CNO Panel Discussion: Executive Leadership and the Doctor of Nursing Practice. Linda Roussel, PhD, RN, NEA-BC Moderator

Transcription

1 CNO Panel Discussion: Executive Leadership and the Doctor of Nursing Practice Linda Roussel, PhD, RN, NEA-BC Moderator

2 Esteemed CNO Panelists Deborah Baker, DNP, CRNP Sr. Vice President of Nursing Johns Hopkins Health System Vice President of Nursing and Patient Services for The Johns Hopkins Hospital Velinda Block, DNP, RN, NEA-BC Division Chief Nurse Executive, HCA TriStar Elicia Jacob, DNP, RN, PHCNS-BC Director of Nursing Equity Advisor UAB Hospital

3 Objectives By the end of the panel discussion, CNO will: Describe overall DNP education in preparing you for executive leadership. Describe your expectations of DNPs in your setting(s). Describe best practices for socializing DNP students/graduates (post-msn; BSN to DNP) into the healthcare system.

4 Doctor of Nursing Practice at JHHS: the value proposition 3

5 The Tripartite Mission

6 The Burning Platform: catalysts for nursing leadership DNP: Clinical and Operational Strategic Leadership DNP: Academic Strategic Leadership DNP: Research Partnerships DNP: Professional Mission

7 DNP: Clinical and Operational Strategic Leadership Mission Driven Organizations with academic core and commitment to community Healthcare Reform and need for transformational leadership Articulate clinical professionals that can educate the executive board about workforce expense vs value proposition Facile with data that drives outcomes and improves processes Voice of the patient and precision medicine

8 DNP: Academic Strategic Leadership Partnering students with mission imperatives and other disciplines Focus on defining the problem: RCA approach DNP as RN Mentor and advocate DNP catalysts for an organizational paradigm shift: Education vs Learning and Inquiry

9 DNP: Research Connection DNP/PhD Partnerships Evidence Based Practice Initiatives Leveraging the strengths of Nursing Practice: Dissemination and Implementation Research Science

10 DNP: Professional Mission Narrowing the gaps in frontline care Leading care teams Amplifying the voice of the patient and enhancing patient and family education Influencing healthcare policy

11 Velinda J. Block, DNP, RN, NEA-BC Division Chief Nurse Executive, HCA TriStar

12 HCA TriStar Division 22 Hospitals 3,476 Licensed Beds 15,000+ Employees 5,800+ Nurses 2,700+ Physicians 661,000+ Patients Annually

13 My DNP Journey Why Professional growth & development Role modeling Academic medical center Impact 2 nd cohort at UAB Influence on curriculum Organizational impact (CNL Project)

14 Importance of DNP in My Roles Strategic Perspective Relationship with other Clinical Professionals Data Impact through EBP School of Nursing Partnerships Mentoring

15 Examples of DNP Impactful Projects Scaling a Team-Based care model across large organization TeamSTEPPS in critical care unit Reducing use of the Emergency Department Efficacy of teaching approach

16 Additional Thoughts Knowledge not a role Raising the bar: Projects not a means to an end Mentorship NPs & DNP Impact health policy Enhanced ability to apply evidence Further develop leadership skills

17 UAB Hospital

18 Role of Nursing Director Daily operations Quality Outcomes and Patient Safety Indicators Nursing policy & practice Capital Budget Compliance, regulatory and accreditation Human Resources Patient/Family centered mediation Physician, interdisciplinary and community partner collaborations

19 DNP Journey Nursing Practice Development The DNP essentials The Expert Mentoring

20 The Business Case for the DNP RN turnover Employee satisfaction Interdisciplinary Collaboration Patient Safety Indicators DNP Council Transition of care rounds External relationships Professional Growth

21 So what did we learn from our CNOs.. Reinforced the need for doctoral education for advanced practice Knowledge Transformation (not a role) Making space for scholarly practice More than a project