Interview A Former Director Of Nursing Of Fayette Medical Center

For this assignment I was able to interview Regina Bowman RN, BSN. Her current position is that of the Director of Medical Surgical Nursing. Her position places her over top of seven nursing units between two facilities. Regina graduated from the Mercer Medical School of Nursing in 1979 with her diploma in nursing. The Mercer medical school of nursing is still in operation although it has been renamed the Capital Health School of Nursing. Her return to school started after graduation. She enrolled at Mercer County Community College to obtain her Associates. Secondly she attended La Salle University and received her Bachelor’s in Nursing in 2003. Lastly she is currently enrolled at the Thomas Edison State University, and has a

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.

Nevertheless, many organizations continue to struggle with what “it” is. This ambiguity ultimately leaves many with vague or muddled expectations for what constitutes patient-centered care. Is it a surprise, then, that many leaders report feeling bewildered at how to go about becoming more patient-centered? Or that others, convinced that their approach is indeed a patient-centered one, are surprised to find data reflecting patient and/or staff discontent? In the broadest terms, patient-centered care is care organized around the patient. It is a model in which providers partner with patients and families to identify and satisfy the full range of patient needs and preferences. Not to be overlooked in defining patient-centered care is its concurrent focus on staff. To succeed, a patient-centered approach must also address the staff experience, as staff’s ability and inclination to effectively care for patients is unquestionably compromised if they do not feel cared for themselves. Although patients may not always be able to accurately assess the clinical quality of their care, or whether safety processes are in place, patient safety and high clinical quality are fundamental to a patient-centered approach. Patient-centered care does not replace excellent medicine―it both complements clinical excellence and contributes to it through effective partnerships and communication. A wealth of resources exists to guide organizations in addressing clinical

For this assignment, I had the opportunity to interview Samantha Hage De Reyes, family nurse practitioner, currently working at the University of California, Riverside (UCR) Health Center in Riverside, CA. Family nurse practitioners are described as health professionals with analytic skills for evaluating and providing evidence-based, patient-centered care across settings, and advanced knowledge of the health care delivery system (Hamric, Hanson, Tracy & O’Grady, 2014). My objective was to ask a series of questions pertaining to the role of a family nurse practitioner, challenges concerning this nursing role, opinions regarding the future of family nurse practitioners, and more. This interview was conducted over the phone, and it was a valuable opportunity to learn more about what it means to be a family nurse practitioner and to start thinking about what I want to achieve in my own

This interview was conducted on October 12, 2016, with Judy Hayes, RN. Ms. Hayes began her nursing career in 1981 as a primary nurse at New England Medical Center (NEMC). During her tenure there she held various positions ultimately becoming the manager of the Surgical Intensive Care Unit (SICU). Over the years Ms. Hayes has worked for private consulting firms and attained the Directorship of Utilization and Care Management at St. Elizabeth’s Medical Center (St. E’s). In 1999 Ms. Hayes joined Brigham and Women’s Hospital (BWH) as Director of Professional Practice and Staff Development. From 2005 through the present Ms. Hayes has been the Vice President of Nursing and Chief Nursing Officer (CNO) at the Brigham and Women’s Faulkner Hospital (BWFH).

The Health Care System 's purpose is to meet the physical and mental health needs of the communities in which they serve, these systems operate using people working within heal care facilities as well as other health delivery resources. One group of individual that help with facility operations are nursing administrators. Nursing Administrators contribute in managing along with directing the nursing care delivery system. Their leadership style, characteristics, communication strategies, including the way that they negotiate as well as manage conflicts can determine the quality of the healthcare services treat the facility provide as well as help to develop a set of guidelines to standardize the type and quality of the nursing services. (Cipriano, 2011) Together the Nurse Mangers work toward the same goals along with guiding nurses in their practice and contribute to the facilities successes. (Frankel, 2011) The nursing leaders are advocates who directly affect the quality of the nursing care along with also having a positive impact on healthcare through leadership.

I have scheduled an interview and time to observe a nurse leader with the Director of Nursing (DON) for the Virginian Nursing and Rehab facility in Fairfax, Virginia for Thursday October 2, 2014 at 7:30am. I plan on spending a full eight-hour shift with the nurse leader observing the following three leadership activities: 1) Observing her making rounds on the units 2) Observing and or participating in a nursing leadership meeting and 3) Observing the facility’s interdisciplinary team meeting.

There are many challenges facing today’s nursing leaders and managers. From staffing and scheduling, to budget cuts and reduced reimbursements, today’s nursing leaders must evolve to meet the ever changing health care environment. Constance Schmidt, Chief Nursing Officer at Cheyenne Regional Medical Center (CRMC), identified retaining experienced registered nurses (RN) as one of the biggest problems she faces as a nursing leader. She went on to state “Nationally, most hospitals have more than 60% of their nurses with at least 5 years of experience. At CRMC, it’s the reverse. We have more than 60% of our nurses with less than 5 years of experience” (personal communication, March 28, 2014). The two largest factors affecting those numbers are the nursing shortage and nursing retention. The first, the nursing shortage, was identified years ago and has been researched countless times. Some projections indicate the number representing the gap between available registered nurses, and the positions needing to be filled, could be over a million before the end of the current decade. The latter, retention of nurses, is a problem in every health care facility in the nation. Nursing turnover results in both a significant financial cost to hospitals, and a significant impact on the community through its effects on patient outcome.

Patient-centered care refers to the view that patients and their family members are partners in developing a care plan. This stems from the belief that the patient is in control and that the care provided is rooted in respect that addresses the patient’s personal needs and values (Barnsteiner & Sherwood, 2012). Creating a partnership with a patient that allows them to grasp the goals and methods of their plan of care and includes them in the decision-making process can prevent errors from occurring. This gives the patient the opportunity to correct any

Discuss the Nurse Leader’s strategic plan as it relates to The Institute of Medicine’s Quality initiatives and ONE of the following five core competencies.

Patient centered care is defined as “the practice of caring for patients (and their families) in ways that are meaningful and valuable to the individual patient, which includes listening to, informing and involving patients in their care” (Grenier and Knebel, 2003). Five challenges presented in patient centered care are patient obstacles, physician and practice obstacles, facility obstacles, community obstacles, and health literacy.

Healthcare changes occurring today along with shrinking budgets and reimbursement rates for hospitals has forced institution CEOs to do more with less. Changes and restructuring of various health facilities require nursing leaders with flexibility and adaptability. Nurse leaders must also consider budgetary constraints, cost effectiveness, patient safety, and quality care while maintaining focus on improved patient outcome. The responsibility of ensuring patients receive safe and high quality care belongs to every employee in the hospital, including support staff such as IV therapy. In this hospital, this led to the development of a nurse director position to oversee the

A transformational leadership style along with good communication skills can be used to manage the multiples issues Hartland Memorial faces. “Transformational leadership involves anticipating future trends, inspiring followers to understand and embrace a new vision of possibilities, developing others to be leaders, and reward learners” (Hellriegal & Slocum, 2009, p. 301). Elizabeth and her associates should have the necessary qualities of a transformational leader; integrity, accountability, and motivation, so the staff can identify with them. The nurse manager could give nurses opportunities to demonstrate and experience leadership in their profession on a regular basis. Effective leadership is critical in delivering high quality care; equally

Nursing involves greater purpose beside the objective of treating patients’ ailments in an efficient and effective manner. Nurses, physicians, and health care providers across the board uphold the duty to treat patients with the utmost value of care. As a universal definition of care does not exist, Anita Finkelman and Carole Kenner explain care is drawn from four perspectives: a sense of care involving compassion, knowledge and expertise that allows nurses to advocate for the patient in addition to treating the medial complication, and “…competence in carrying out all the required procedures, personal and technical, with true concern for providing the proper care at the proper time in the proper way (Finkelman & Kenner, 2013) . Combining the foundation of every perspective leads to the Institute of Medicine’s (IOM) first core competency of patient-centered care. Sans the image of patient-centered care the practice of nursing and medicine alike will lack the passion the American Nursing Association envisions for “the protection, promotion, and optimization of health and abilities, prevention of illness and injury, alleviation of suffering through the diagnosis and care of individuals, families, communities, and populations” (Finkelman & Kenner, 2013). Therefore, the author of this paper explores the IOM’s definition of patient-centered care, implementation of the concept, and its pivotal relationship to the nursing profession.

Throughout Faye’s life she demonstrated strong team leadership styles such as her remarkable courage and determination for pursuing her vision. The courageous risks she took in her leadership roles were all in an effort to improve patient care throughout the world. For example, during a visit to the San Diego long-term care facility Faye noticed statutory violations and other evidence of substandard care. During her opening of the conference of the American Health Care Association, she announced to them that the lack of patient care was unacceptable in the homes they licensed. The next morning she received recognition from her boss which is the US Department of Health and Human Services. Faye was applauded