A Project Site Leader And The Nurse Leader

As a motivated workforce and role model in the dynamic and rapid changing of health care system, leadership skill is one of the most important competencies of advanced practice nurse (APN). This skill should be taught, practiced, nurtured and enhanced during APN education more than ever before. The Institute of Medicine (IOM) state that nurses are important full partners and leaders in the transformation of health care (Hamric, Hanson, Tracy, & O’Grady, 2014). According to Hamric et. al (2014), nurses should take on more leadership roles to have their voices heard. APNs not only have a stake in these efforts, but also have the clinical expertise and leadership that can ensure success (Hamric et. al, 2014). This paper aims to examine the

This paper aims to address and discuss about the leadership and management of the nurse leader interviewed. This experience was a great opportunity to witness first hand how a nurse leader cultivate and manage their staffs in real life setting. Moreover, it provides a great access to gain insight and knowledge about nurse leaders’ vital responsibilities and role diversities in the organizations they work with. Nurse leaders pay more specific and close attention in handling the staffs and most importantly, patient care.

Healthcare is in a constant state of change with movements that impact rates, access and quality of care. Hospitals have become more competitive due to the rising cost of care delivery and the reduction in reimbursement from payers. This causes difficulty in delivering quality care to all patients, which is being measured by mandated patient perception surveys, Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS). HCAHPS scores are part of value

This plan will take 10 weeks to accomplish. Week 1, flyers will be made and distributed, so that all staff is aware of the changes being implemented and can plan to make this change. It will also give staff an opportunity to voice any concerns related to the changes and fill out the initial survey which is in Appendix B. This week will also be used to gather any resource materials needed to help with implementation of skills. Week 2 will be used for coordinating instruction and teaching with unit managers. Weeks 3 & 4 will be used to review the process of shift change report and how communication occurs between nurses, from nurse to patient and from nurse to physician. Staff interdisciplinary interactions will also be reviewed to find weaknesses in communication and teamwork. Week 5 will be used to review incident reports, to determine the gaps and what the staff needs to know to make incident reporting more effective and efficient. Week 6 will be used to arrange teaching times. This week will also be used to find teaching facilitators to teach the rest of the

For decades, something was missing in patient care. Crucial quality and safety-improvement professionals involved in healthcare delivery were formerly not located in the places where care was actually provided. This often resulted in a disconnect that fragmented healthcare quality, safety, and improvement. According to Reid and Dennison, in their article The Clinical Nurse Leader (CNL)®: Point-of-Care Safety Clinician, “The role of the Clinical Nurse Leader (CNL)® restores this vital connection. The CNL is a clinician who brings the locus of control for safe and quality care from the administrative areas straight to the unit’s providers who deliver the services. “

As the charge nurse of the acute care, the nurse interviewed is in charge of 6 employees in that specific department, but on the weekend she leads the entire hospital. Although being a nurse leader has its challenges, it’s great when everyone works together to achieve their goals and it becomes very fun. In regards to a budget, she has to conduct one for her responsibilities in infection control. This comes with many obstacles as it is hard to predict the budget for the entire year, and this was never taught to nurses in school or as part of job training (R. H., personal communication, November 12, 2016).

The final identified recommendation is the use of a standardized action plan format that will provide the framework for change. Defined expectations and deadlines will ensure that progress is maintained amongst the numerous and diverse clinical settings. My role-modeling of this step will teach my management team how to utilize this tool as well as assist with setting the expectation that they utilize the tool with their staff members as well.

There are many skills, traits, and behaviors one must possess in order to be an effective leader. The American Organization of Nurse Executives (AONE) has compiled a list of competencies and skills that nurse leaders should be proficient in. The five competency domains identified by AONE (2011) are “communication and relationship building, knowledge of health care environment, leadership skills, professionalism, and business skills” (p. 3). The competency domain I believe is essential for one to possess in order to be an effective executive nurse leader is communication and relationship building. The competencies AONE (2011) listed under the domain communication and relationship building are “effective communication, relationship management, influence of behavior, ability to work with diversity, shared decision-making, community involvement, medical staff relationship, and academic relationships” (p.3). I will discuss how Tom (nurse manager of a psychiatric unit) did not meet these specific characteristics under that domain.

In both case studies, I think you have done an excellent job identifying the patients’ risk factors. As a Clinical Nurse Leader it is important to educate patients on both modifiable risk factors and non-modifiable risk factors. You identified modifiable risk factors like obesity, physical activity and tobacco use. You also identified a non-modifiable risk factor: family history. Some other non-modifiable risk factors are: age, gender, and ethnicity.

The second project sought to assess the delays in the discharge of short-term rehabilitation patients (Phillips & Phillips, 2012) . The third project examined the daily charting system of certified nurse assistants (CNAs) (Phillips & Phillips, 2012). Prior to implementing each intervention, a needs assessment was completed which included a problem analysis, and a target condition, countermeasures, and implementation plan of each potential project (Phillips & Phillips, 2012). Based on the results of the problem analysis, a target condition, countermeasures, and implementation plan was developed for each project. The purpose of the evaluation was to examine the overall effectiveness and value of the reVIEW program using the Phillips ROI

Health care is a necessity and a service utilized by all persons at some point in their lives. It is essential for individuals to receive the best quality of care with best outcomes possible. However, this is not always the case. According to Jukkala, Greenwood, Motes and Block (2013), the health care system is not perfect and still presents the opportunity for medical errors and inequities that place patients at avoidable risk. The Clinical Nurse Leader (CNL) although a fairly new role to nursing was created by the American Academy of Colleges of Nursing (AACN) to help alleviate the unnecessary errors or disproportions that many clients face (Stavrianopoulos, 2012).

The units established an alarm management team in 2013 with the goal to meet the requirements of NPSG.06.01.01. The team consisted of representatives from clinical engineering, the Yale School of Nursing, information technology, nursing management, performance improvement, physician leadership, and bedside clinical staff. The team began by using the gap analysis assessment tool provided by AACN.3

I chose this as my project because my original orientation was wide spread and followed no particular pathway of direction and was not formally organized, also, this project will serve as the kick start to my clinical process improvement project that I will be working on in the fall.

The team consist of nurses, pharmacist, patient navigators, health educators, data analyst and a network administrator. The team identifies barriers that may prohibit a patient from entering

After completion of analyses processes, it was determined that the existing system lacked the functionality needed to adequately accomplish the task at the desired level. Therefore, a new system is recommended—goals for which include improvements to the following: user interfaces, functionality, report generation, accessibility, error reduction, and quality of care. Despite the initial investment, the project is deemed feasible because the overall benefits far-outweigh the associated costs. That is, quality of care improvements yield widespread positive effects throughout the organization and allow it to remain competitive within its local marketplace.