THE UNITED STATES SPENDS. Perspectives in Ambulatory Care. Implementation and Evaluation of an Ambulatory Care Nurse Clinical Advancement System
|
|
- Harvey Holmes
- 5 years ago
- Views:
Transcription
1 Perspectives in Ambulatory Care Susan M. Hossli Rachel Start Marcia P. Murphy Implementation and Evaluation of an Ambulatory Care Nurse Clinical Advancement System EXECUTIVE SUMMARY The United States spends more than other highincome countries on health care, while continuing to lag behind in quality, access, life expectancy, and care coordination. Patient populations and where they receive care is changing drastically, with volumes shifting from the inpatient, episode-centered model to an outpatient, health promotion centered model. Ambulatory care nurses are uniquely positioned within the healthcare continuum to lead the transformation of care for diverse patient populations. One strategy that enables the ambulatory care nurse to practice all dimensions of his or her specialty role is the development of a clinical advancement system (CAS). CAS, or clinical ladders, are one strategy that can assist nurses in acquiring skills necessary to support excellent practice as well as improve quality patient care outcomes. THE UNITED STATES SPENDS more than other highincome countries on health care, while continuing to lag behind in quality, access, life expectancy, and care coordination (Schneider, Sarnak, Squires, Shah, & Doty, 2017). A landmark report from the Institute of Medicine (IOM, 2010) discussed the imperative for nurses in all settings to Susan M. Hossli engage as full partners in the redesign of a healthcare system that optimizes care and outcomes. The IOM suggested several strategies that would empower nursing to fulfill this role including practicing to the full extent of a nurse s education and pursuit of the highest levels of education. SUSAN M. HOSSLI, MSN, RN, NEA-BC, is Director of Ambulatory Nursing Practice, Rush University Medical Center, Chicago, IL. RACHEL START, MSN, RN, NE-BC, is Director, Ambulatory Nursing and Nursing Practice, Rush Oak Park Hospital, Oak Park, IL. MARCIA P. MURPHY, DNP, ANP, FAHA, FPCNA, is Program Director of Adult-Gerontology Primary Care NP and CNS Programs, Associate Professor/Adult Nurse Practitioner, Department of Adult and Gerontological Nursing, Rush University College of Nursing, Chicago, IL. Registered nurses (RNs) in ambulatory care have not traditionally benefitted from an emphasis on autonomy, leadership, and practice management; remaining unprepared in many settings to embrace the challenge to create solutions for the burgeoning volume of patients coming their way (Start, Matlock, & Mastal, 2016). Patient populations and where they receive care are changing drastically, with volumes shifting from the inpatient, episode-centered model to an outpatient, health promotion centered model (American Academy of Ambulatory Care Nursing [AAACN], 2017; American Hospital Association, 2016; IOM, 2010). Ambulatory care nurses are uniquely positioned within the healthcare continuum to lead the transformation of care for diverse patient populations. Nurses are the ideal team members to help expand primary care capacity and improve care coordination in complex patient populations; however, they have been underutilized to date in these settings (AAACN, 2017; Bodenheimer & Mason, 2017; IOM, 2010). Ambulatory care nurses work within the context of a specialty, with standards and scope that guide their practice, a certification unique to their practice environment, and an association to guide practice improvement (AAACN, 2017). Clinical advancement systems (CAS), or clinical ladders, are strategies that can assist nurses in acquiring skills necessary to support excellent practice as well as improve quality patient care outcomes (Fardellone & Click, 2014). The American Nurse s Credentialing Center s (ANCC) Magnet Recognition Program is a catalyst for positive change in nursing practice. CAS are also strategies that many organizations use to meet ANCC Magnet Program criteria. Ambulatory nurses are now part of the Magnet process within the organization (ANCC, 2013, 2017). Background Nursing CAS have been well established in the inpatient setting as a means of advancing nursing practice, improving retention, improving engagement, and promoting better patient outcomes (Krugman, Smith, & Goode, 2000; Murphy, Hinch, NOTE: This column is written by members of the American Academy of Ambulatory Care Nursing (AAACN) and edited by Kitty Shulman, MSN, RN-BC. For more information about the organization, contact: AAACN, East Holly Avenue/Box 56, Pitman, NJ ; (856) ; (800) AMB-NURS; FAX (856) ; aaacn@ajj.com; Website: 149
2 Llewellyn, Dillon, & Carlson, 2011; Nelson & Cook, 2008; Robinson, Eck, Keck, & Wells, 2003). Recently, CAS have evolved in ambulatory care settings with some promising results. A CAS implemented at Kaiser Permanente of Colorado for ambulatory care nurses provided financial incentives to RNs who demonstrated a commitment to leadership activities, continuing education, and program development on local and regional levels. This program resulted in increased RN leadership and quality improvement activities for those participating in the CAS with no significant change in job satisfaction compared with those RNs who chose not to participate (Nelson & Cooke, 2008). Challenges have been identified in implementing CAS in the ambulatory care setting. Streeter (2006) reported that interest and participation in the CAS in a multi-specialty clinic setting was low. The lack of opportunity for professional development in the ambulatory care arena was identified as a challenge. Furthermore, the organizational structure within the ambulatory care setting often includes department managers who are not RNs. This poses challenges regarding knowledge of nursing practice and its advancement. Woolsey and Bracy (2012) described a comprehensive process to develop a CAS for ambulatory care RNs in a large northern California healthcare system. However, 4 years later, the CAS program was still not implemented because of a lack of engagement of a key stakeholder group, the nursing staff, early in the development process. One health system s successful implementation of an ambulatory care clinical advancement system and the resultant outcomes are described in this column. Setting The healthcare system developing the ambulatory care CAS has a long tradition of nursing innovation, leadership, and professional practice accountability. Innovations, including a shared governance model and a clinical ladder for acute care nurses, were established in the 1970s and early 1980s. The acute care CAS was updated in 2008 to align performance expectations with the organization s professional practice model, thereby ensuring the underlying principles are evident in everyday practice. The outcomes of the CAS update were positive including an increase in the percentage of nurses with baccalaureate degrees and certifications (Murphy et al., 2011). Professional practice models (PPMs) provide a conceptual framework for establishing professional nursing practice. ANCC s Magnet Recognition Program describes a PPM as a schematic description of a system, theory, or phenomenon that depicts how nurses practice, collaborate, communicate, and develop to provide the highest quality care for those served by the organization. Integration of the health system s PPM into the ambulatory CAS presented an opportunity to further align all nursing services under the same practice identity and dimensions. The foundation of this system s PPM is relationships and caring, propelled by critical thinking, evidence-based practice, and technical expertise to create a synergy that promotes the nurse as a leader in his or her environment. Each domain is reflected in the many structures and processes that allow RNs to evaluate and advance their practice. The previously identified PPM s five domains are integrated within the CAS, nursing job descriptions, performance evaluation, peer evaluation, interview and exit interview processes, awards, leadership development programs, new graduate nurse orientation programs, and many other important practice-related structures. Process A steering committee was established to redesign the role of professional nurses in the ambulatory care setting. Because this initiative represented a transformational change, key leaders across the system were included in the development and approval process. The steering committee included Magnet program directors, vice presidents of nursing, and shared governance presidents at both organizations within the health system; the director of professional nursing practice at one of the organizations; and affiliated college of nursing faculty that had experience in developing CAS in the inpatient setting. The leadership vision of this group was to utilize RNs to the fullest potential of their scope in order to have optimal patient care outcomes and enhanced interprofessional collaboration. The explicit purpose of the committee was to develop, implement, and evaluate a CAS. A comprehensive plan was established to develop the CAS which included review of the literature, conducting focus groups, developing the first draft of job descriptions, and review and validation by an expert panel. The process created a vision for ambulatory care nursing in the system. Focus Groups Focus groups were used to determine the perspectives of nursing staff and leadership regarding current nursing practice in the ambulatory care setting. The health system s institutional review board approval was secured for this process. The focus groups were held in a convenient, comfortable environment and led by an experienced focus group facilitator which was important to promote open disclosure among the participants (Krueger & Casey 2015). A second facilitator took detailed minutes of the discussion. A total of 16 professional nurses and nurse leaders representing the various ambulatory care specialties participated in the focus groups. Twelve openended questions were developed based on the health system s PPM. The questions were reviewed by a qualitative expert for face and content validity. The 150
3 data generated by the focus groups were analyzed using methods proposed by Krueger and Casey (2015). The data were coded and synthesized to identify themes. The themes represented role responsibilities of ambulatory care nurses across several specialty areas. CAS Draft Development Benner s (1984) model, From Novice to Expert, was used as the theoretical framework to define advancement of competencies. This model has been used often in the development of CAS (Krugman et al., 2000; Murphy et al., 2011; Robinson et al., 2003). A profile description of each level was developed based on Benner s model which served to guide the development of the competencies within each level. The specific competencies within each level were organized based on the domains of the PPM. The goal was to develop core competencies that would be applicable to nursing practice across all the ambulatory care specialty practices. The themes identified in the focus groups served as a foundation for developing the competencies. It was important to incorporate the leadership vision for ambulatory care nursing practice as well. In addition, key documents were reviewed and integrated including: The Scope and Standards of Practice for Professional Ambulatory Care Nursing (AAACN, 2010), The Role of the Registered Nurse in Ambulatory Care Position Statement (AAACN, 2011), Institute of Medicine Future of Nursing: Leading Change, Advancing Health (IOM, 2010), and National Quality Forum endorsed care coordination measures (NQF, 2012). This work culminated in the first draft of the CAS which included three job descriptions that delineated advancing competencies within the ladder. Expert Panel Review An expert panel comprising nursing leadership across the ambulatory and acute care settings was charged with reviewing and approving the draft job descriptions. This expert panel was used to establish content validity. Specific questions considered by the panel included: (a) Does the competency reflect current practice or the nursing vision for practice? (b) Do the job descriptions clearly differentiate advancing practice at each level? (c) Is each competency clearly worded? and (d) Is the competency feasible to achieve? This work was conducted over several meetings. There was considerable discussion regarding inclusion of a novice level in ambulatory care. The panel ultimately decided a novice nurse would not have the knowledge, skills, and experience to practice ambulatory care independently within this system. Therefore, the panel recommended the three job descriptions be collapsed into two: Ambulatory RN2 and Ambulatory RN3. Explicit qualifications were developed for each level. For example, a baccalaureate degree and national certification are required for consideration of promotion to the Ambulatory RN3 level. See Table 1 for an example of one domain in the CAS, leadership, and how it incentivizes increased leadership from Ambulatory RN2 to Ambulatory RN3, while also underscoring the role of leadership for all nurses. Implementation A comprehensive plan for implementation was developed which included human resource activities, development of CAS policies and procedures, nurse education, and a marketing strategy. The shared governance organization s influence and structure were leveraged to support this process. The CAS was implemented throughout all ambulatory care areas in the health system and promoted leadership at every level of nursing. The organization s human resources department was a significant partner in the implementation of CAS. In collaboration with ambulatory care nursing leadership, human resources incorporated the job descriptions into the system. Advancement to Ambulatory RN3 included a salary differential and an increase in job grade. The pay increase was independent of annual merit increases. A strategy was developed to transition all ambulatory care nurses to the CAS as Ambulatory RN2s. The result was that the number of ambulatory care nurse job titles was reduced from six to two, standardizing the job requirements across the organization. In tandem with the work on job descriptions, two CAS policies and procedures were developed: one on initial advancement to Ambulatory RN3 and the second policy on the Ambulatory RN3 renewal process. The CAS policy to advance to Ambulatory RN3 includes submission of a letter of intent, résumé, most recent performance evaluation, and portfolio. The CAS process begins when a RN requests consideration for advancement from his or her manager. If the manager approves the submission, the director of ambulatory nursing practice (director) reviews the submission and has the responsibility to approve or deny. This step in the process provides oversight and ensures consistency across all specialty areas within the system. If the director approves the submission, it is reviewed by the professional nurse advancement committee (committee) which comprises eight ambulatory care nurses and nurse managers. The committee meets twice a year and has final approval of all applications for advancement. All RNs are interviewed by the committee. Approval for advancement requires 75% majority vote of the committee with a quorum of six committee members. If the director or committee denies the submission, a meeting is held with the RN and RN manager to discuss reasons for denial of advancement and areas for improvement. A mutually agreed upon action plan with timeline is 151
4 Table 1. Comparison of Ambulatory RN2 and Ambulatory RN3 Job Description Competency RN2 Ambulatory RN3 Ambulatory General Summary The Ambulatory RN2 is a competent RN who exemplifies the organization s mission, vision, and values and acts in accordance with the organization s policies and procedures. The Ambulatory RN2 identifies patterns of patient responses and can use past experiences to implement solutions for current situations. The Ambulatory RN2 is a competent nurse who has mastered technical skills and utilizes evidencebased interventions. Ambulatory RN2 continues to collaborate with other members of the healthcare team when the need for assistance is identified. General Summary The Ambulatory RN3 is a proficient RN who exemplifies the organization s mission, vision, and values and acts in accordance with the organization s policies and procedures. The Ambulatory RN3 is a proficient nurse possessing an in-depth knowledge of patient management; can accommodate unplanned events and can respond with efficiency, flexibility, and confidence. The Ambulatory RN3 immediately sees the whole situation while being able to discriminate that which is most relevant; has developed advanced communication and collaboration skills along with system savvy. The Ambulatory RN3 assumes a leadership role in the clinical practice area, using clinical experience to serve as a role model and coach. Leadership Demonstrates accountability for own professional practice, including progress toward achievement of annual goals. Leadership Demonstrates accountability for own professional practice, including progress toward achievement of annual goals. Considers factors related to resource utilization when delivering care to patients and families. Participates in interprofessional shared decision making to improve ambulatory care nursing practice, organizational performance, and outcomes. Supports clinic goals and change initiatives and participates in nursing shared governance. Develops and leads implementation of clinic goals, change initiatives, and nursing shared governance activities. Collaborates with other clinic personnel to ensure task completion to consistently optimize patient outcomes. Collaborates and evaluates the practice of professional and unlicensed staff consistently to optimize patient outcomes. Provides education to staff and/or students in the clinic. Identifies and develops educational opportunities for staff and/or students in the clinic. Serves as a role model whose beliefs, attitudes, and actions support clinic and institution leadership and goals. Manages resources effectively and contributes to realizing the fiscal goals of the practice; or Considers fiscal and budgetary implications in decision making regarding practice and system modifications. Leads initiatives to improve nursing practice, organizational performance, and patient outcomes. 152
5 Figure 1. Ambulatory Nurse Engagement Data % 45% 40% 35% 30% 25% 35% 28% 44% 46% 42% 25% 35%33% 41% 20% 15% 10% 5% 7% 7% 5% 11% 14% 15% 13% 0% Disengaged Ambivalent Content Engaged created. Ambulatory RN3s are required to submit updated materials to the committee on a biennial basis to determine whether Ambulatory RN3 competencies have been maintained. RNs transferring from an inpatient area to ambulatory care as an acute care RN3 have a year before submitting materials to support their functioning at the Ambulatory RN3 level. Mandatory educational sessions were conducted and continuing nurse education credits were granted. The purpose of these sessions was to introduce the CAS, provide context for its relevance, and engage nurses in an innovative vision for practice in the ambulatory care setting. Chief nursing officers and shared governance leaders participated in these sessions to highlight the significance of this initiative as well as the ambulatory care nurse s connection to the whole system. After a widespread education process, meetings with small groups of nurses across the system were held. The purpose of these meetings was to solicit current examples of how nurses demonstrated the competencies within the job descriptions, and engage nurses, the key stakeholder group, in this major change initiative. These examples were taken and collated into marketing documents that helped other nurses understand the competency statements through tangible real-life practice examples. A comprehensive marketing strategy was employed to educate all ambulatory care RNs on the new CAS. Education was placed into branded, professionally designed booklets for future use. Use of the organization s intranet was employed to place resources and remind RNs of structures and processes that would promote their advancement of practice. Outcomes In July 2015, 160 ambulatory care nurses were successfully integrated into the CAS. The organization has seen positive outcomes through implementation of the CAS including ambulatory care nurse engagement, percentage of nationally certified ambulatory care nurses, and number of ambulatory care nurses participating in shared governance. Since implementation of the CAS, eight ambulatory care nurses advanced to Ambulatory RN3 and one acute care RN3 successfully transferred to an Ambulatory RN3 role. In 2013, using The Advisory Board Company (2007) employee engagement survey, an initial nurse engagement survey was conducted prior to the initiation of activities related to CAS. At that time 25% of ambulatory care nurses were described as engaged, which was under the survey tool s 25th percentile national benchmark, and 35% were considered disengaged. In 2017, 41% of nurses were engaged, which was at the survey tool s median national benchmark (see Figure 1). To advance to an Ambulatory RN3, nurses are required to have national nursing certification. A certification acknowledgment policy was implemented at the same time as the CAS. Newly nationally certified nurses receive a $400 bonus and the organization pays for the cost of any certification review courses or books and the certification test through education benefits. In 153
6 2015, 51% of ambulatory care nurses were certified and this percentage increased to 67% by While the CAS was being implemented, shared governance in ambulatory care was also developed. The organization has a long history of shared governance in the inpatient setting but this important structure was not inclusive of the ambulatory care setting. In 2013, the shared governance structure was implemented in ambulatory care nursing with the majority of participants being ambulatory care nurse leaders. At the end of 2017, the ambulatory care shared governance structure included five standing committees with membership at 95% ambulatory staff nurses and these committees were chaired by ambulatory care staff nurses. Discussion Knoche and Meucci (2015) identified key strategies needed for the successful implementation of a CAS. These strategies include a supportive organizational structure, professional development, and key stakeholder engagement. However, many challenges have been identified in the development and implementation of CAS in ambulatory care settings (Nelson & Cooke, 2008; Streeter, 2006; Woolsey & Bracy, 2012). This organization overcame the challenges in implementing the ambulatory care CAS. The long history of a strong nursing shared governance model and inpatient CAS provided a supportive framework. In addition to strengthening the shared governance structure in ambulatory care nursing, implementation of the ambulatory care CAS allowed for alignment with the rest of the organization s structure. Strong support and engagement at all levels of nursing was integral to the success of the CAS implementation. Nurses could opt-out of the ambulatory care CAS models described in the literature (Nelson & Cooke, 2008; Streeter, 2006; Woolsey & Bracy, 2012). In contrast, this organization placed all ambulatory RNs into the Ambulatory RN2 role, with the option of advancing to the Ambulatory RN3 if they meet eligibility criteria. Prior to implementation of the CAS, ambulatory nurses had no opportunity for advancement. The CAS provides a framework to encourage nurses to assume leadership responsibilities and participate in their professional development. Ambulatory RN3s developed cancer support programs, participated in the development of international evidence-based practice guidelines, and completed quality improvement projects that significantly improved patient outcomes. Conclusion Many organizations currently under-utilize nurses in the ambulatory care setting. Several factors influence this such as a lack of understanding of the dimensions of ambulatory care nursing practice, existing organizational culture, structure, and resources (AAACN, 2010, 2011, 2017). One strategy that enables ambulatory care nurses to practice all dimensions of their specialty role is the development of a CAS. A comprehensive process to develop and implement a CAS for ambulatory care nurses was described. Implementing the ambulatory care CAS formalized the critical contributions ambulatory care nurses make to the organization, and recognizes the unique skills nurses in the ambulatory care setting possess. Engagement of leadership and staff nurses throughout the process promoted an effective transition to the CAS with positive outcomes and development of nurse leaders in the ambulatory care setting. We anticipate CAS will continue to promote an advanced, engaged, and progressive ambulatory care nursing staff. $ REFERENCES Advisory Board Company, The. (2007) Engaging the nurse workforce: Best practice for promoting exceptional staff performance. Washington, DC: The Advisory Board Company. American Academy of Ambulatory Care Nursing (AAACN). (2010). Scope and standards of practice for professional ambulatory care nursing. Pitman, NJ: Author. American Academy of Ambulatory Care Nursing (AAACN). (2011). American Academy of Ambulatory Care Nursing position statement: The role of the registered nurse in ambulatory care. Nursing Economic$, 29(2), American Academy of Ambulatory Care Nursing (AAACN). (2017). American Academy of Ambulatory Care Nursing position paper: The role of the registered nurse in ambulatory care. Nursing Economic$, 35(1), American Hospital Association. (2016). Trendwatch chartbook: Trends affecting hospitals and health systems. Retrieved from American Nurses Credentialing Center (ANCC). (2013) Magnet application manual. Silver Spring, MD: Author. American Nurses Credentialing Center (ANCC). (2017) Magnet application manual. Silver Spring, MD: Author. Benner, P. (1984). From novice to expert. Menlo Park, CA: Addison- Wesley. Bodenheimer, T., & Mason, D. (2017). Registered nurses: Partners in transforming primary care. Proceedings of a conference sponsored by the Josiah Macy Jr. Foundation. New York, NY: Josiah Macy Jr. Foundation. Institute of Medicine (IOM). (2010). The future of nursing: Leading change, advancing health. Washington, DC: National Academies Press. Fardellone, C., & Click, E.R. (2014). Self-perceived leadership behaviors of clinical ladder nurses. Nurse Leader, 11(6), Knoche, E., & Meucci, J. (2015) Competencies within a professional clinical ladder: Differences in understanding between nurse manager and staff nurses. Journal for Nurses in Professional Development, 31(2), Krueger, R., & Casey, M. (2015) Focus groups: A practice guide for applied research (4th ed.). Thousand Oaks, CA: Sage. Krugman, M., Smith, K., & Goode, C.J. (2000). A clinical advancement program: Evaluating 10 years of progressive change. Journal of Nursing Administration, 30(5), Murphy, M., Hinch, B., Llewellyn, J., Dillon, P.J., & Carlson, E. (2011). Promoting professional nursing practice: Linking a professional practice model to performance expectations. Nursing Clinics of North America, 46(1), continued on page
7 Perspectives in Ambulatory Care continued from page 154 National Quality Forum. (2012) Care coordination endorsement maintenance 2012: Phases 1 and 2, technical report. Washington, DC: Author. Nelson, J.M., & Cook, P.F. (2008). Evaluation of a career ladder program in an ambulatory care environment. Nursing Economic$, 26(6), Robinson, K., Eck, C., Keck, B., & Wells, N. (2003). The Vanderbilt professional nursing practice program: Part 1: Growing and supporting professional nursing practice. Journal of Nursing Administration, 33(9), Schneider, E.C., Sarnak, D.O., Squires, D., Shah, A., & Doty, M.M. (2017). Mirror, mirror 2017: International comparison reflects flaws and opportunities for better U.S. health care. The Commonwealth Fund. Retrieved from wealthfund.org/publications/fund-reports/2017/jul/mirrormirror-international-comparisons-2017 Start, R., Matlock, A.M., & Mastal, P. (2016). Ambulatory care nurse-sensitive indicator industry report: Meaningful measurement of nursing in the ambulatory patient care environment. Pitman, NJ: American Academy of Ambulatory Care Nursing. Streeter, B.L. (2006). A clinical advancement program for registered nurses with an outpatient focus. Gastroenterology Nursing, 30(3), Woolsey, C., & Bracy, K. (2012). Building a clinical ladder for ambulatory care. Nursing Economic$, 30(1),
Establishing Ambulatory Nursing- Sensitive Indicators
Establishing Ambulatory Nursing- Sensitive Indicators ANCC National Magnet Conference Friday, October 9, 2015 8am-9am C901 Kathleen Martinez BSN, RN, CPN Nancy May MSN, RN-BC, NEA-BC Ann Marie Matlock
More informationTransforming the RN Clinical Advancement Structure:
The heart and science of medicine. UVMHealth.org/MedCenter Transforming the RN Clinical Advancement Structure: A Unique Collaboration between Nursing Leaders and RN Union Leaders Lauren Tronsgard-Scott,
More informationEmpowering Ambulatory Nurses With Shared Governance Track: Transformational Leadership Wednesday October 7, :30am-12:30pm
C714 2015 ANCC National Magnet Conference Empowering Ambulatory Nurses With Shared Governance Track: Transformational Leadership Wednesday October 7, 2015 11:30am-12:30pm Eric Zack DNP, RN, ACNP-BC, AOCN,
More informationClinical ladder programs were first mentioned in the
JNSD Journal for Nurses in Staff Development & Volume 27, Number 1, 13Y17 & Copyright B 2011 Wolters Kluwer Health Lippincott Williams & Wilkins Staff Nurses Revitalize a Clinical Ladder Program Through
More informationAPRN Transformational Leadership: Implementation of Advanced Practice Nursing Leadership Structure Within an Academic Medical Center
The Henderson Repository is a free resource of the Honor Society of Nursing, Sigma Theta Tau International. It is dedicated to the dissemination of nursing research, researchrelated, and evidence-based
More informationKRISP Project L. Michele Issel, PhD, RN Univ of Illinois at Chicago College of Nursing & School of Public
1 KRISP Project krispproject@gmail.com L. Michele Issel, PhD, RN Univ of Illinois at Chicago College of Nursing & School of Public Career Ladders and Public Health Nursing April 2010 Definitions and Distinctions
More informationThe Nurse Practitioner Clinical Ladder Program: A Journey to Professional Nursing Excellence
The Nurse Practitioner Clinical Ladder Program: A Journey to Professional Nursing Excellence Lisa Paplanus, DNP, ACNP-BC, ANP-BC, CCRN, RN-C Patricia Bartley-Daniele, PhD, FNP-BC, CCRN, CNRN, CPAN, CAPA
More informationSPN NEWS. Column Editor: Dana Etzel-Hardman, MSN, MBA, RN, CPN
SPN NEWS Column Editor: Dana Etzel-Hardman, MSN, MBA, RN, CPN Preparing Pediatric Nurses for the 21st Century: Perceptions of Nurse Managers, Nursing Faculty, and Staff Nurses Donna Miles Curry PhD, RN,
More informationUNIVERSITY OF CALIFORNIA, IRVINE INTEGRATED UC IRVINE MEDICAL CENTER & SUE & BILL GROSS SCHOOL OF NURSING STRATEGIC PLAN
1 UNIVERSITY OF CALIFORNIA, IRVINE INTEGRATED UC IRVINE MEDICAL CENTER & SUE & BILL GROSS SCHOOL OF NURSING STRATEGIC PLAN Clinical Program Goals Revised 11/13/2017 2 CLINICAL PROGRAM GOALS Create a UCI
More informationMission 2/17/2017. Growing Staff Experts Through Innovative Clinical Education. Robert Wood Johnson University Hospital New Brunswick, NJ
Growing Staff Experts Through Innovative Clinical Education Myrna Young, MSN, RN, CNOR Nursing Education Specialist Suzanne Gregory MS, RN, CCRN-CMC Clinical Nurse Specialist Robert Wood Johnson University
More informationRNAO s Framework for Nurse Executive Leadership
1. Framework Overview The Framework for Nurse Executive Leadership is a unique model that is designed to delineate, shape and strengthen the evolving role of the nurse executive leader in Ontario and beyond.
More informationHEALTH EXPENDITURES in
Perspectives in Ambulatory Care Yumi Ma Nancy May Courtney Knotts Annette DeVito Dabbs Opportunities for Nurses to Lead Quality Efforts Under MACRA EXECUTIVE SUMMARY Care planning and care coordination
More informationAmerican Academy of Ambulatory Care Nursing
Introduction Linda Brixey, RN-BC Ambulatory care settings utilize a mix of staff (e.g., registered nurse [RN], licensed practical nurse [LPN]/ licensed vocational nurse [LVN], medical assistant, and patient
More informationCook County Health and Hospitals System
Cook County Health and Hospitals System Presentation to Inform Strategic Plan NURSING MANAGEMENT Agnes Therady, RN, MSN, MBA, FACHE, NEA-BC April 21, 2016 Building a high quality, safe, reliable, patient-centered,
More informationHealth System Outcomes and Measurement Framework
Health System Outcomes and Measurement Framework December 2013 (Amended August 2014) Table of Contents Introduction... 2 Purpose of the Framework... 2 Overview of the Framework... 3 Logic Model Approach...
More informationYou Know It, Now Show It GET CERTIFIED! Nursing Education and Professional Development Council
You Know It, Now Show It GET CERTIFIED! Nursing Education and Professional Development Council What is certification? A formal process by which a certifying agency validates a nurse's knowledge, skills,
More informationStandards of Practice for Professional Ambulatory Care Nursing... 17
Table of Contents Scope and Standards Revision Team..................................................... 2 Introduction......................................................................... 5 Overview
More informationTHE SETTING is a 561-bed
Impacts & Innovations Kim Maryniak Tim Markantes Colleen Murphy Enhancing the New Nurse Experience: Creation of a New Employee Training Unit EXECUTIVE SUMMARY New graduate nurses require support to effectively
More information2017 National DNP Conference. Breakout Session: Wednesday, September 13, :00 11:00 THE NEW STANFORD HEALTH CARE
THE NEW STANFORD HEALTH CARE 2017 National DNP Conference Breakout Session: Wednesday, September 13, 2017 10:00 11:00 Next in Line: Developing Future Nurse Leaders Using an Evidence-Based Succession Planning
More information8/31/2015. Session C719 Outcomes of a Study Addressing Challenges in APRN Practice and Strategies for Success. Vanderbilt University Medical Center
Session C719 Outcomes of a Study Addressing Challenges in APRN Practice and Strategies for Success Marilyn A. Dubree, MSN, RN, NE-BC Executive Chief Nursing Officer Vanderbilt University Medical Center
More informationWhat Does It Mean for You?
24 {Official Publication of the N o r t h Ca r o l i n a Board of Nursing }................... by Eileen C. Kugler, RN, MSN, MPH, FNP Validation of Nursing Competence: What Does It Mean for You? Purpose:
More informationNURSING SPECIAL REPORT
2017 Press Ganey Nursing Special Report The Influence of Nurse Manager Leadership on Patient and Nurse Outcomes and the Mediating Effects of the Nurse Work Environment Nurse managers exert substantial
More informationDoctor of Nursing Practice (DNP) Post-Master s DNP
Doctor of Nursing Practice (DNP) Post-Master s DNP Stephanie Richardson PhD, RN Program Director srichardson@rmuohp.edu 122 East 1700 South Provo, UT 84606 801.375.5125 866.780.4107 Toll Free 801.375.2125
More informationAdult-Gerontology Acute Care Nurse Practitioner Preceptor Manual
COLLEGE OF HEALTH PROFESSIONS SCHOOL OF NURSING Graduate Programs Adult-Gerontology Acute Care Nurse Practitioner Preceptor Manual The Master of Science in Nursing at Wichita State University School of
More informationSchool of Nursing Philosophy (AASN/BSN/MSN/DNP)
School of Nursing Mission The mission of the School of Nursing is to educate, enhance and enrich students for evolving professional nursing practice. The core values: The School of Nursing values the following
More informationFacing It Together: Face-to-Face Peer Review That Inspires Professional Growth
Facing It Together: Face-to-Face Peer Review That Inspires Professional Growth 2016 ANCC National Conference October 5, 2016 11:30am-12:30pm Session C516 April Adley, MHA, BSN, RN Peter Andrews, BSN, RN
More informationThe Nurse Practitioner (NP) Mentorship Program: Supporting Role Transition Into Practice
The Henderson Repository is a free resource of the Honor Society of Nursing, Sigma Theta Tau International. It is dedicated to the dissemination of nursing research, researchrelated, and evidence-based
More informationShared Leadership Councils By-laws UPMC Shadyside Hospital
Article I. Preamble Shared Leadership Councils By-laws Vision Statement Maintaining excellent individualized patient care through multidisciplinary collaboration, consistently providing the right care,
More informationReview of DNP Program Curriculum for Indiana University Purdue University Indianapolis
DNP Essentials Present Course Essential I: Scientific Underpinnings for Practice 1. Integrate nursing science with knowledge from ethics, the biophysical, psychosocial, analytical, and organizational sciences
More informationRunning head: CLINICAL/PRACTICUM LEARNING ANALYSIS PAPER
Clinical/Practicum Learning Analysis 1 Running head: CLINICAL/PRACTICUM LEARNING ANALYSIS PAPER Clinical/Practicum Learning Analysis Paper Carol A. Lamoureux-Lewallen Briar Cliff University Clinical/Practicum
More informationAligning Advanced Practice Clinicians with New Care Models
MGMA 2017 ANNUAL CONFERENCE OCT. 8-11 ANAHEIM, CA Aligning Advanced Practice Clinicians with New Care Models Trish Anen, RN, MBA, NEA-BC Debra Slater Principal, Sullivan, Cotter and Associates Principal,
More informationNursing professional practice models continue to
JNPD Journal for Nurses in Professional Development & Volume 00, Number 0, XYX & Copyright B 2015 Wolters Kluwer Health, Inc. All rights reserved. Using a High-Performance Planning Model to Increase Levels
More informationConflict of Interest. Objectives. What is an Advance Practice Nurse
Conflict of Interest Grow the Bones of An Education Plan: Professional Development for New and Seasoned Nurses Jennifer Drake DNP MSN RN ONC Clinical Educator Onboarding/Special Projects I hereby certify
More informationANCC Program Requirements
ANCC Program Requirements ACCREDITATION MAGNET RECOGNITION PATHWAY TO EXCELLENCE CERTIFICATION ACCREDITATION PROGRAM DESCRIPTION AND PURPOSE The ANCC Accreditation Program identifies organizations worldwide
More informationRunning head: CLINICAL LADDER 1. Advancing the Nursing Profession Through the Clinical Ladder. Amy Rehm. Kent State University
Running head: CLINICAL LADDER 1 Advancing the Nursing Profession Through the Clinical Ladder Amy Rehm Kent State University CLINICAL LADDER 2 Abstract As healthcare continues to advance clinical practices,
More informationVISIONSERIES. Graduate Preparation for Academic Nurse Educators. A Living Document from the National League for Nursing TRANSFORMING NURSING EDUCATION
VISIONSERIES TRANSFORMING NURSING EDUCATION L E A D I N G T H E C A L L T O R E F O R M Graduate Preparation for Academic Nurse Educators A Living Document from the National League for Nursing NLN Board
More informationSurvey of Nurse Employers in California 2014
Survey of Nurse Employers in California 2014 Conducted by UCSF Philip R. Lee Institute for Health Policy Studies, California Institute for Nursing & Health Care, and the Hospital Association of Southern
More informationBon Secours Is Changing Its Approach TO ANNUAL MANDATORY TR AINING FOR NURSES
Bon Secours Is Changing Its Approach TO ANNUAL MANDATORY TR AINING FOR NURSES From Bon Secours Health System: Sharon Confessore, Ph.D., Chief Learning Officer Pamela Hash DNP, RN, Associate System Chief
More informationIdentifying key components of Professional Practice Models for nursing: A synthesis of the literature
Identifying key components of Professional Practice Models for nursing: A synthesis of the literature Professor Di Twigg; Dr. Susan Slatyer; Dr. Linda Coventry; & Adjunct Associate Professor Sue Davis
More informationAccountable Care: Clinical Integration is the Foundation
Solutions for Value-Based Care Accountable Care: Clinical Integration is the Foundation CLINICAL INTEGRATION CARE COORDINATION ACO INFORMATION TECHNOLOGY FINANCIAL MANAGEMENT The Accountable Care Organization
More informationDomain: Clinical Skills and Knowledge A B C D E Self Assessment NURSING PROCESS Assessment. Independently and consistently
Domain: Clinical Skills and Knowledge A B C D E Self Assessment NURSING PROCESS Assessment Performs assessment & identifies appropriate nursing diagnosis and/or patient care standard with assistance. Performs
More information21 st -Century Nursing: The Demand for Leadership
21 st -Century Nursing: The Demand for Leadership Angela Barron McBride Distinguished Professor-University Dean Emerita Indiana University School of Nursing Chair, Board Committee on Quality & Safety Indiana
More informationUPMC Passavant POLICY MANUAL
UPMC Passavant POLICY MANUAL SUBJECT: Organizational Plan, Patient Care Services POLICY: 200.142 DATE: November 2015 INDEX TITLE: Nursing MISSION: Patient Care Services at UPMC Passavant is integral to
More informationJULY 2012 RE-IMAGINING CARE DELIVERY: PUSHING THE BOUNDARIES OF THE HOSPITALIST MODEL IN THE INPATIENT SETTING
JULY 2012 RE-IMAGINING CARE DELIVERY: PUSHING THE BOUNDARIES OF THE HOSPITALIST MODEL IN THE INPATIENT SETTING About The Chartis Group The Chartis Group is an advisory services firm that provides management
More informationThe Workforce Needed to Staff Value-Based Models of Care
The Workforce Needed to Staff Value-Based Models of Care Erin Fraher, PhD, MPP Assistant Professor Departments of Family Medicine and Surgery, UNC Chapel Hill Director, Program on Health Workforce Research
More informationPractice Advancement Initiative (PAI) Using the ASHP PAI Ambulatory Care Self-Assessment Survey
Practice Advancement Initiative (PAI) Using the ASHP PAI Ambulatory Care Self-Assessment Survey Jodie Elder, PharmD, BCPS September 14, 2017 Objectives List the key components of the Practice Advancement
More informationNursing (NURS) Courses. Nursing (NURS) 1
Nursing (NURS) 1 Nursing (NURS) Courses NURS 2012. Nursing Informatics. 2 This course focuses on how information technology is used in the health care system. The course describes how nursing informatics
More informationObjectives. Preparing Practice Scholars: Implementing Research in the DNP Curriculum. Introduction
Objectives Preparing Practice Scholars: Implementing Research in the DNP Curriculum 2011 Symposium Produced by Members of NONPF s Research SIG To discuss the levels of DNP research competencies currently
More informationPreparing Students to Become Extraordinary Nurses: Perspectives From Nurse Employers
Nursing Education Research Conference 2018 (NERC18) Preparing Students to Become Extraordinary Nurses: Perspectives From Nurse Employers Chad E. O'Lynn, PhD, RN, CNE, ANEF Office of Institutional Effectiveness
More information8515 Georgia Ave., Suite 400 Silver Spring, MD Elements of Performance Desired State Gap Action Plan
8515 Georgia Ave., Suite 400 Silver Spring, MD 20910 Self-Assessment of Organizational Culture (for Long Term Care) (Recommended prior to submitting an online application for Pathway to Excellence designation)
More informationThe influx of newly insured Californians through
January 2016 Managing Cost of Care: Lessons from Successful Organizations Issue Brief The influx of newly insured Californians through the public exchange and Medicaid expansion has renewed efforts by
More informationD.N.P. Program in Nursing. Handbook for Students. Rutgers College of Nursing
1 D.N.P. Program in Nursing Handbook for Students Rutgers College of Nursing 1-2010 2 Table of Contents Welcome..3 Goal, Curriculum and Progression of Students Enrolled in the DNP Program in Nursing...
More informationGraduate Program NUR 801 ROLE OF THE ADVANCED PRACTICE NURSE IN PRIMARY CARE
MICHIGAN STATE UNIVERSITY COLLEGE OF NURSING Graduate Program NUR 801 ROLE OF THE ADVANCED PRACTICE NURSE IN PRIMARY CARE COURSE SYLLABUS Patricia Peek, R.N., M.S., C.S., P.N.P, course chair Patty Peek
More informationMaster of Health Administration (MHA) with a specialization in. Health Care Operations
Master of Health Administration (MHA) with a specialization in Health Care Operations Effective January 8, 2018 Master of Health Administration (MHA) with a specialization in Health Care Operations This
More informationSE8: The organization provides educational activities to improve the nurse s expertise as a preceptor.
Structural Empowerment: Teaching and Role Development SE8: The organization provides educational activities to improve the nurse s expertise as a preceptor. SE8a: Describe the organization s preceptor
More informationProfessional Growth in Staff Development
ADRIANNE E. AVILLION, DED, RN INCLUDES DOWNLOADABLE ONLINE TOOLS Professional Growth in Staff Development STRATEGIES FOR NEW AND EXPERIENCED EDUCATORS Professional Growth in Staff Development Strategies
More informationClinical Nurse Leader (CNL ) Certification Exam. Subdomain Weights for the CNL Certification Examination Blueprint (effective February 2012)
Clinical Nurse Leader (CNL ) Certification Exam Subdomain Weights for the CNL Certification Examination Blueprint (effective February 2012) Subdomain Weight (%) Nursing Leadership Horizontal Leadership
More informationAccountable Care Organizations (ACO) Draft 2011 Criteria
1 of 11 For Public Comment October 19 November 19, 2010 Comments due 5:00 pm EST Accountable Care Organizations (ACO) Draft 2011 Criteria Overview 2 of 11 Note: This publication is protected by U.S. and
More informationGraduate Nursing Programmatic Assessment of Student Learning Plan
Graduate Nursing Programmatic Assessment of Student Learning Plan Summary of Graduate Nursing plan for Assessment of Student Learning and Program s: Three sections make up the Graduate Nursing Assessment
More informationVizient/AACN Nurse Residency Program TM. Jayne Willingham, MN, RN, CPHQ Senior Director Nursing Leadership
Vizient/AACN Nurse Residency Program TM Jayne Willingham, MN, RN, CPHQ Senior Director Nursing Leadership This is the new Vizient Country's largest health care performance improvement company Experts with
More informationReport on the Health Forum-First American Healthcare Finance Technology Investment Survey. Drivers of Healthcare Technology Investment
Report on the Health Forum-First American Healthcare Finance Technology Investment Survey Drivers of Healthcare Technology Investment White Paper: Expectations for Quality & Compliance Improvement Driving
More informationSouthern California CSU DNP Consortium
Southern California CSU DNP Consortium California State University, Fullerton California State University, Long Beach California State University, Los Angeles CLINICAL LADDER FOR A COMMUNITY HOSPITAL A
More informationThis transition guide serves to outline the updates and new content found in Management and Leadership for Nurse Administrators, Seventh Edition.
Transition Guide This transition guide serves to outline the updates and new content found in Management and Leadership for Nurse Administrators, Seventh Edition. Linda A. Roussel, DSN, RN, NEA-BC, CNL
More informationFlorida Post-Licensure Registered Nurse Education: Academic Year
Florida Post-Licensure Registered Nurse Education: Academic Year 2016-2017 The information below represents the key findings regarding the post-licensure (RN-BSN, Master s, Doctorate) nursing education
More informationMaster of Science in Nursing (MSN) Concluding Graduate Experience (CGE) Handbook
CHAMBERLAIN UNIVERSITY Master of Science in Nursing (MSN) Concluding Graduate Experience (CGE) Handbook Welcome to your MSN Concluding Graduate Experience (CGE). All your previous graduate courses have
More informationBanner Health Friday, February 20, 2015
Banner Health Friday, February 20, 2015 Leveraging the Power of Clinical and Business Intelligence: A Primer Presented by: Dr. Maxine Rand, DNP, RN-BC, CPHIMS, Director, Clinical Education, Practice and
More informationThe Ottawa Hospital Strategy
The Ottawa Hospital Strategy 2015 2020 1 We are pleased to present you with The Ottawa Hospital 2015-2020 strategy, which builds upon the momentum of our successes to date in providing high-quality, compassionate
More informationWho we are: Objective. An Innovative Shared Decision-Making Process Led to Improved Staff Satisfaction Session: C913
An Innovative Shared Decision-Making Process Led to Improved Staff Satisfaction Session: C913 2015 ANCC National Magnet Conference 10/9/2015 08:00 09:00 Wendy Foad, MS, RN Janette Moreno, MSN, RN, CCRN
More informationCurriculum Guide: DNP
Curriculum Guide: DNP The Doctor of Nursing Practice (DNP) program focuses on the development of nurse leaders who use evidence based practice for optimizing health care delivery through effective systems
More informationDRAFT CORE CNS COMPETENCIES November 1, Patient - Represents patient, family, health care surrogate, community, and population.
1 DRAFT CORE CNS COMPETENCIES November 1, 2017 Patient - Represents patient, family, health care surrogate, community, and population. Direct Care - Direct interaction with patients, families, and groups
More informationNurse Link. Special Edition: Professional Practice Model. LUHS Nursing Professional Practice Model. Nursing Attributes
Nurse Link V O L U M E 7, I S S U E 7 Special Edition: Professional Practice Model Author D E C E M B E R 2 0 1 3 A Professional Practice Model is the overarching conceptual framework for nurses, nursing
More informationNCQA WHITE PAPER. NCQA Accreditation of Accountable Care Organizations. Better Quality. Lower Cost. Coordinated Care
NCQA Accreditation of Accountable Care Organizations Better Quality. Lower Cost. Coordinated Care. NCQA WHITE PAPER NCQA Accreditation of Accountable Care Organizations Accountable Care Organizations (ACO)
More informationThe Quad Council of Public Health Nursing Organizations is comprised of:
The Quad Council of Public Health Nursing Organizations is comprised of: Q g g p The Association of Community Health Nurse Educators (ACHNE) The Association of State and Territorial Directors of Nursing
More informationHow to Organizationally Embed the Magnet Culture
Thomas Jefferson University Jefferson Digital Commons College of Nursing Faculty Papers & Presentations Jefferson College of Nursing 10-14-2010 How to Organizationally Embed the Magnet Culture Rachel Behrendt,
More informationNational Learning Competencies to Support Excellence in CEhp
National Learning Competencies to Support Excellence in CEhp Executive Summary Background In 2011, the Alliance for Continuing Medical Education took steps to respond to the environmental changes in health
More informationWHITE PAPER. NCQA Accreditation of Accountable Care Organizations
WHITE PAPER NCQA Accreditation of Accountable Care Organizations CONTENTS Introduction 3 What are ACOs, and what do we want them to achieve? 3 Building from patient-centered medical homes 4 Program elements
More informationM.S. in Nursing 2006 NCA Progress Report #9
2006 Introduction/Context The MSN nursing program has the overarching goal of preparing nurses for an advanced role in professional practice. Four tracks are available. Population Health This track prepares
More informationAn Academic Based Nurse Practitioner Fellowship Program: A Pilot Project Designed to Ease Nurse Practitioner Transition to Practice
An Academic Based Nurse Practitioner Fellowship Program: A Pilot Project Designed to Ease Nurse Practitioner Transition to Practice Hilary Morgan, PhD, CNM hmorgan@ju.edu Michelle Edmonds, PhD, FNP-BC
More informationRe: Rewarding Provider Performance: Aligning Incentives in Medicare
September 25, 2006 Institute of Medicine 500 Fifth Street NW Washington DC 20001 Re: Rewarding Provider Performance: Aligning Incentives in Medicare The American College of Physicians (ACP), representing
More informationPriority Agenda Introduction. Who are Medical-Surgical Nurses?
Priority Agenda 2017 Introduction AMSN is the professional nursing organization dedicated to the specialty of medical-surgical nursing. There are approximately 600,000 medical-surgical nurses in the US,
More informationPATIENT AND FAMILY-CENTERED CARE
PATIENT AND FAMILY-CENTERED CARE Annual Report 2017 PATIENT AND FAMILY-CENTERED CARE We are pleased to present the 2017 Patient and Family-Centered Care (PFCC) Annual Report for Beaumont Health. This inaugural
More informationText-based Document. Direct Care RN Perceptions of the Healthy Work Environment. Downloaded 28-Apr :39:51.
The Henderson Repository is a free resource of the Honor Society of Nursing, Sigma Theta Tau International. It is dedicated to the dissemination of nursing research, researchrelated, and evidence-based
More informationPresentation Summary
SAN FRANCISCO GENERAL HOSPITAL and TRAUMA CENTER ANNUAL REPORT Fiscal Year 2011-2012 1 Presentation Summary SFGH Strategic Plan Update Environment of Care Report Approval Requested Provision of Care Policy
More informationACHIEVING PATIENT-CENTRED COLLABORATIVE CARE (2008)
CMA POLICY ACHIEVING PATIENT-CENTRED COLLABORATIVE CARE (2008) The Canadian Medical Association (CMA) recognizes that collaborative care is a desired and necessary part of health care delivery in Canada
More informationDoes Having a Unit-Based Nurse Practitioner Increase Nurses Level of Satisfaction with Patient Care Delivery? Patricia Meyer, DNP, CRNP, NE-BC
Does Having a Unit-Based Nurse Practitioner Increase Nurses Level of Satisfaction with Patient Care Delivery? Patricia Meyer, DNP, CRNP, NE-BC INTRODUCTION Why Nursing Satisfaction Is Important Improved
More information10/20/2015 INTRODUCTION. Why Nursing Satisfaction Is Important
Does Having a Unit-Based Nurse Practitioner Increase Nurses Level of Satisfaction with Patient Care Delivery? Patricia Meyer, DNP, CRNP, NE-BC Why Nursing Satisfaction Is Important Improved patient outcomes
More informationProfessional Nursing Portfolio Program. Objectives
Professional Nursing Portfolio Program 4 th Annual NDNQI Data Use Conference New Orleans, LA January, 2010 Objectives Identify an innovative program designed to highlight the professional and academic
More informationAlternative Employment and Compensation Structures for Advanced Practice Clinicians
Alternative Employment and Compensation Structures for Advanced Practice Clinicians Focus Paper Glenn W. Chong, FACHE, FACMPE April 17, 2017 This paper is being submitted in partial fulfillment of the
More informationProgramme Specification
Programme Specification MSc, PG Dip, PG Cert in Advanced Nursing Practice Valid from: January 2016 Faculty of Health and Life Sciences SECTION 1: GENERAL INFORMATION Awarding body: Teaching institution
More informationDNP STUDENT HANDBOOK
WESTERN KENTUCKY UNIVERSITY School of Nursing DNP STUDENT HANDBOOK 2017-2018 The baccalaureate degree in nursing, master's degree in nursing and Doctor of Nursing Practice at Western Kentucky University
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/31/2016 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
More informationSession 183, March 7, 2018 Sue Murphy, RN, BSN, MS, Chief Experience Officer, UChicago Medicine
Chief Experience Officer: The New Leader Driving Innovation to Transform Healthcare for Patients, Families and Care Teams Session 183, March 7, 2018 Sue Murphy, RN, BSN, MS, Chief Experience Officer, UChicago
More informationLeadership Development for the Formal Nurse Leader
Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2017 Leadership Development for the Formal Nurse Leader Lori Neu Walden University
More informationDOCUMENT E FOR COMMENT
DOCUMENT E FOR COMMENT TABLE 4. Alignment of Competencies, s and Curricular Recommendations Definitions Patient Represents patient, family, health care surrogate, community, and population. Direct Care
More information09/24/2012. Faculty Disclosure. Session Objectives. Support. IOM Future of Nursing
IOM Future of Nursing Faculty Disclosure Bonnie Osgood MSN, RN-BC, NE-BC President Delaware Nurses Association September 12, 2012 21 st Century Visions of Nursing This presentation is free of sponsorship,
More informationRUNNING HEAD: SHARED GOVERNANCE IN A CLINIC SYSTEM Meyers 1. Shared Governance in a Clinic System
RUNNING HEAD: SHARED GOVERNANCE IN A CLINIC SYSTEM Meyers 1 Shared Governance in a Clinic System Michelle M. Meyers, RN, CCRN, DNP Student, Creighton University, 2500 California Plaza, Omaha NE 68102,
More informationUNIVERSITY OF SOUTH ALABAMA ADULT HEALTH NURSING
UNIVERSITY OF SOUTH ALABAMA ADULT HEALTH NURSING 1 Adult Health Nursing AHN 347 Adult Health Nursing I 3 cr Provides the opportunity to analyze theories, concepts, research, issues and trends in caring
More informationSuccession Planning in an Academic Medical Center Nursing Service. Cynthia Barginere, DNP, RN FACHE Lynne M. Wallace, SPHR
Succession Planning in an Academic Medical Center Nursing Service Cynthia Barginere, DNP, RN FACHE Lynne M. Wallace, SPHR Rush University Medical Center Spanning 175 years, Rush has been part of the Chicago
More informationExpert Caring. Innovation. Lifelong Learning. Quality Achievement. Empowered Leaders. Annual Report Exhibit OO3.b
Annual Report 2013 Professional Nursing Staff Organization Expert Caring Empowered Leaders Innovation Lifelong Learning Quality Achievement Reflections Exhibit OO3.b Dear Nurse Colleagues, One of our most
More informationQUALITY MEASURES WHAT S ON THE HORIZON
QUALITY MEASURES WHAT S ON THE HORIZON The Hospice Quality Reporting Program (HQRP) November 2013 Plan for the Day Discuss the implementation of the Hospice Item Set (HIS) Discuss the implementation of
More information