Planned Change Of Maternal Child Health

This author spoke with several nurses to discuss Summa’s shared governance. There were two that had two opposing views of it. One nurse, who was younger, felt that the shared governance was just for show to achieve Magnet status. The cons she found was that the recommendations that staff nurses made were just ignored. Another problem she found was that the work that was put into it was not being reimbursed financially. Problem with shared governance is that it is believed to exist where there is empowerment, but it is has more to do with traditional board governance with some staff input. The result is that it is not founded in the actions of the staff nurse, but the actions of administration (Joseph & Bogue, 2016). The other nurse, who was older, was very excited to discuss shared governance. Her department was the first at Summa to initiate shared governance. Some of the pros were nurses had a voice and a path to follow to institute change. She explained how she

Professional nursing practice has been developing for several centuries. Nursing as a profession can be traced back to the early Christian era. Since then the perception of nursing practice has changed significantly. “Nursing is caring, commitment, and dedication to meeting the functional health needs of all people” (Craven &

In the beginning of this activity, I did not know much about collaboration between different healthcare professionals. It helped me to clarify the meaning of a healthcare team and also to understand the role of different professionals in the team. Different team members have their specific roles and all of them work together to achieve a common goal –healthier patient. They work independently, but when it comes to decision making they seek advice from other healthcare provider in order to do the best for the patient. Not only doctor, physiotherapists, pharmacists and etc. are considered being part of the team. Patients must also be considered part of the decision making process,

Interprofessional team collaboration for professional nurses is viewed as a method to improve the care and safety for patients. However, interprofessional team collaboration presents both advantages and challenges for nurses and other team members. One of the advantages is the coordination of care for the patient and the sharing of knowledge to improve the outcomes for the patient. Challenges for interprofessional team collaboration is: poor role-definition, miscommunication, conflict, lack of accountability for assignment of responsibilities and tasks (Reeves, 2012). This paper will discussion the role of a nurse on an interprofessional team and the challenges, why interprofessional teams promote patient safety, and strategies to promote success interprofessional teams.

There are many way in which nurses could contribute leadership to improve the health care system to provide advance patient care. IOM states that, “serving as strong patient advocates, nurses must be involved in decision making about how to improve the delivery of care” (IOM, 2011, p. 222). In order to have a voice in the health care reform, nurses need to take opportunities to be involve in committees or board meetings and participate in making policies. The IOM “committee believes there will be numerous opportunities for nurses to help develop and implement care

Interdisciplinary teams in nursing basically focus on results on the basis that the involved participants share the responsibility for achieving these outcomes. These teams comprise of members from different practices in the healthcare field who gather information to achieve consensus. Based on the required skills at a specific time, the leadership of these teams may be rotated among the associates or team members. In order for the interdisciplinary teams to function effectively in the nursing field, their leaders primarily facilitate instead of directing the collective work. Interdisciplinary teams function effectively through establishing clear goals, evaluating progress, plan ahead, clarify roles, share the leadership, and capitalize on individual talents (Wenckus, 2004).

This report is going to be looking at the regulatory body for nursing and how they regulate practice and conduct. It will also be talking about why teamwork and supervision are important within a health and social care setting and the consequences of poor supervision. The regulatory body for the nursing profession is the Nursing and Midwifery Council (NMC). The NMC (2016) states that “We set standards of education, training, conduct and performance so that nurses and midwives can deliver high-quality health care throughout their careers.”

The organization obtains the input of direct care nurses (DCN) prior to the implementation of changes that affect care delivery or and work flow. Shared governance is incorporated into the professional practice model by DCN’s at the Providence Veterans Administration Medical Center (PVAMC). Shared governance promotes critical thinking, decision-making, and a just culture at the PVAMC. DCN’s are empowered to develop and direct professional practice based on their knowledge and expertise. According to the “Medical Center Plan for Nursing Practice” Policy Memorandum 118-1: the shared governance model “reflects the high professional stature of nurses at the medical center”.

The Robert Wood Johnson Foundation, in the beginning of 2007, funded Health Workforce Solutions LLC (HWS) in their project to create new innovative care models that can establish proficient and successful ways to deliver health care (Joynt & Kimball, 2008, January). In total, HWS selected 24 models of the original 60 care delivery models to conduct in-depth research. Throughout the years, many institutions have incorporated these different models, either independently or in combination. Although all models met the criteria of HWS, and are beneficial in their own way, the Unit-Based Care Manager model will be the subject of this paper. The Unit-Based Care Manager model, "is a new role created for Clinical Nurse Leaders (CNL 's), where a hospital unit 's care team and delivery is redesigned to leverage the CNL 's knowledge, experience, and functionality" (Joynt & Kimball, 2008, January). In fact, one example of the benefits of implying this model is hand hygiene compliance. Results show from CNL Role Immersions Practicum Experiences, that improvement went from 30% to over 70% with just this implementation ( Reid & Dennison, 2011, September 30).

According to American Nurses Association (2010) Scope and Standards of Nursing Practice, collaboration is defined as, “a professional healthcare partnership grounded in a reciprocal and respectful recognition and acceptance of: each partner’s unique expertise, power, and sphere of influence and responsibilities; commonality of goals; the mutual safeguarding of the legitimate interest of each party; and the advantages of such a relationship”.(p. 64). Collaboration amongst health care providers is very crucial in providing quality care to patients. Integration of disciplinary teams, improves communication, coordination, and most importantly, the safety and quality of patient care. It provides interaction between team members allowing

A professional nursing practice is predicated on many tenets, which ensure optimal functionality and growth. A successful organization requires the systematic employment of ethical values, as well as structural, organizational and relational leadership. In essence, a nursing practice must fortify its corporate structure, productivity, operational flow, and professional relationships in order to thrive. The purpose of an organizational meeting is to address the foundational elements of a successful practice. Along with delineating guidelines, a meeting should reinforce structure, a unified sense of purpose, and address lingering issues.

Teamwork is vital in healthcare.  When all participants are engaged in a program, goals are successfully achieved. Being able to communicate and work collectively as a team requires an appreciation for each other’s area of practice.  Every team member has an important role and being acknowledged provides a sense of responsibility and accountability. Essentially, inter-professional collaboration helps ensure that the patient is getting care that is not only accessible but also comprehensive.  The plan of a patients’ care includes active participation by all health care professionals working interdependently in accordance to the patient’s preferences, values and beliefs. The health care team accomplishes the goal of meeting the patient’s medical needs by delivering evidence-based practice.   To deliver quality care, the patient should always be involved.

In the existing environment of progressively complex healthcare needs, there is a strong desire for teamwork between healthcare professionals from various backgrounds, as not a single individual is capable of delivery of care that meets the complete needs of the client (Mickan, Hoffman, and Nasmith, 2010). St. Louis Medical Center (SLMC), as stated in their mission and vision statement, is devoted to the delivery of high quality of healthcare services to their population. A utilization of interdisciplinary shared governance model in their everyday practice would contribute to the fulfillment of its mission and vision statement. According to Brewton, Eppling, and Hobley (2012), “the promises of shared governance are: improved patient-quality outcomes, high professional nurse satisfaction, the ability to recruit and retain bright and committed professional nurses, and energized and engaged nursing staff” (p. 39). The purpose of this paper is to design a future shared-governance model for SLMC, provide empirical supporting evidence for the model and examine the importance of utilization of this model to the nursing practice.

A professional nurse is one who puts the needs and importance of patient care above all others. While striving for professionalism, nurses need compassion, patience, empathy, strong moral and ethics, accountability and the commitment to always act in the best interest of their patients. Nurses are held accountable for providing quality, safe, and effective nursing care (Hood, 2014). A professional nurse has the responsibility to continually improve and implement nursing standards while maintaining integrity by involving themselves in various tasks. Regular involvement in reading professional literature and sharing of evidence- based research with other healthcare personal helps increase knowledge and skills. This nursing ability can be used to encourage the actions of others in the healthcare team resulting in improved patient care. Nurses should encourage each other to become involved in hospital committees, provide an environment to encourage the discussions of ethical dilemmas, promote professional growth of nurses to voice their concerns and share viewpoints to address issues. “A professional nurse should expect to commit to a life of continuous learning growth and development”. (Hood, 2014, pp. 29). Nurses choose this profession to help others. As professional nurses we must maintain our ethics, values, characteristics, and commitment to drive our profession forward (CCN, 2015). Nurses must be autonomous, accountable, and be able to delegate to unlicensed assistive personnel. Being autonomous as a nurse means having control over their practice (Hood, 2014). It allows a nurse to take risks while being held accountable for ones’ actions (Hood, 2014).

The nurse manager is vital in creating an environment where nurse-physician collaboration can occur and is the expected norm. It is she, who clarifies the vision of collaboration, sets an example of and practices as a role model for collaboration. The nurse manager also supports and makes necessary changes in the environment to bring together all the elements that are necessary to facilitating effective nurse-physician collaboration. Many authors (Alpert, Goldman, Kilroy, & Pike, 1992; Baggs & Schmitt, 1997; Betts, 1994; Evans, 1994; Evans & Carlson, 1993; Keeman, Cooke, & Hillis, 1998; Jones, 1994) have