS

Professional Governance Models

Unit-based Councils

InterprofessionalNursing -based councils Defined chartersaction plans and measurements

Nursing Executive Council

Board Performance Improvement Clinical Quality

Presidents Council

Quality Improvement Teams (Clinical Transformation) Led or co-led with nursing

Presenter
Presentation Notes
FROM IOM ldquoThe evolving health care delivery system requires that nurses be full partners with physicians and other health professionals In delivering increased patient-centered care all nurses from students to bedside to chief nursing officers and in academia must act as leadersrdquo13

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 3: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

History- ANCC Magnet Recognitionreg Program

bull Original Magnetreg research study conducted in 1983 identified 14 characteristics

bull These characteristics differentiated organizations who were best able to recruit and retain nurses during the nursing shortages of the 1970s and 1980s

bull ANCC Forces of Magnetism provide the conceptual framework for the Magnet appraisal process

ANCC Magnet Recognitionreg Program bull Force 1 Quality of Nursing Leadership

bull Force 2 Organizational Structure

bull Force 3 Management Style

bull Force 4 Personnel Policies and Programs

bull Force 5 Professional Models of Care

bull Force 6 Quality of Care

bull Force 7 Quality Improvement

bull Force 8 Consultation and Resources

bull Force 9 Autonomy

bull Force 10 Community and the Health Care Organization

bull Force 11 Nurses as Teachers

bull Force 12 Image of Nursing

bull Force 13 Interdisciplinary Relationships

bull Force 14 Professional Development

bull Transformational Leadership

bull Structural Empowerment

bull Exemplary Professional Practice

bull New Knowledge Innovation amp Improvements

bull Empirical Outcomes

bull Approximately 8 of all registered hospitals in the US have achieved ANCC Magnet Recognition (AHA Fast Facts on US Magnet Hospitals 2015)

bull Magnet status is not a prize or award rather it is a credential of organizational nursing excellence

bull Magnet hospitals enjoy higher percentage of satisfied RNs lower RN turnover and vacancy rates improved clinical outcomes and improved patient satisfaction

Magnet Recognition Programreg

Magnet Recognized Hospitals

Bar Has Been Raised (2014 Manual) bull Inter-professional focus

bull Outperformance needed and evidence of sustainment

Quality metrics

Workplace advocacy

Shared governance

Research and Evidence Based Practice

Innovation and technology

Staff engagement

Living Magnet Culture bull EVERYONE - Can engage the principles of MAGNET Nurses leading or co-

leading the inter-professional team to deliver exceptional outcomes to our patients and families

bull Examine our practices and ensure they are evidence-based

Integrating

Innovating

Documenting -Measuring what we are doing

Sustaining

Leading

Shaping

Excelling

Empirical Outcomes

Structural Empowerment

Transformational Leadership

New Knowledge Innovations amp Improvements

Exemplary Professional Practice

Ever Changing Practice Environment

Global Issues Affect NURSING

Global Issues Affecting Practice bull Houston Flooding IRMA

bull LD 1410 Nursing Licensure Compact Legislation

bull LD 80 CRNA legislation

bull EBOLA

bull H1N1 Influenza

bull National legislation

Climate Change

Health Care Reform

bull Projection of Nursing Shortages

bull Opioid Epidemic

ONGOING Criteria bull BSN 80 by 2020

bull Increase in Professional Certification

bull Nurse Managers and above must have BSN

bull Nurses must report to nurses and be evaluated by nurses

Empirical Outcomes bull Document what you are trying to achieve in an action plan

(OP Ex templateAction PlanCharter) bull Measure what is important

bull Know what we are looking for

bull Determine Outcomes and not process

bull How do you know you made a difference MonitorhellipMonitorhellipMonitor

Standardize Data Tracking

Transformational Leadership bull ALIGN goals of Nursing with organization and system

Includes the Mission Vision and Values of the organization

bull VISION

Power and influence of senior leadership in achieving organizational goals beyond the scope of nursing

bull ADVOCATING

bull CONTRIBUTING

bull LISTENING amp PARTNERING

Power and influence of clinical nurses advocating for patients and families in alignment with departmental goals Want to make sure that unit-based initiatives percolate from the staff to leadership

MMC Nursing Strategic Plan

Presenter
Presentation Notes
Links to hospital strategic goals

Structural Empowerment

Structural Empowerment

Empower

Enhance

Enable

Engage

4 Ersquos of Empowerment

bull Empower

bull Enable

bull Engage

bull Enhance

Structural Empowerment bull Structurally empowered nurse is best equipped to protect patientrsquos rights Culture of

Safety

bull Focus not just on improving its own performance but contributing to new knowledge and to the science of nursing

bull Shared governance structure enhancing decision making

bull Professional organizations

bull Policies amp Procedures

Structural Empowerment bull Professional development opportunities ndash Career Growth

Certification

Advanced degrees

Peer review

bull Community service

bull Promotion of a positive nursing image

CertificationBSN Rate bull Linda Aikens Research Has CHANGED the Nursing Profession

bull Challenged nursing to increase BSN rates in hospitals

bull Magnet program for hospitals is directly related to Aikenrsquos work

Educational Levels of Hospital Nurses and Surgical Patient Mortality

Dr Linda H Aiken PhD RN Dr Sean P Clarke PhD RN Dr Robyn B Cheung PhD RN Dr Douglas M Sloane PhD and Dr Jeffrey H Silber MD PhD (2003) JAMA 1617-1623

Presenter
Presentation Notes
Conclusion13In hospitals with higher proportions of nurses educated at the baccalaureate level or higher surgical patients experienced lower mortality and failure-to-rescue rates13

Peer Review ANA 1988 Definition

ldquoan organized effort whereby practicing professionals review the quality and appropriateness of services ordered or performed by their professional peersrdquo

Peer review should be on going and at all LEVELS

Professional Governance Models

Unit-based Councils

InterprofessionalNursing -based councils Defined chartersaction plans and measurements

Nursing Executive Council

Board Performance Improvement Clinical Quality

Presidents Council

Quality Improvement Teams (Clinical Transformation) Led or co-led with nursing

Presenter
Presentation Notes
FROM IOM ldquoThe evolving health care delivery system requires that nurses be full partners with physicians and other health professionals In delivering increased patient-centered care all nurses from students to bedside to chief nursing officers and in academia must act as leadersrdquo13

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 4: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

ANCC Magnet Recognitionreg Program bull Force 1 Quality of Nursing Leadership

bull Force 2 Organizational Structure

bull Force 3 Management Style

bull Force 4 Personnel Policies and Programs

bull Force 5 Professional Models of Care

bull Force 6 Quality of Care

bull Force 7 Quality Improvement

bull Force 8 Consultation and Resources

bull Force 9 Autonomy

bull Force 10 Community and the Health Care Organization

bull Force 11 Nurses as Teachers

bull Force 12 Image of Nursing

bull Force 13 Interdisciplinary Relationships

bull Force 14 Professional Development

bull Transformational Leadership

bull Structural Empowerment

bull Exemplary Professional Practice

bull New Knowledge Innovation amp Improvements

bull Empirical Outcomes

bull Approximately 8 of all registered hospitals in the US have achieved ANCC Magnet Recognition (AHA Fast Facts on US Magnet Hospitals 2015)

bull Magnet status is not a prize or award rather it is a credential of organizational nursing excellence

bull Magnet hospitals enjoy higher percentage of satisfied RNs lower RN turnover and vacancy rates improved clinical outcomes and improved patient satisfaction

Magnet Recognition Programreg

Magnet Recognized Hospitals

Bar Has Been Raised (2014 Manual) bull Inter-professional focus

bull Outperformance needed and evidence of sustainment

Quality metrics

Workplace advocacy

Shared governance

Research and Evidence Based Practice

Innovation and technology

Staff engagement

Living Magnet Culture bull EVERYONE - Can engage the principles of MAGNET Nurses leading or co-

leading the inter-professional team to deliver exceptional outcomes to our patients and families

bull Examine our practices and ensure they are evidence-based

Integrating

Innovating

Documenting -Measuring what we are doing

Sustaining

Leading

Shaping

Excelling

Empirical Outcomes

Structural Empowerment

Transformational Leadership

New Knowledge Innovations amp Improvements

Exemplary Professional Practice

Ever Changing Practice Environment

Global Issues Affect NURSING

Global Issues Affecting Practice bull Houston Flooding IRMA

bull LD 1410 Nursing Licensure Compact Legislation

bull LD 80 CRNA legislation

bull EBOLA

bull H1N1 Influenza

bull National legislation

Climate Change

Health Care Reform

bull Projection of Nursing Shortages

bull Opioid Epidemic

ONGOING Criteria bull BSN 80 by 2020

bull Increase in Professional Certification

bull Nurse Managers and above must have BSN

bull Nurses must report to nurses and be evaluated by nurses

Empirical Outcomes bull Document what you are trying to achieve in an action plan

(OP Ex templateAction PlanCharter) bull Measure what is important

bull Know what we are looking for

bull Determine Outcomes and not process

bull How do you know you made a difference MonitorhellipMonitorhellipMonitor

Standardize Data Tracking

Transformational Leadership bull ALIGN goals of Nursing with organization and system

Includes the Mission Vision and Values of the organization

bull VISION

Power and influence of senior leadership in achieving organizational goals beyond the scope of nursing

bull ADVOCATING

bull CONTRIBUTING

bull LISTENING amp PARTNERING

Power and influence of clinical nurses advocating for patients and families in alignment with departmental goals Want to make sure that unit-based initiatives percolate from the staff to leadership

MMC Nursing Strategic Plan

Presenter
Presentation Notes
Links to hospital strategic goals

Structural Empowerment

Structural Empowerment

Empower

Enhance

Enable

Engage

4 Ersquos of Empowerment

bull Empower

bull Enable

bull Engage

bull Enhance

Structural Empowerment bull Structurally empowered nurse is best equipped to protect patientrsquos rights Culture of

Safety

bull Focus not just on improving its own performance but contributing to new knowledge and to the science of nursing

bull Shared governance structure enhancing decision making

bull Professional organizations

bull Policies amp Procedures

Structural Empowerment bull Professional development opportunities ndash Career Growth

Certification

Advanced degrees

Peer review

bull Community service

bull Promotion of a positive nursing image

CertificationBSN Rate bull Linda Aikens Research Has CHANGED the Nursing Profession

bull Challenged nursing to increase BSN rates in hospitals

bull Magnet program for hospitals is directly related to Aikenrsquos work

Educational Levels of Hospital Nurses and Surgical Patient Mortality

Dr Linda H Aiken PhD RN Dr Sean P Clarke PhD RN Dr Robyn B Cheung PhD RN Dr Douglas M Sloane PhD and Dr Jeffrey H Silber MD PhD (2003) JAMA 1617-1623

Presenter
Presentation Notes
Conclusion13In hospitals with higher proportions of nurses educated at the baccalaureate level or higher surgical patients experienced lower mortality and failure-to-rescue rates13

Peer Review ANA 1988 Definition

ldquoan organized effort whereby practicing professionals review the quality and appropriateness of services ordered or performed by their professional peersrdquo

Peer review should be on going and at all LEVELS

Professional Governance Models

Unit-based Councils

InterprofessionalNursing -based councils Defined chartersaction plans and measurements

Nursing Executive Council

Board Performance Improvement Clinical Quality

Presidents Council

Quality Improvement Teams (Clinical Transformation) Led or co-led with nursing

Presenter
Presentation Notes
FROM IOM ldquoThe evolving health care delivery system requires that nurses be full partners with physicians and other health professionals In delivering increased patient-centered care all nurses from students to bedside to chief nursing officers and in academia must act as leadersrdquo13

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 5: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

bull Approximately 8 of all registered hospitals in the US have achieved ANCC Magnet Recognition (AHA Fast Facts on US Magnet Hospitals 2015)

bull Magnet status is not a prize or award rather it is a credential of organizational nursing excellence

bull Magnet hospitals enjoy higher percentage of satisfied RNs lower RN turnover and vacancy rates improved clinical outcomes and improved patient satisfaction

Magnet Recognition Programreg

Magnet Recognized Hospitals

Bar Has Been Raised (2014 Manual) bull Inter-professional focus

bull Outperformance needed and evidence of sustainment

Quality metrics

Workplace advocacy

Shared governance

Research and Evidence Based Practice

Innovation and technology

Staff engagement

Living Magnet Culture bull EVERYONE - Can engage the principles of MAGNET Nurses leading or co-

leading the inter-professional team to deliver exceptional outcomes to our patients and families

bull Examine our practices and ensure they are evidence-based

Integrating

Innovating

Documenting -Measuring what we are doing

Sustaining

Leading

Shaping

Excelling

Empirical Outcomes

Structural Empowerment

Transformational Leadership

New Knowledge Innovations amp Improvements

Exemplary Professional Practice

Ever Changing Practice Environment

Global Issues Affect NURSING

Global Issues Affecting Practice bull Houston Flooding IRMA

bull LD 1410 Nursing Licensure Compact Legislation

bull LD 80 CRNA legislation

bull EBOLA

bull H1N1 Influenza

bull National legislation

Climate Change

Health Care Reform

bull Projection of Nursing Shortages

bull Opioid Epidemic

ONGOING Criteria bull BSN 80 by 2020

bull Increase in Professional Certification

bull Nurse Managers and above must have BSN

bull Nurses must report to nurses and be evaluated by nurses

Empirical Outcomes bull Document what you are trying to achieve in an action plan

(OP Ex templateAction PlanCharter) bull Measure what is important

bull Know what we are looking for

bull Determine Outcomes and not process

bull How do you know you made a difference MonitorhellipMonitorhellipMonitor

Standardize Data Tracking

Transformational Leadership bull ALIGN goals of Nursing with organization and system

Includes the Mission Vision and Values of the organization

bull VISION

Power and influence of senior leadership in achieving organizational goals beyond the scope of nursing

bull ADVOCATING

bull CONTRIBUTING

bull LISTENING amp PARTNERING

Power and influence of clinical nurses advocating for patients and families in alignment with departmental goals Want to make sure that unit-based initiatives percolate from the staff to leadership

MMC Nursing Strategic Plan

Presenter
Presentation Notes
Links to hospital strategic goals

Structural Empowerment

Structural Empowerment

Empower

Enhance

Enable

Engage

4 Ersquos of Empowerment

bull Empower

bull Enable

bull Engage

bull Enhance

Structural Empowerment bull Structurally empowered nurse is best equipped to protect patientrsquos rights Culture of

Safety

bull Focus not just on improving its own performance but contributing to new knowledge and to the science of nursing

bull Shared governance structure enhancing decision making

bull Professional organizations

bull Policies amp Procedures

Structural Empowerment bull Professional development opportunities ndash Career Growth

Certification

Advanced degrees

Peer review

bull Community service

bull Promotion of a positive nursing image

CertificationBSN Rate bull Linda Aikens Research Has CHANGED the Nursing Profession

bull Challenged nursing to increase BSN rates in hospitals

bull Magnet program for hospitals is directly related to Aikenrsquos work

Educational Levels of Hospital Nurses and Surgical Patient Mortality

Dr Linda H Aiken PhD RN Dr Sean P Clarke PhD RN Dr Robyn B Cheung PhD RN Dr Douglas M Sloane PhD and Dr Jeffrey H Silber MD PhD (2003) JAMA 1617-1623

Presenter
Presentation Notes
Conclusion13In hospitals with higher proportions of nurses educated at the baccalaureate level or higher surgical patients experienced lower mortality and failure-to-rescue rates13

Peer Review ANA 1988 Definition

ldquoan organized effort whereby practicing professionals review the quality and appropriateness of services ordered or performed by their professional peersrdquo

Peer review should be on going and at all LEVELS

Professional Governance Models

Unit-based Councils

InterprofessionalNursing -based councils Defined chartersaction plans and measurements

Nursing Executive Council

Board Performance Improvement Clinical Quality

Presidents Council

Quality Improvement Teams (Clinical Transformation) Led or co-led with nursing

Presenter
Presentation Notes
FROM IOM ldquoThe evolving health care delivery system requires that nurses be full partners with physicians and other health professionals In delivering increased patient-centered care all nurses from students to bedside to chief nursing officers and in academia must act as leadersrdquo13

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 6: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Magnet Recognized Hospitals

Bar Has Been Raised (2014 Manual) bull Inter-professional focus

bull Outperformance needed and evidence of sustainment

Quality metrics

Workplace advocacy

Shared governance

Research and Evidence Based Practice

Innovation and technology

Staff engagement

Living Magnet Culture bull EVERYONE - Can engage the principles of MAGNET Nurses leading or co-

leading the inter-professional team to deliver exceptional outcomes to our patients and families

bull Examine our practices and ensure they are evidence-based

Integrating

Innovating

Documenting -Measuring what we are doing

Sustaining

Leading

Shaping

Excelling

Empirical Outcomes

Structural Empowerment

Transformational Leadership

New Knowledge Innovations amp Improvements

Exemplary Professional Practice

Ever Changing Practice Environment

Global Issues Affect NURSING

Global Issues Affecting Practice bull Houston Flooding IRMA

bull LD 1410 Nursing Licensure Compact Legislation

bull LD 80 CRNA legislation

bull EBOLA

bull H1N1 Influenza

bull National legislation

Climate Change

Health Care Reform

bull Projection of Nursing Shortages

bull Opioid Epidemic

ONGOING Criteria bull BSN 80 by 2020

bull Increase in Professional Certification

bull Nurse Managers and above must have BSN

bull Nurses must report to nurses and be evaluated by nurses

Empirical Outcomes bull Document what you are trying to achieve in an action plan

(OP Ex templateAction PlanCharter) bull Measure what is important

bull Know what we are looking for

bull Determine Outcomes and not process

bull How do you know you made a difference MonitorhellipMonitorhellipMonitor

Standardize Data Tracking

Transformational Leadership bull ALIGN goals of Nursing with organization and system

Includes the Mission Vision and Values of the organization

bull VISION

Power and influence of senior leadership in achieving organizational goals beyond the scope of nursing

bull ADVOCATING

bull CONTRIBUTING

bull LISTENING amp PARTNERING

Power and influence of clinical nurses advocating for patients and families in alignment with departmental goals Want to make sure that unit-based initiatives percolate from the staff to leadership

MMC Nursing Strategic Plan

Presenter
Presentation Notes
Links to hospital strategic goals

Structural Empowerment

Structural Empowerment

Empower

Enhance

Enable

Engage

4 Ersquos of Empowerment

bull Empower

bull Enable

bull Engage

bull Enhance

Structural Empowerment bull Structurally empowered nurse is best equipped to protect patientrsquos rights Culture of

Safety

bull Focus not just on improving its own performance but contributing to new knowledge and to the science of nursing

bull Shared governance structure enhancing decision making

bull Professional organizations

bull Policies amp Procedures

Structural Empowerment bull Professional development opportunities ndash Career Growth

Certification

Advanced degrees

Peer review

bull Community service

bull Promotion of a positive nursing image

CertificationBSN Rate bull Linda Aikens Research Has CHANGED the Nursing Profession

bull Challenged nursing to increase BSN rates in hospitals

bull Magnet program for hospitals is directly related to Aikenrsquos work

Educational Levels of Hospital Nurses and Surgical Patient Mortality

Dr Linda H Aiken PhD RN Dr Sean P Clarke PhD RN Dr Robyn B Cheung PhD RN Dr Douglas M Sloane PhD and Dr Jeffrey H Silber MD PhD (2003) JAMA 1617-1623

Presenter
Presentation Notes
Conclusion13In hospitals with higher proportions of nurses educated at the baccalaureate level or higher surgical patients experienced lower mortality and failure-to-rescue rates13

Peer Review ANA 1988 Definition

ldquoan organized effort whereby practicing professionals review the quality and appropriateness of services ordered or performed by their professional peersrdquo

Peer review should be on going and at all LEVELS

Professional Governance Models

Unit-based Councils

InterprofessionalNursing -based councils Defined chartersaction plans and measurements

Nursing Executive Council

Board Performance Improvement Clinical Quality

Presidents Council

Quality Improvement Teams (Clinical Transformation) Led or co-led with nursing

Presenter
Presentation Notes
FROM IOM ldquoThe evolving health care delivery system requires that nurses be full partners with physicians and other health professionals In delivering increased patient-centered care all nurses from students to bedside to chief nursing officers and in academia must act as leadersrdquo13

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 7: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Bar Has Been Raised (2014 Manual) bull Inter-professional focus

bull Outperformance needed and evidence of sustainment

Quality metrics

Workplace advocacy

Shared governance

Research and Evidence Based Practice

Innovation and technology

Staff engagement

Living Magnet Culture bull EVERYONE - Can engage the principles of MAGNET Nurses leading or co-

leading the inter-professional team to deliver exceptional outcomes to our patients and families

bull Examine our practices and ensure they are evidence-based

Integrating

Innovating

Documenting -Measuring what we are doing

Sustaining

Leading

Shaping

Excelling

Empirical Outcomes

Structural Empowerment

Transformational Leadership

New Knowledge Innovations amp Improvements

Exemplary Professional Practice

Ever Changing Practice Environment

Global Issues Affect NURSING

Global Issues Affecting Practice bull Houston Flooding IRMA

bull LD 1410 Nursing Licensure Compact Legislation

bull LD 80 CRNA legislation

bull EBOLA

bull H1N1 Influenza

bull National legislation

Climate Change

Health Care Reform

bull Projection of Nursing Shortages

bull Opioid Epidemic

ONGOING Criteria bull BSN 80 by 2020

bull Increase in Professional Certification

bull Nurse Managers and above must have BSN

bull Nurses must report to nurses and be evaluated by nurses

Empirical Outcomes bull Document what you are trying to achieve in an action plan

(OP Ex templateAction PlanCharter) bull Measure what is important

bull Know what we are looking for

bull Determine Outcomes and not process

bull How do you know you made a difference MonitorhellipMonitorhellipMonitor

Standardize Data Tracking

Transformational Leadership bull ALIGN goals of Nursing with organization and system

Includes the Mission Vision and Values of the organization

bull VISION

Power and influence of senior leadership in achieving organizational goals beyond the scope of nursing

bull ADVOCATING

bull CONTRIBUTING

bull LISTENING amp PARTNERING

Power and influence of clinical nurses advocating for patients and families in alignment with departmental goals Want to make sure that unit-based initiatives percolate from the staff to leadership

MMC Nursing Strategic Plan

Presenter
Presentation Notes
Links to hospital strategic goals

Structural Empowerment

Structural Empowerment

Empower

Enhance

Enable

Engage

4 Ersquos of Empowerment

bull Empower

bull Enable

bull Engage

bull Enhance

Structural Empowerment bull Structurally empowered nurse is best equipped to protect patientrsquos rights Culture of

Safety

bull Focus not just on improving its own performance but contributing to new knowledge and to the science of nursing

bull Shared governance structure enhancing decision making

bull Professional organizations

bull Policies amp Procedures

Structural Empowerment bull Professional development opportunities ndash Career Growth

Certification

Advanced degrees

Peer review

bull Community service

bull Promotion of a positive nursing image

CertificationBSN Rate bull Linda Aikens Research Has CHANGED the Nursing Profession

bull Challenged nursing to increase BSN rates in hospitals

bull Magnet program for hospitals is directly related to Aikenrsquos work

Educational Levels of Hospital Nurses and Surgical Patient Mortality

Dr Linda H Aiken PhD RN Dr Sean P Clarke PhD RN Dr Robyn B Cheung PhD RN Dr Douglas M Sloane PhD and Dr Jeffrey H Silber MD PhD (2003) JAMA 1617-1623

Presenter
Presentation Notes
Conclusion13In hospitals with higher proportions of nurses educated at the baccalaureate level or higher surgical patients experienced lower mortality and failure-to-rescue rates13

Peer Review ANA 1988 Definition

ldquoan organized effort whereby practicing professionals review the quality and appropriateness of services ordered or performed by their professional peersrdquo

Peer review should be on going and at all LEVELS

Professional Governance Models

Unit-based Councils

InterprofessionalNursing -based councils Defined chartersaction plans and measurements

Nursing Executive Council

Board Performance Improvement Clinical Quality

Presidents Council

Quality Improvement Teams (Clinical Transformation) Led or co-led with nursing

Presenter
Presentation Notes
FROM IOM ldquoThe evolving health care delivery system requires that nurses be full partners with physicians and other health professionals In delivering increased patient-centered care all nurses from students to bedside to chief nursing officers and in academia must act as leadersrdquo13

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 8: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Living Magnet Culture bull EVERYONE - Can engage the principles of MAGNET Nurses leading or co-

leading the inter-professional team to deliver exceptional outcomes to our patients and families

bull Examine our practices and ensure they are evidence-based

Integrating

Innovating

Documenting -Measuring what we are doing

Sustaining

Leading

Shaping

Excelling

Empirical Outcomes

Structural Empowerment

Transformational Leadership

New Knowledge Innovations amp Improvements

Exemplary Professional Practice

Ever Changing Practice Environment

Global Issues Affect NURSING

Global Issues Affecting Practice bull Houston Flooding IRMA

bull LD 1410 Nursing Licensure Compact Legislation

bull LD 80 CRNA legislation

bull EBOLA

bull H1N1 Influenza

bull National legislation

Climate Change

Health Care Reform

bull Projection of Nursing Shortages

bull Opioid Epidemic

ONGOING Criteria bull BSN 80 by 2020

bull Increase in Professional Certification

bull Nurse Managers and above must have BSN

bull Nurses must report to nurses and be evaluated by nurses

Empirical Outcomes bull Document what you are trying to achieve in an action plan

(OP Ex templateAction PlanCharter) bull Measure what is important

bull Know what we are looking for

bull Determine Outcomes and not process

bull How do you know you made a difference MonitorhellipMonitorhellipMonitor

Standardize Data Tracking

Transformational Leadership bull ALIGN goals of Nursing with organization and system

Includes the Mission Vision and Values of the organization

bull VISION

Power and influence of senior leadership in achieving organizational goals beyond the scope of nursing

bull ADVOCATING

bull CONTRIBUTING

bull LISTENING amp PARTNERING

Power and influence of clinical nurses advocating for patients and families in alignment with departmental goals Want to make sure that unit-based initiatives percolate from the staff to leadership

MMC Nursing Strategic Plan

Presenter
Presentation Notes
Links to hospital strategic goals

Structural Empowerment

Structural Empowerment

Empower

Enhance

Enable

Engage

4 Ersquos of Empowerment

bull Empower

bull Enable

bull Engage

bull Enhance

Structural Empowerment bull Structurally empowered nurse is best equipped to protect patientrsquos rights Culture of

Safety

bull Focus not just on improving its own performance but contributing to new knowledge and to the science of nursing

bull Shared governance structure enhancing decision making

bull Professional organizations

bull Policies amp Procedures

Structural Empowerment bull Professional development opportunities ndash Career Growth

Certification

Advanced degrees

Peer review

bull Community service

bull Promotion of a positive nursing image

CertificationBSN Rate bull Linda Aikens Research Has CHANGED the Nursing Profession

bull Challenged nursing to increase BSN rates in hospitals

bull Magnet program for hospitals is directly related to Aikenrsquos work

Educational Levels of Hospital Nurses and Surgical Patient Mortality

Dr Linda H Aiken PhD RN Dr Sean P Clarke PhD RN Dr Robyn B Cheung PhD RN Dr Douglas M Sloane PhD and Dr Jeffrey H Silber MD PhD (2003) JAMA 1617-1623

Presenter
Presentation Notes
Conclusion13In hospitals with higher proportions of nurses educated at the baccalaureate level or higher surgical patients experienced lower mortality and failure-to-rescue rates13

Peer Review ANA 1988 Definition

ldquoan organized effort whereby practicing professionals review the quality and appropriateness of services ordered or performed by their professional peersrdquo

Peer review should be on going and at all LEVELS

Professional Governance Models

Unit-based Councils

InterprofessionalNursing -based councils Defined chartersaction plans and measurements

Nursing Executive Council

Board Performance Improvement Clinical Quality

Presidents Council

Quality Improvement Teams (Clinical Transformation) Led or co-led with nursing

Presenter
Presentation Notes
FROM IOM ldquoThe evolving health care delivery system requires that nurses be full partners with physicians and other health professionals In delivering increased patient-centered care all nurses from students to bedside to chief nursing officers and in academia must act as leadersrdquo13

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 9: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Empirical Outcomes

Structural Empowerment

Transformational Leadership

New Knowledge Innovations amp Improvements

Exemplary Professional Practice

Ever Changing Practice Environment

Global Issues Affect NURSING

Global Issues Affecting Practice bull Houston Flooding IRMA

bull LD 1410 Nursing Licensure Compact Legislation

bull LD 80 CRNA legislation

bull EBOLA

bull H1N1 Influenza

bull National legislation

Climate Change

Health Care Reform

bull Projection of Nursing Shortages

bull Opioid Epidemic

ONGOING Criteria bull BSN 80 by 2020

bull Increase in Professional Certification

bull Nurse Managers and above must have BSN

bull Nurses must report to nurses and be evaluated by nurses

Empirical Outcomes bull Document what you are trying to achieve in an action plan

(OP Ex templateAction PlanCharter) bull Measure what is important

bull Know what we are looking for

bull Determine Outcomes and not process

bull How do you know you made a difference MonitorhellipMonitorhellipMonitor

Standardize Data Tracking

Transformational Leadership bull ALIGN goals of Nursing with organization and system

Includes the Mission Vision and Values of the organization

bull VISION

Power and influence of senior leadership in achieving organizational goals beyond the scope of nursing

bull ADVOCATING

bull CONTRIBUTING

bull LISTENING amp PARTNERING

Power and influence of clinical nurses advocating for patients and families in alignment with departmental goals Want to make sure that unit-based initiatives percolate from the staff to leadership

MMC Nursing Strategic Plan

Presenter
Presentation Notes
Links to hospital strategic goals

Structural Empowerment

Structural Empowerment

Empower

Enhance

Enable

Engage

4 Ersquos of Empowerment

bull Empower

bull Enable

bull Engage

bull Enhance

Structural Empowerment bull Structurally empowered nurse is best equipped to protect patientrsquos rights Culture of

Safety

bull Focus not just on improving its own performance but contributing to new knowledge and to the science of nursing

bull Shared governance structure enhancing decision making

bull Professional organizations

bull Policies amp Procedures

Structural Empowerment bull Professional development opportunities ndash Career Growth

Certification

Advanced degrees

Peer review

bull Community service

bull Promotion of a positive nursing image

CertificationBSN Rate bull Linda Aikens Research Has CHANGED the Nursing Profession

bull Challenged nursing to increase BSN rates in hospitals

bull Magnet program for hospitals is directly related to Aikenrsquos work

Educational Levels of Hospital Nurses and Surgical Patient Mortality

Dr Linda H Aiken PhD RN Dr Sean P Clarke PhD RN Dr Robyn B Cheung PhD RN Dr Douglas M Sloane PhD and Dr Jeffrey H Silber MD PhD (2003) JAMA 1617-1623

Presenter
Presentation Notes
Conclusion13In hospitals with higher proportions of nurses educated at the baccalaureate level or higher surgical patients experienced lower mortality and failure-to-rescue rates13

Peer Review ANA 1988 Definition

ldquoan organized effort whereby practicing professionals review the quality and appropriateness of services ordered or performed by their professional peersrdquo

Peer review should be on going and at all LEVELS

Professional Governance Models

Unit-based Councils

InterprofessionalNursing -based councils Defined chartersaction plans and measurements

Nursing Executive Council

Board Performance Improvement Clinical Quality

Presidents Council

Quality Improvement Teams (Clinical Transformation) Led or co-led with nursing

Presenter
Presentation Notes
FROM IOM ldquoThe evolving health care delivery system requires that nurses be full partners with physicians and other health professionals In delivering increased patient-centered care all nurses from students to bedside to chief nursing officers and in academia must act as leadersrdquo13

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 10: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Ever Changing Practice Environment

Global Issues Affect NURSING

Global Issues Affecting Practice bull Houston Flooding IRMA

bull LD 1410 Nursing Licensure Compact Legislation

bull LD 80 CRNA legislation

bull EBOLA

bull H1N1 Influenza

bull National legislation

Climate Change

Health Care Reform

bull Projection of Nursing Shortages

bull Opioid Epidemic

ONGOING Criteria bull BSN 80 by 2020

bull Increase in Professional Certification

bull Nurse Managers and above must have BSN

bull Nurses must report to nurses and be evaluated by nurses

Empirical Outcomes bull Document what you are trying to achieve in an action plan

(OP Ex templateAction PlanCharter) bull Measure what is important

bull Know what we are looking for

bull Determine Outcomes and not process

bull How do you know you made a difference MonitorhellipMonitorhellipMonitor

Standardize Data Tracking

Transformational Leadership bull ALIGN goals of Nursing with organization and system

Includes the Mission Vision and Values of the organization

bull VISION

Power and influence of senior leadership in achieving organizational goals beyond the scope of nursing

bull ADVOCATING

bull CONTRIBUTING

bull LISTENING amp PARTNERING

Power and influence of clinical nurses advocating for patients and families in alignment with departmental goals Want to make sure that unit-based initiatives percolate from the staff to leadership

MMC Nursing Strategic Plan

Presenter
Presentation Notes
Links to hospital strategic goals

Structural Empowerment

Structural Empowerment

Empower

Enhance

Enable

Engage

4 Ersquos of Empowerment

bull Empower

bull Enable

bull Engage

bull Enhance

Structural Empowerment bull Structurally empowered nurse is best equipped to protect patientrsquos rights Culture of

Safety

bull Focus not just on improving its own performance but contributing to new knowledge and to the science of nursing

bull Shared governance structure enhancing decision making

bull Professional organizations

bull Policies amp Procedures

Structural Empowerment bull Professional development opportunities ndash Career Growth

Certification

Advanced degrees

Peer review

bull Community service

bull Promotion of a positive nursing image

CertificationBSN Rate bull Linda Aikens Research Has CHANGED the Nursing Profession

bull Challenged nursing to increase BSN rates in hospitals

bull Magnet program for hospitals is directly related to Aikenrsquos work

Educational Levels of Hospital Nurses and Surgical Patient Mortality

Dr Linda H Aiken PhD RN Dr Sean P Clarke PhD RN Dr Robyn B Cheung PhD RN Dr Douglas M Sloane PhD and Dr Jeffrey H Silber MD PhD (2003) JAMA 1617-1623

Presenter
Presentation Notes
Conclusion13In hospitals with higher proportions of nurses educated at the baccalaureate level or higher surgical patients experienced lower mortality and failure-to-rescue rates13

Peer Review ANA 1988 Definition

ldquoan organized effort whereby practicing professionals review the quality and appropriateness of services ordered or performed by their professional peersrdquo

Peer review should be on going and at all LEVELS

Professional Governance Models

Unit-based Councils

InterprofessionalNursing -based councils Defined chartersaction plans and measurements

Nursing Executive Council

Board Performance Improvement Clinical Quality

Presidents Council

Quality Improvement Teams (Clinical Transformation) Led or co-led with nursing

Presenter
Presentation Notes
FROM IOM ldquoThe evolving health care delivery system requires that nurses be full partners with physicians and other health professionals In delivering increased patient-centered care all nurses from students to bedside to chief nursing officers and in academia must act as leadersrdquo13

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 11: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Global Issues Affecting Practice bull Houston Flooding IRMA

bull LD 1410 Nursing Licensure Compact Legislation

bull LD 80 CRNA legislation

bull EBOLA

bull H1N1 Influenza

bull National legislation

Climate Change

Health Care Reform

bull Projection of Nursing Shortages

bull Opioid Epidemic

ONGOING Criteria bull BSN 80 by 2020

bull Increase in Professional Certification

bull Nurse Managers and above must have BSN

bull Nurses must report to nurses and be evaluated by nurses

Empirical Outcomes bull Document what you are trying to achieve in an action plan

(OP Ex templateAction PlanCharter) bull Measure what is important

bull Know what we are looking for

bull Determine Outcomes and not process

bull How do you know you made a difference MonitorhellipMonitorhellipMonitor

Standardize Data Tracking

Transformational Leadership bull ALIGN goals of Nursing with organization and system

Includes the Mission Vision and Values of the organization

bull VISION

Power and influence of senior leadership in achieving organizational goals beyond the scope of nursing

bull ADVOCATING

bull CONTRIBUTING

bull LISTENING amp PARTNERING

Power and influence of clinical nurses advocating for patients and families in alignment with departmental goals Want to make sure that unit-based initiatives percolate from the staff to leadership

MMC Nursing Strategic Plan

Presenter
Presentation Notes
Links to hospital strategic goals

Structural Empowerment

Structural Empowerment

Empower

Enhance

Enable

Engage

4 Ersquos of Empowerment

bull Empower

bull Enable

bull Engage

bull Enhance

Structural Empowerment bull Structurally empowered nurse is best equipped to protect patientrsquos rights Culture of

Safety

bull Focus not just on improving its own performance but contributing to new knowledge and to the science of nursing

bull Shared governance structure enhancing decision making

bull Professional organizations

bull Policies amp Procedures

Structural Empowerment bull Professional development opportunities ndash Career Growth

Certification

Advanced degrees

Peer review

bull Community service

bull Promotion of a positive nursing image

CertificationBSN Rate bull Linda Aikens Research Has CHANGED the Nursing Profession

bull Challenged nursing to increase BSN rates in hospitals

bull Magnet program for hospitals is directly related to Aikenrsquos work

Educational Levels of Hospital Nurses and Surgical Patient Mortality

Dr Linda H Aiken PhD RN Dr Sean P Clarke PhD RN Dr Robyn B Cheung PhD RN Dr Douglas M Sloane PhD and Dr Jeffrey H Silber MD PhD (2003) JAMA 1617-1623

Presenter
Presentation Notes
Conclusion13In hospitals with higher proportions of nurses educated at the baccalaureate level or higher surgical patients experienced lower mortality and failure-to-rescue rates13

Peer Review ANA 1988 Definition

ldquoan organized effort whereby practicing professionals review the quality and appropriateness of services ordered or performed by their professional peersrdquo

Peer review should be on going and at all LEVELS

Professional Governance Models

Unit-based Councils

InterprofessionalNursing -based councils Defined chartersaction plans and measurements

Nursing Executive Council

Board Performance Improvement Clinical Quality

Presidents Council

Quality Improvement Teams (Clinical Transformation) Led or co-led with nursing

Presenter
Presentation Notes
FROM IOM ldquoThe evolving health care delivery system requires that nurses be full partners with physicians and other health professionals In delivering increased patient-centered care all nurses from students to bedside to chief nursing officers and in academia must act as leadersrdquo13

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 12: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

ONGOING Criteria bull BSN 80 by 2020

bull Increase in Professional Certification

bull Nurse Managers and above must have BSN

bull Nurses must report to nurses and be evaluated by nurses

Empirical Outcomes bull Document what you are trying to achieve in an action plan

(OP Ex templateAction PlanCharter) bull Measure what is important

bull Know what we are looking for

bull Determine Outcomes and not process

bull How do you know you made a difference MonitorhellipMonitorhellipMonitor

Standardize Data Tracking

Transformational Leadership bull ALIGN goals of Nursing with organization and system

Includes the Mission Vision and Values of the organization

bull VISION

Power and influence of senior leadership in achieving organizational goals beyond the scope of nursing

bull ADVOCATING

bull CONTRIBUTING

bull LISTENING amp PARTNERING

Power and influence of clinical nurses advocating for patients and families in alignment with departmental goals Want to make sure that unit-based initiatives percolate from the staff to leadership

MMC Nursing Strategic Plan

Presenter
Presentation Notes
Links to hospital strategic goals

Structural Empowerment

Structural Empowerment

Empower

Enhance

Enable

Engage

4 Ersquos of Empowerment

bull Empower

bull Enable

bull Engage

bull Enhance

Structural Empowerment bull Structurally empowered nurse is best equipped to protect patientrsquos rights Culture of

Safety

bull Focus not just on improving its own performance but contributing to new knowledge and to the science of nursing

bull Shared governance structure enhancing decision making

bull Professional organizations

bull Policies amp Procedures

Structural Empowerment bull Professional development opportunities ndash Career Growth

Certification

Advanced degrees

Peer review

bull Community service

bull Promotion of a positive nursing image

CertificationBSN Rate bull Linda Aikens Research Has CHANGED the Nursing Profession

bull Challenged nursing to increase BSN rates in hospitals

bull Magnet program for hospitals is directly related to Aikenrsquos work

Educational Levels of Hospital Nurses and Surgical Patient Mortality

Dr Linda H Aiken PhD RN Dr Sean P Clarke PhD RN Dr Robyn B Cheung PhD RN Dr Douglas M Sloane PhD and Dr Jeffrey H Silber MD PhD (2003) JAMA 1617-1623

Presenter
Presentation Notes
Conclusion13In hospitals with higher proportions of nurses educated at the baccalaureate level or higher surgical patients experienced lower mortality and failure-to-rescue rates13

Peer Review ANA 1988 Definition

ldquoan organized effort whereby practicing professionals review the quality and appropriateness of services ordered or performed by their professional peersrdquo

Peer review should be on going and at all LEVELS

Professional Governance Models

Unit-based Councils

InterprofessionalNursing -based councils Defined chartersaction plans and measurements

Nursing Executive Council

Board Performance Improvement Clinical Quality

Presidents Council

Quality Improvement Teams (Clinical Transformation) Led or co-led with nursing

Presenter
Presentation Notes
FROM IOM ldquoThe evolving health care delivery system requires that nurses be full partners with physicians and other health professionals In delivering increased patient-centered care all nurses from students to bedside to chief nursing officers and in academia must act as leadersrdquo13

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 13: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Empirical Outcomes bull Document what you are trying to achieve in an action plan

(OP Ex templateAction PlanCharter) bull Measure what is important

bull Know what we are looking for

bull Determine Outcomes and not process

bull How do you know you made a difference MonitorhellipMonitorhellipMonitor

Standardize Data Tracking

Transformational Leadership bull ALIGN goals of Nursing with organization and system

Includes the Mission Vision and Values of the organization

bull VISION

Power and influence of senior leadership in achieving organizational goals beyond the scope of nursing

bull ADVOCATING

bull CONTRIBUTING

bull LISTENING amp PARTNERING

Power and influence of clinical nurses advocating for patients and families in alignment with departmental goals Want to make sure that unit-based initiatives percolate from the staff to leadership

MMC Nursing Strategic Plan

Presenter
Presentation Notes
Links to hospital strategic goals

Structural Empowerment

Structural Empowerment

Empower

Enhance

Enable

Engage

4 Ersquos of Empowerment

bull Empower

bull Enable

bull Engage

bull Enhance

Structural Empowerment bull Structurally empowered nurse is best equipped to protect patientrsquos rights Culture of

Safety

bull Focus not just on improving its own performance but contributing to new knowledge and to the science of nursing

bull Shared governance structure enhancing decision making

bull Professional organizations

bull Policies amp Procedures

Structural Empowerment bull Professional development opportunities ndash Career Growth

Certification

Advanced degrees

Peer review

bull Community service

bull Promotion of a positive nursing image

CertificationBSN Rate bull Linda Aikens Research Has CHANGED the Nursing Profession

bull Challenged nursing to increase BSN rates in hospitals

bull Magnet program for hospitals is directly related to Aikenrsquos work

Educational Levels of Hospital Nurses and Surgical Patient Mortality

Dr Linda H Aiken PhD RN Dr Sean P Clarke PhD RN Dr Robyn B Cheung PhD RN Dr Douglas M Sloane PhD and Dr Jeffrey H Silber MD PhD (2003) JAMA 1617-1623

Presenter
Presentation Notes
Conclusion13In hospitals with higher proportions of nurses educated at the baccalaureate level or higher surgical patients experienced lower mortality and failure-to-rescue rates13

Peer Review ANA 1988 Definition

ldquoan organized effort whereby practicing professionals review the quality and appropriateness of services ordered or performed by their professional peersrdquo

Peer review should be on going and at all LEVELS

Professional Governance Models

Unit-based Councils

InterprofessionalNursing -based councils Defined chartersaction plans and measurements

Nursing Executive Council

Board Performance Improvement Clinical Quality

Presidents Council

Quality Improvement Teams (Clinical Transformation) Led or co-led with nursing

Presenter
Presentation Notes
FROM IOM ldquoThe evolving health care delivery system requires that nurses be full partners with physicians and other health professionals In delivering increased patient-centered care all nurses from students to bedside to chief nursing officers and in academia must act as leadersrdquo13

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 14: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Standardize Data Tracking

Transformational Leadership bull ALIGN goals of Nursing with organization and system

Includes the Mission Vision and Values of the organization

bull VISION

Power and influence of senior leadership in achieving organizational goals beyond the scope of nursing

bull ADVOCATING

bull CONTRIBUTING

bull LISTENING amp PARTNERING

Power and influence of clinical nurses advocating for patients and families in alignment with departmental goals Want to make sure that unit-based initiatives percolate from the staff to leadership

MMC Nursing Strategic Plan

Presenter
Presentation Notes
Links to hospital strategic goals

Structural Empowerment

Structural Empowerment

Empower

Enhance

Enable

Engage

4 Ersquos of Empowerment

bull Empower

bull Enable

bull Engage

bull Enhance

Structural Empowerment bull Structurally empowered nurse is best equipped to protect patientrsquos rights Culture of

Safety

bull Focus not just on improving its own performance but contributing to new knowledge and to the science of nursing

bull Shared governance structure enhancing decision making

bull Professional organizations

bull Policies amp Procedures

Structural Empowerment bull Professional development opportunities ndash Career Growth

Certification

Advanced degrees

Peer review

bull Community service

bull Promotion of a positive nursing image

CertificationBSN Rate bull Linda Aikens Research Has CHANGED the Nursing Profession

bull Challenged nursing to increase BSN rates in hospitals

bull Magnet program for hospitals is directly related to Aikenrsquos work

Educational Levels of Hospital Nurses and Surgical Patient Mortality

Dr Linda H Aiken PhD RN Dr Sean P Clarke PhD RN Dr Robyn B Cheung PhD RN Dr Douglas M Sloane PhD and Dr Jeffrey H Silber MD PhD (2003) JAMA 1617-1623

Presenter
Presentation Notes
Conclusion13In hospitals with higher proportions of nurses educated at the baccalaureate level or higher surgical patients experienced lower mortality and failure-to-rescue rates13

Peer Review ANA 1988 Definition

ldquoan organized effort whereby practicing professionals review the quality and appropriateness of services ordered or performed by their professional peersrdquo

Peer review should be on going and at all LEVELS

Professional Governance Models

Unit-based Councils

InterprofessionalNursing -based councils Defined chartersaction plans and measurements

Nursing Executive Council

Board Performance Improvement Clinical Quality

Presidents Council

Quality Improvement Teams (Clinical Transformation) Led or co-led with nursing

Presenter
Presentation Notes
FROM IOM ldquoThe evolving health care delivery system requires that nurses be full partners with physicians and other health professionals In delivering increased patient-centered care all nurses from students to bedside to chief nursing officers and in academia must act as leadersrdquo13

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 15: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Transformational Leadership bull ALIGN goals of Nursing with organization and system

Includes the Mission Vision and Values of the organization

bull VISION

Power and influence of senior leadership in achieving organizational goals beyond the scope of nursing

bull ADVOCATING

bull CONTRIBUTING

bull LISTENING amp PARTNERING

Power and influence of clinical nurses advocating for patients and families in alignment with departmental goals Want to make sure that unit-based initiatives percolate from the staff to leadership

MMC Nursing Strategic Plan

Presenter
Presentation Notes
Links to hospital strategic goals

Structural Empowerment

Structural Empowerment

Empower

Enhance

Enable

Engage

4 Ersquos of Empowerment

bull Empower

bull Enable

bull Engage

bull Enhance

Structural Empowerment bull Structurally empowered nurse is best equipped to protect patientrsquos rights Culture of

Safety

bull Focus not just on improving its own performance but contributing to new knowledge and to the science of nursing

bull Shared governance structure enhancing decision making

bull Professional organizations

bull Policies amp Procedures

Structural Empowerment bull Professional development opportunities ndash Career Growth

Certification

Advanced degrees

Peer review

bull Community service

bull Promotion of a positive nursing image

CertificationBSN Rate bull Linda Aikens Research Has CHANGED the Nursing Profession

bull Challenged nursing to increase BSN rates in hospitals

bull Magnet program for hospitals is directly related to Aikenrsquos work

Educational Levels of Hospital Nurses and Surgical Patient Mortality

Dr Linda H Aiken PhD RN Dr Sean P Clarke PhD RN Dr Robyn B Cheung PhD RN Dr Douglas M Sloane PhD and Dr Jeffrey H Silber MD PhD (2003) JAMA 1617-1623

Presenter
Presentation Notes
Conclusion13In hospitals with higher proportions of nurses educated at the baccalaureate level or higher surgical patients experienced lower mortality and failure-to-rescue rates13

Peer Review ANA 1988 Definition

ldquoan organized effort whereby practicing professionals review the quality and appropriateness of services ordered or performed by their professional peersrdquo

Peer review should be on going and at all LEVELS

Professional Governance Models

Unit-based Councils

InterprofessionalNursing -based councils Defined chartersaction plans and measurements

Nursing Executive Council

Board Performance Improvement Clinical Quality

Presidents Council

Quality Improvement Teams (Clinical Transformation) Led or co-led with nursing

Presenter
Presentation Notes
FROM IOM ldquoThe evolving health care delivery system requires that nurses be full partners with physicians and other health professionals In delivering increased patient-centered care all nurses from students to bedside to chief nursing officers and in academia must act as leadersrdquo13

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 16: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

MMC Nursing Strategic Plan

Presenter
Presentation Notes
Links to hospital strategic goals

Structural Empowerment

Structural Empowerment

Empower

Enhance

Enable

Engage

4 Ersquos of Empowerment

bull Empower

bull Enable

bull Engage

bull Enhance

Structural Empowerment bull Structurally empowered nurse is best equipped to protect patientrsquos rights Culture of

Safety

bull Focus not just on improving its own performance but contributing to new knowledge and to the science of nursing

bull Shared governance structure enhancing decision making

bull Professional organizations

bull Policies amp Procedures

Structural Empowerment bull Professional development opportunities ndash Career Growth

Certification

Advanced degrees

Peer review

bull Community service

bull Promotion of a positive nursing image

CertificationBSN Rate bull Linda Aikens Research Has CHANGED the Nursing Profession

bull Challenged nursing to increase BSN rates in hospitals

bull Magnet program for hospitals is directly related to Aikenrsquos work

Educational Levels of Hospital Nurses and Surgical Patient Mortality

Dr Linda H Aiken PhD RN Dr Sean P Clarke PhD RN Dr Robyn B Cheung PhD RN Dr Douglas M Sloane PhD and Dr Jeffrey H Silber MD PhD (2003) JAMA 1617-1623

Presenter
Presentation Notes
Conclusion13In hospitals with higher proportions of nurses educated at the baccalaureate level or higher surgical patients experienced lower mortality and failure-to-rescue rates13

Peer Review ANA 1988 Definition

ldquoan organized effort whereby practicing professionals review the quality and appropriateness of services ordered or performed by their professional peersrdquo

Peer review should be on going and at all LEVELS

Professional Governance Models

Unit-based Councils

InterprofessionalNursing -based councils Defined chartersaction plans and measurements

Nursing Executive Council

Board Performance Improvement Clinical Quality

Presidents Council

Quality Improvement Teams (Clinical Transformation) Led or co-led with nursing

Presenter
Presentation Notes
FROM IOM ldquoThe evolving health care delivery system requires that nurses be full partners with physicians and other health professionals In delivering increased patient-centered care all nurses from students to bedside to chief nursing officers and in academia must act as leadersrdquo13

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 17: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Structural Empowerment

Structural Empowerment

Empower

Enhance

Enable

Engage

4 Ersquos of Empowerment

bull Empower

bull Enable

bull Engage

bull Enhance

Structural Empowerment bull Structurally empowered nurse is best equipped to protect patientrsquos rights Culture of

Safety

bull Focus not just on improving its own performance but contributing to new knowledge and to the science of nursing

bull Shared governance structure enhancing decision making

bull Professional organizations

bull Policies amp Procedures

Structural Empowerment bull Professional development opportunities ndash Career Growth

Certification

Advanced degrees

Peer review

bull Community service

bull Promotion of a positive nursing image

CertificationBSN Rate bull Linda Aikens Research Has CHANGED the Nursing Profession

bull Challenged nursing to increase BSN rates in hospitals

bull Magnet program for hospitals is directly related to Aikenrsquos work

Educational Levels of Hospital Nurses and Surgical Patient Mortality

Dr Linda H Aiken PhD RN Dr Sean P Clarke PhD RN Dr Robyn B Cheung PhD RN Dr Douglas M Sloane PhD and Dr Jeffrey H Silber MD PhD (2003) JAMA 1617-1623

Presenter
Presentation Notes
Conclusion13In hospitals with higher proportions of nurses educated at the baccalaureate level or higher surgical patients experienced lower mortality and failure-to-rescue rates13

Peer Review ANA 1988 Definition

ldquoan organized effort whereby practicing professionals review the quality and appropriateness of services ordered or performed by their professional peersrdquo

Peer review should be on going and at all LEVELS

Professional Governance Models

Unit-based Councils

InterprofessionalNursing -based councils Defined chartersaction plans and measurements

Nursing Executive Council

Board Performance Improvement Clinical Quality

Presidents Council

Quality Improvement Teams (Clinical Transformation) Led or co-led with nursing

Presenter
Presentation Notes
FROM IOM ldquoThe evolving health care delivery system requires that nurses be full partners with physicians and other health professionals In delivering increased patient-centered care all nurses from students to bedside to chief nursing officers and in academia must act as leadersrdquo13

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 18: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Structural Empowerment bull Structurally empowered nurse is best equipped to protect patientrsquos rights Culture of

Safety

bull Focus not just on improving its own performance but contributing to new knowledge and to the science of nursing

bull Shared governance structure enhancing decision making

bull Professional organizations

bull Policies amp Procedures

Structural Empowerment bull Professional development opportunities ndash Career Growth

Certification

Advanced degrees

Peer review

bull Community service

bull Promotion of a positive nursing image

CertificationBSN Rate bull Linda Aikens Research Has CHANGED the Nursing Profession

bull Challenged nursing to increase BSN rates in hospitals

bull Magnet program for hospitals is directly related to Aikenrsquos work

Educational Levels of Hospital Nurses and Surgical Patient Mortality

Dr Linda H Aiken PhD RN Dr Sean P Clarke PhD RN Dr Robyn B Cheung PhD RN Dr Douglas M Sloane PhD and Dr Jeffrey H Silber MD PhD (2003) JAMA 1617-1623

Presenter
Presentation Notes
Conclusion13In hospitals with higher proportions of nurses educated at the baccalaureate level or higher surgical patients experienced lower mortality and failure-to-rescue rates13

Peer Review ANA 1988 Definition

ldquoan organized effort whereby practicing professionals review the quality and appropriateness of services ordered or performed by their professional peersrdquo

Peer review should be on going and at all LEVELS

Professional Governance Models

Unit-based Councils

InterprofessionalNursing -based councils Defined chartersaction plans and measurements

Nursing Executive Council

Board Performance Improvement Clinical Quality

Presidents Council

Quality Improvement Teams (Clinical Transformation) Led or co-led with nursing

Presenter
Presentation Notes
FROM IOM ldquoThe evolving health care delivery system requires that nurses be full partners with physicians and other health professionals In delivering increased patient-centered care all nurses from students to bedside to chief nursing officers and in academia must act as leadersrdquo13

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 19: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Structural Empowerment bull Professional development opportunities ndash Career Growth

Certification

Advanced degrees

Peer review

bull Community service

bull Promotion of a positive nursing image

CertificationBSN Rate bull Linda Aikens Research Has CHANGED the Nursing Profession

bull Challenged nursing to increase BSN rates in hospitals

bull Magnet program for hospitals is directly related to Aikenrsquos work

Educational Levels of Hospital Nurses and Surgical Patient Mortality

Dr Linda H Aiken PhD RN Dr Sean P Clarke PhD RN Dr Robyn B Cheung PhD RN Dr Douglas M Sloane PhD and Dr Jeffrey H Silber MD PhD (2003) JAMA 1617-1623

Presenter
Presentation Notes
Conclusion13In hospitals with higher proportions of nurses educated at the baccalaureate level or higher surgical patients experienced lower mortality and failure-to-rescue rates13

Peer Review ANA 1988 Definition

ldquoan organized effort whereby practicing professionals review the quality and appropriateness of services ordered or performed by their professional peersrdquo

Peer review should be on going and at all LEVELS

Professional Governance Models

Unit-based Councils

InterprofessionalNursing -based councils Defined chartersaction plans and measurements

Nursing Executive Council

Board Performance Improvement Clinical Quality

Presidents Council

Quality Improvement Teams (Clinical Transformation) Led or co-led with nursing

Presenter
Presentation Notes
FROM IOM ldquoThe evolving health care delivery system requires that nurses be full partners with physicians and other health professionals In delivering increased patient-centered care all nurses from students to bedside to chief nursing officers and in academia must act as leadersrdquo13

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 20: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

CertificationBSN Rate bull Linda Aikens Research Has CHANGED the Nursing Profession

bull Challenged nursing to increase BSN rates in hospitals

bull Magnet program for hospitals is directly related to Aikenrsquos work

Educational Levels of Hospital Nurses and Surgical Patient Mortality

Dr Linda H Aiken PhD RN Dr Sean P Clarke PhD RN Dr Robyn B Cheung PhD RN Dr Douglas M Sloane PhD and Dr Jeffrey H Silber MD PhD (2003) JAMA 1617-1623

Presenter
Presentation Notes
Conclusion13In hospitals with higher proportions of nurses educated at the baccalaureate level or higher surgical patients experienced lower mortality and failure-to-rescue rates13

Peer Review ANA 1988 Definition

ldquoan organized effort whereby practicing professionals review the quality and appropriateness of services ordered or performed by their professional peersrdquo

Peer review should be on going and at all LEVELS

Professional Governance Models

Unit-based Councils

InterprofessionalNursing -based councils Defined chartersaction plans and measurements

Nursing Executive Council

Board Performance Improvement Clinical Quality

Presidents Council

Quality Improvement Teams (Clinical Transformation) Led or co-led with nursing

Presenter
Presentation Notes
FROM IOM ldquoThe evolving health care delivery system requires that nurses be full partners with physicians and other health professionals In delivering increased patient-centered care all nurses from students to bedside to chief nursing officers and in academia must act as leadersrdquo13

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 21: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Peer Review ANA 1988 Definition

ldquoan organized effort whereby practicing professionals review the quality and appropriateness of services ordered or performed by their professional peersrdquo

Peer review should be on going and at all LEVELS

Professional Governance Models

Unit-based Councils

InterprofessionalNursing -based councils Defined chartersaction plans and measurements

Nursing Executive Council

Board Performance Improvement Clinical Quality

Presidents Council

Quality Improvement Teams (Clinical Transformation) Led or co-led with nursing

Presenter
Presentation Notes
FROM IOM ldquoThe evolving health care delivery system requires that nurses be full partners with physicians and other health professionals In delivering increased patient-centered care all nurses from students to bedside to chief nursing officers and in academia must act as leadersrdquo13

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 22: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Professional Governance Models

Unit-based Councils

InterprofessionalNursing -based councils Defined chartersaction plans and measurements

Nursing Executive Council

Board Performance Improvement Clinical Quality

Presidents Council

Quality Improvement Teams (Clinical Transformation) Led or co-led with nursing

Presenter
Presentation Notes
FROM IOM ldquoThe evolving health care delivery system requires that nurses be full partners with physicians and other health professionals In delivering increased patient-centered care all nurses from students to bedside to chief nursing officers and in academia must act as leadersrdquo13

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 23: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Nursing Executive Council The purpose of Nursing Executive Council is to coordinate communicate and integrate the work of the

Nursing Councils

Professional Development

Research amp Ethics

Excellence in Patient Care

Nursing Research amp Innovation

NRampI aims to be the driving force that fosters the advancement of nursing scholarship through the promotion of EBP within the many levels of interdisciplinary partnerships We collaborate with other councils to ensure evidence-based care for patients We encourage the use of COMET between the Research Practice and Quality Councils to promote partnership in disseminating EBP We educate support and mentor our colleagues in the research process We maintain support and enhance the Knowledge Bank which raises awareness and understanding of the MMC nursing research culture We encourage renewal of the professional spirit through curiosity reflective thinking and passionate practice Co-Chairs Jennifer LaFlamme BSN RN BC CN3 662-2097 - laflajmmcorg Carrie Strick MS RN CNL 662-2456 ndash Cstrickmmcorg Meetings 3rd Wednesday 8-10

MMC Professional Governance

Clinical Nurse Advancement Council

To formally recognize and reward increasing levels of clinical expertise and commitment to patient care Members of the Clinical Nursing Advancement Council will review staff applications monthly as needed and make decisions on advancement of peers Council members will also ensure the integrity of the Program and make changes to the program as appropriate Co-Chairs Barbara Owen BSN RNC CN4 662-2191 - owenbmmcorg Mary Brennan RN CN3 662-2881 ndash Admin Support Susan Wood 662-2290 ndash woods4mmcorg Meetings 4th Wednesday 8-10 am

Magnet Marketing amp Communications

Support the organization in sustaining a Magnet culture and enhance the shared governance model that enables the professional nursing staff to provide high quality patient and family centered care Co-Chairs Leslie Knight RN 662-2881 ndash Lknightmmcorg Elizabeth Perry 662-3129 ndash perryemmcorg Admin Support Priscilla Kennie 662-2336 kennipmmcorg Meetings 4th Wednesday 1-230 pm

Clinical Ethics Committee

(Interdisciplinary Institutional Committee) Nurse Liaison Cynthia Kilbride-Johnson RN ONC CN4 662-2322 kilbrcmmcorg Meetings 3rd Wednesday 8-930

Practice Develop and approve policies procedures and standards of care that reflect evidence-based practice regulatory standards federal and state law Act as professional practice safety champion in monitoring practice policies and procedures for safe practice The Practice Council also supports and guides staff who is seeking implementation of innovations which enhance quality of care and the ongoing growth of professional nursing practice Co-Chairs Jana Jacobs BSN RN CMSRN CN3 662-2456 - jacobj1mmcorg Jeanne Benger RN CN3 662-2176 ndash bengejmmcorg Meetings 3rd Wednesday 12-2

Interprofessional Quality

To identify and monitor the value of patient centered nursing care in order to achieve optimal patient outcomes and safety while maintaining patient satisfaction and keeping costs to a minimum The Nursing InterProfessional Quality Council will be responsible for monitoring and implementing best practices related to nurse-sensitive clinical indicators patient satisfaction and patient safety Co-Chairs Jenny Gilmore BSN RN CMSRN CN3 662-2217 - gilmoj1mmcorg Denise Boshea BSN MHS RN CN3 - 662-2292 boshedmmcorg Admin Support Holly DellrsquoAquila 662-4949 dellahmmcorg Meetings 4th Wednesday 1000-1200

Informatics Advisory Support and guide the delivery of safe effective and efficient patient centered care throughout all clinical areas by 1Ensuring that all components of the EMR related to clinical practice support evidence basedbest practice model 2Work collaboratively with providers clinical support services and IS to develop the best solution for all care providers using all technology systems

Co-Chairs Sally Prokey ADN RN OCN 662-5945 ndash prokesmmcorg Lauri Wilson MS RN CNL 662-4130 ndash wilsolmmcorg Meetings 2nd Thursday 1100-100

Presenter
Presentation Notes
Balance of power13 Shared purpose13Mutual respect13Shared accountability13Collaborating about the nitty gritty13

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 24: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Community Service

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 25: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Exemplary Professional Practice bull Controlling Practice

bull Care Delivery Systems and Models of Care

bull Staffing and scheduling based upon evidence-based standards

bull Quality and Safety - NSI

bull Ethical Practices

bull Accountability

bull Autotomy

bull Patient and Family Centered Care

bull Patient and Staff Satisfaction

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 26: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Professional Practice Model What Does Professional Practice Look Like

bull What does practice look like from the eyes of the clinical nurse

bull Are clinical staff living the Model bull Does the Model demonstrate Practice bull How do we know the Model is working bull Are we evaluating the Model

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 27: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Tenets of a Profession A Professionhellip

1 involves a high degree of individual responsibility

2 professes a body of specialized knowledge and skill

3 aims to provide practical and definite service

4 is characterized by self-organization and self-regulation

5 motivation tends to be altruistic Dr Abraham Flexner- 1910

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 28: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

New Knowledge amp Innovation bull Integrating nursing research into practice and disseminating the research

bull Professional Practice is guided by the evidence

bull Innovative practices

bull Control of workflow and work space

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 29: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

PRACTICE

RESEARCH

QUALITY

EBP

Strength of Evidence Staff Education

Implementation Practice Uptake

Sustainability Outcomes

EVIDENCE CONTEXT

FACILITATION

CoMET

CollaboraTivE ModEl for EvidEnCE TranslaTion copy 2013 Maine Medical Center all rights reserved

6 6 Patient Care Services Maine Med

Presenter
Presentation Notes
13131313131313

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 30: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Disseminating

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 31: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

A Few Ways EVERYONE Can Create a Magnet Professional Practice Culture

Presenter
Presentation Notes
Thanks Fran 1313Now that we have an idea of WHAT to do 13Letrsquos move along to learn HOW to do it so here we go 1313How to build a practice culture at the point of care- your nursing unit or your clinic ED or other ambulatory area - what skills do you need 1313Here is how we can do it - - moving from basic skills forward 1313Ironically these were the 6 educational priorities identified in our recent needs assessment1313First We will start with the basic skills you will need to value and understand what quailty data is all about ndash for after all how can we expect nurses to be accountable for quality in your area if they donrsquot know what the quality data is and how to use it1313Next- skills to strengthen unit based or local shared governance ndash the centerpiece of a practice culture of accountability1313And skills to design and implement really meaningful and effective peer reviewIntegrate evidence based practice and promote nursing research ndash even at the bedside How important innovation is today and how to foster it1313How to tie it all together with the professional practice model as the unifying force defining what we believe in and how we promise to practice as accountable professionals 1313130 m1313

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 32: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Transform

Grow The Profession

Reward amp Recognize

Partnership amp Power at the

Bedside

Operationalize Professional Peer Review

Ask the Why amp Take Action

Evidence Based

Practice

MEASURE

Professional Organizations

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 33: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

What Kind of Leader are You

Are you a Transformational leader

Or

Are you a Transactional leader

Presenter
Presentation Notes
Transactional13Seeks to contorl13Focus ondoing13Goal oriented13Provides from and sturcture13Stays with boundries13Preserves stability13Does things right13Mangages what is13Trasformational 13Seeks to inluence13Foucs on becoming13Mission oreinted13Provides meanding13Plays with boundaries13Promotes instability13Does the right things13Creates what is not1313

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 34: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Transactional Leader bull Seeks to control

bull Focuses on doing

bull Goal oriented

bull Provides form amp structure

bull Stays within boundaries

bull Preserves stability

bull Does things right

bull Manages what is

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 35: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Transformational Leader bull Seeks to influence

bull Focuses on becoming

bull Mission oriented

bull Provides meaning

bull Plays with boundaries

bull Promotes instability

bull Does the right things

bull Creates what is not

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 36: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

A Transformational Leaderhellip

Sets the course

bull Creates culture of mutual respect collaboration safety and civility

bull Shares a vision builds desired future bull Inspires shows courage bull Lives mission vision and values

Advocates for resources

bull Influences others (formally and informally)

bull Seeks input form clinical staff bull Builds the business case

Manages change

bull Succession planning bull Engages stakeholders bull Rewards amp recognizes

Listens amp Engages

Is vulnerable amp transparent

Presenter
Presentation Notes
Tim porter ogrady13The behavior of leaders must exemplify their commitment to sustain their won journey and to coordinate and facilitate the efforts of others to build a desired future13Moving into a new age does not mean leaving behind it does nmenad thinking about what needs to be left behind and reflecting on what does go with us as we move into an age with a different set of parameters

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 37: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Shared Professional Governance bull Efficient and effective care is the result of

culture professionalism and staff accountability

bull Wayward staff drain the energy initiative

and creativity right out of us and our organizations

Studer Q et al 2010 The HCAHPS Handbook Hardwire Your Hospital for Pay-For-Performance Success Gulf Breeze FL Fire Starting Publishing

bull hellip the nurses who actually deliver care are often absent from policy making process and structures

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership (2003) Jones and

Bartlett Publishing

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 38: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Accountability

ldquoAccountability requires that people have ownership over their work Consequently the organization must recognized that it does not control the work

that people do but simply providers the context within which they do itrdquo

Porter-OrsquoGrady T and Malloch K Quantum Leadership A Textbook of New Leadership

(2003) Jones and Bartlett Publishing

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 39: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

ACCOUNTABILITY for Practice

Who EVERY Nurse

EVERY Where

Where At Point of

Care

Through Unit Governance

What NDNQI Quality

Indicators

Nurse Sensitive Measures

Patient Experience

How Analyzing Acting on

Data Peer Review Evidence

Based Practice

Professional Governance

Linking to Hospital

Nursing and unit Goals

Measuring Making Plan come alive

Presenter
Presentation Notes
Staff ndash focus on content of practice 13Manager ndash focus on context for practice 1313Represents a partnership 1313Staff ndash as 60 of providers ndash if they donrsquot change nothing will change 1313Shared governance ndash structure to support patient care services ndash to support accountability 13Partnership euity accountability ownership are ldquostructural pre-requisites for new agerdquo13Affirms local locus of control and decision making processes

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 40: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Ask the Why and Take Action

bull How does issue related to unit goals department goals and hospital goals

bull Present data at Unit Level

bull Link to National Benchmarks

bull Review evidence

bull Review national guidelines from professional organizations

bull Develop Action Plan

bull PDSA cycles - test of change

bull MONITOR for outcomes and processes when indicated

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 41: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

CAUTI

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 42: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

CAUTI bull Unit Goals ndash NDNQI benchmark bull Unit level action plan based on EBPProfessional Organization standards bull Monitoring Best Practice

bull Departmental Goals bull Nursing Strategic Plan Goals bull Determining Best Practice amp setting practice guidelines

bull Hospital Level Goal bull AIPStrategic Plan

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 43: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Operationalize Peer Review bull At every level for every nurse

bull No one is exempt

bull Utilize existing processes formally or informally

bull Remember Peer-to-Peer not Peer-to-Manager For peers use to grow as a professional

bull Our Professional Obligation

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 44: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Grow the Profession bull How are we developing our Nurses

bull Are we growing our Preceptors

bull Are we growing our staff

Clinical Ladders

bull Succession Planning

bull Mentoring for everyone

bull How are we contributing to profession and professional organizations

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 45: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Reward and Recognize

OMNE Emerging Leader Award

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 46: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Engage in the Evidence bull Can Clinical Staff use the evidence

bull MMC Clinical Scholar Program

Part 1 Understanding the Evidence EBP

Part 2 Creating the Evidence (Research QI)

More information Hyrkakmmcorg

bull What does the evidence say

bull Is the evidence credible

bull Do we need to create evidence

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 47: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

MeasuringMonitoring for OUTCOMES bull Does every nurse know how their unit is doing

bull Using action plans to monitor outcomes

Sometimes need to monitor process changes to reach outcomes

bull Are they reviewing data

bull Remember measure

Pre-data

Intervention data

Post-data

bull Have patience

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 48: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Summary Magnet Recognition Programreg is a framework for

promoting excellence in practice

Principles can be incorporated into everyonersquos practice

Can you identify one thing you may integrate at your institution

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question
Page 49: Building a Culture of Magnet - OMNE · Building a Culture of Magnet ... • Linda Aiken's Research Has CHANGED the Nursing Profession ... 5. motivation tends to be altruistic Dr

Question

  • Building a Culture of Magnet
  • Objectives
  • History- ANCC Magnet Recognitionreg Program
  • ANCC Magnet Recognitionreg Program
  • Magnet Recognition Programreg
  • Magnet Recognized Hospitals
  • Bar Has Been Raised (2014 Manual)
  • Living Magnet Culture
  • Slide Number 9
  • Ever Changing Practice Environment
  • Global Issues Affecting Practice
  • ONGOING Criteria
  • Empirical Outcomes
  • Standardize Data Tracking
  • Transformational Leadership
  • MMC Nursing Strategic Plan
  • Structural Empowerment
  • Structural Empowerment
  • Structural Empowerment
  • CertificationBSN Rate
  • Peer Review ANA 1988 Definition
  • Professional Governance Models
  • Slide Number 23
  • Slide Number 24
  • Exemplary Professional Practice
  • Professional Practice ModelWhat Does Professional Practice Look Like
  • Tenets of a Profession
  • New Knowledge amp Innovation
  • Slide Number 29
  • Disseminating
  • A Few Ways EVERYONE Can Create aMagnet Professional Practice Culture
  • Slide Number 32
  • What Kind of Leader are You
  • Transactional Leader
  • Transformational Leader
  • A Transformational Leaderhellip
  • Shared Professional Governance
  • Accountability
  • ACCOUNTABILITY for Practice
  • Ask the Why and Take Action
  • CAUTI
  • CAUTI
  • Operationalize Peer Review
  • Grow the Profession
  • Reward and Recognize
  • Engage in the Evidence
  • MeasuringMonitoring for OUTCOMES
  • Slide Number 48
  • Summary
  • Question

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