Management Challenges for Tomorrows Leaders by kti18994

VIEWS: 96 PAGES: 39

More Info
									 Preparing Tomorrow’s Leaders:
   What We Need to Do Today
Rebecca A. Jones, PhD, R.N. NEA-BC               Linda Q. Everett, PhD, RN, NEA-BC, FAAN
National Director of Nursing                     Executive Vice President/Chief Nurse Executive
Career Education Corporation (CECO)              Clarian Health

Linda L. Workman, PhD, RN, NEA-BC                Kathy Harris, MS, RN, CENP, FACHE
VP Center for Professional Excellence            Regional Vice President, Clinical Services
Cincinnati Children's Hospital Medical Center    Banner Health
                           Carol Reineck, PhD, RN, FAAN, CENP, NEA-BC
                                   Chair & Associate Professor
                                Department of Acute Nursing Care
                             Amy Shelton and V.H. McNutt Professor
                              in honor of nurses of the Armed Forces
                             University of Texas Health Science Center
 Presenter Disclosure Information
                 Preparing Tomorrow’s Leaders: What
                         We Need to Do Today




Nothing to disclose
            Learning Objectives
• Discuss key issues concerning the educational and
  experiential preparation of tomorrow’s leaders.

• Respond to key educational concerns of students,
  faculty and nurse executives.

• Dialog with a panel about creating networks to
  advance the preparation and expertise of
  tomorrow’s nursing leaders.
  Journey to the Design of Knowledge Domains and
Competencies for Nurse Executives and Nurse Managers



  Magnet Studies – 1983 and 2002
  AONE – 2004
  AACN and AONE – 2005
  AONE and CGEAN – 2006
  AACN and CGEAN – 2010
         AONE/CGEAN – Three
       Dimensional Administrative
           Curriculum Model
• Dimension #1
   – 5 Requisite Domains
• Dimension # 2
   – 10 Domain Threads
• Dimension #3
   – Competency Levels –
     Novice to Expert
         AONE/CGEAN – Three Dimensional
          Administrative Curriculum Model
Dimension #1                  Dimension # 2                          Dimension #3
    – 5 Requisite Domains         – 10 Domain Threads                    – Competency Levels
        •   Business                  •   Evidenced-Based Practice           •   Novice
        •   Leadership                •   Quality Improvement                •   Advanced Beginner
        •   Environment               •   Ethics                             •   Competent
        •   Communication             •   Effective Communication            •   Proficient
        •   Professionalism           •   Influencing Behaviors              •   Expert
                                      •   Strategic Management
                                      •   Accountability
                                      •   Teamwork
                                      •   Clinical Leadership
                                      •   Mentoring
   Unresolved Issues in
Curriculum Model Design -
          2006          • 4 Competencies
                                 – Facilities Planning
                                 – Project Management
                                 – Health Promotion/Assessment of
                                    Populations
                                 – Complexity Science
                            •   4 Competency Threads or Domain
                                Threads
                                 – Team Development
                                 – Analysis of Financial Statements
                                 – Information Technology Recover
                                 – Personal or Professional Issues
   Nurse Executive versus Nurse
  Manager: Educational and Practice
            Differences
• Both
   – Are organized around the 5 Requisite Domains
   – Meet the tenets of the Advanced Role Specialty
     Practice as defined by the ANA
   – Fall within the care integrator and coordinator
     roles – with focus on patient safety and
     transforming the work environment - according
     to McClure, 1991
Nurse Executive versus Nurse Manager:
 Educational and Practice Differences
                 Cont         • The Nurse Executive role and,
                                      subsequently, the curriculum are
                                      more strategically focused and
                                      are directed at a broader scope
                                      and complexity, e.g., higher level
                                      of functioning within and across
                                      the organization

                                  •   The Nurse Manager role and,
                                      subsequently, the curriculum are
                                      directed at more focused skills
                                      (business management and
                                      leadership) and application
                                      within a defined perspective,
                                      e.g., nursing unit/service
   AACN Baccalaureate, Master’s and DNP Essentials -
                        2010
I.    Scientific Background for Practice
II.   Organizational and Systems Leadership
III.  Quality Improvement and Safety
IV.   Translational Scholarship for Evidence Based Practice
V.    Information and Healthcare Technology for Transformation of
      Microsystems
VI. Health Policy for Advocacy in Health Care
VII. Interprofessional Collaboration for Improving Patient and Population
      Health Outcomes
VIII. Clinical Prevention and Population Health for Improving Health
IX. Advancing Professionalism and Professional Values
X.    Nursing Practice
 Status of Unresolved Issues in
Curriculum Model Design – 2006
 Compared to AACN Essentials

                        4 Competencies                  2006   2010
           Facilities Planning                          No     No
           Project Management                           No     No
           Health Promotion/Assessment of Populations   No     Yes
           Complexity Science                           No     Yes
          4 Competency Threads or Domain Threads
           Team Development                             No     Yes
           Analysis of Financial Statements             No     Yes
           Information Technology Recovery              No     Yes
           Personal or Professional Issues              No     Yes
  SCOPE OF PRACTICE


  Kathy Harris, MS, RN, CENP, FACHE
Regional Vice President, Clinical Services
             Banner Health
     ADMINISTRATIVE LEVELS
Nurse Executive
   – Director, Chief Nursing Officer
   – Engage in strategy, long-range planning
   – Identify structures, processes needed to achieve
     objectives
   – Allocate resources
   – Ensure systems-perspective
   – Evaluate effectiveness of organized services
   – Facilitate research
    ADMINISTRATIVE LEVELS
Manager
  – Participate in policy formulation and implementation
  – Facilitate staff participation in distributive decision
    making
  – Be accountable for outcomes and processes of services
    provided
  – Evaluate care delivery
  – Hire, supervise, organize, develop and evaluate staff
  – Coordinate services
  – Participate in budget activities
                  TITLES AND ROLES
Chief Nursing Officer
•   Articulating a vision
•   Developing leaders
•   Engaging and empowering
•   Creating environments
                                        Director
                                •   Establishing direction
                                  •    Aligning people
                              •   Motivating and inspiring
                              •   Disrupting the status quo

                                                                                       Manager
                                                                                •     Budgeting
                                                                  •     Organizing and staffing
                                                         •    Controlling and problem solving
                                              •    Providing stability, predictability and order
  ARE ALL LEADERS THE SAME OR ARE
    NURSING LEADERS DIFFERENT?
• We are members of a profession which precedes and
  transcends employment

• State Boards of Nursing hold the professional (the RN)
  responsible AND accountable for practice

• They also hold nursing leaders responsible and accountable
  for practice and environments

• Nurse leaders are unique in acting across three spheres of
  influence
NURSING LEADERSHIP



             Professional




  Clinical             Operations
MANAGING CONFLICTING
     PRIORITIES
joy
Joy\joi\n[ME, fr.OF joie, fr.L gaudia ]1: a
 feeling of happiness that comes from
 success, good fortune, or a sense of well
 being 2: a source of happiness

                   The Merriam Webster Dictionary
QUESTIONS? COMMENTS?
      ADDITIONS?
Educational Levels and
     Experience
     Rebecca A. Jones, PhD, R.N. NEA-BC
     National Director of Nursing
     Career Education Corporation (CECO)

     Linda L. Workman, PhD, RN, NEA-BC
     VP Center for Professional Excellence
     Cincinnati Children's Hospital Medical Center
Educational Levels:
  Where to Start

• Diploma

• A.D.N.

• B.S.N. (entry into
  practice)??
               Educational Levels:
                 When to Stop
• MSN
  – Is this enough??
• DNP
  – Advanced specialized level
    to promote and translate
    evidence into practice.
    Or
• PHD
  – Research doctorate
     Education:
Influencing Factors
•   Geography
•   Social and Family Life
•   Availability of Schools
•   Career Trajectory
•   Discipline/Profession
•   Hospitals Pursuing
    Magnet status
  Education
vs. Experience
       Education   Experience
Certification
Exams
  Organization           Certification           Role                     Degree                     Years                   Other
                         Exam                                                                        Experience
  American Nurses        Nurse Executive         Mid-level Administrator, BSN or MSN                 24 months Full time     Active RN License,
  Credentialing Center                           Nurse Manager,                                      Equivalent (FTE) in 5   30 hours of
  (ANCC)                                         Supervisor, Director,                               years                   Continuing Education
                                                 Assistant Director,
                                                 Graduate Faculty, or
                                                 Consultant
  American Organization Certified Nurse          Nurse Manager            BSN degree or higher   2 years experience,     Valid RN License
  of Nurse Executives   Manager and Leader                                                       (1040 hours/year)
  (AONE)                (CNML)                                               OR                       OR
                                                                          Bachelor degree not in (3) years of experience
                                                                          nursing                (minimum of 1,040
                                                                                                 hours per year)
                                                                          OR                     OR
                                                                          Diploma or Associate 5 years experience,
                                                                          degree                 (1040 hours/year)


  American Nurses        Nurse Executive         Nurse Executive,         Master’s (MSN)             2 years in an           Active RN License,
  Credentialing Center   Advanced                Graduate Faculty         or BSN with Master’s       Executive Role          30 hours of
  (ANCC)                                                                  in another field                                   Continuing Education
  American Organization Certified in Executive   Executive Nursing Role   Master’s (MSN) or          2 years in an           Valid RN License
  of Nurse Executives   Nursing Practice                                  higher (1 degree must      Executive Role
  (AONE)                (CENP)                                            be in nursing from an
                                                                          accredited institution )       OR
                                                                            OR                       4 years in an
                                                                          BSN                        Executive Role
       CLINICAL EXPERTISE


Linda Q. Everett, PhD, RN, NEA-BC, FAAN   Kathy Harris, MS, RN, CENP, FACHE
   Executive VP/Chief Nurse Executive        Regional VP, Clinical Services
          Clarian Health                            Banner Health
The Course
                          WORK DESIGN
•   Patient Population                            •Regulatory
•   Cross-functional requirements and resources            requirements
•   Volumes and fluctuations                      •Delivery models
                                                  •Work flow
•   Acuity                                        •Case management
•   Physical layout                               •Technology
•   Services provided ADT functions               •Resources
    (admissions/discharges/transfers) Scope of    •Patient care standards
    practice (specialist v. generalist)
                      STAFFING
•   Competencies
•   Resources
•   Pipeline
•   Education
•   Skill mix
•   Adequate numbers of staff
•   Patient requirements
•   Benchmarks
•   Shared decision making
•   Level of supervision
                     SAFETY
•   NPSGs
•   AHRQ
•   Nurse sensitive indicators
•   Sentinel/Major Events
•   Handoffs and transfers
•   Medication administration
•   Technology
•   Accrediting and regulatory requirements
•   Workplace Safety
•   Horizontal/Lateral violence
        SUPPORT RESOURCES
•   Nursing Supervisors
•   Leadership /education and scope
•   Education / Professional development
•   Research and evidence based practice
•   Additional expertise as required
•   Patient safety and quality
•   Safe system design
•   Fair and Just culture
•   Risk Management
•   Quality tools and processes
•   Community support/resources
Blue Print for Action
  CGEAN & AONE
 Top 3 Areas to Develop in a New
              Leader
1. ..
2. ..
3. ..
        Top 3 Challenges
1. ..
2. ..
3. ..
              Next Steps
• Tasks for the AONE - CGEAN Task Force
• AACN Network
• Other

								
To top