HCA CHARGE NURSE LEADERSHIP PROGRAM East Florida Division 2019 - - - PowerPoint PPT Presentation
HCA CHARGE NURSE LEADERSHIP PROGRAM East Florida Division 2019 - 2020 Lear Learning Objectiv ning Objectives es At the conclusion of the presentation, participants will be able to articulate the need for leadership development programs
East Florida Division 2019 - 2020
At the conclusion of the presentation, participants will be able to articulate the need for leadership development programs for nursing leaders, identify the elements of a successful program including curriculum and delivery model, and provide evidence based results.
1) The Need for Leadership Development 2) Elements of an Effective Program: Charge Nurse Leadership Certification program (Curriculum) 3) Adjunct Faculty Strategy and Delivery Model 4) Evidence Based Results 5) Summary
Our Mission: Above all else, we are committed to the care and improvement of human life!
increasingly complex industry made even more challenging by a growing nurse shortage and increased pressures
pipeline, a gap can emerge that places key performance indicators and patient safety at risk
efforts to develop the next generation of nursing leaders and prepare them to effectively drive the nursing impact on health care’s future state!
4 Dimensions of Leadership
Strategic Leadership
(From Vision to Action)
Team Leadership
(From Self-management to Results through Others)
HCA Healthcare’s Strategy, Culture, and Values Personal Leadership
(From Self Awareness to Model Leader)
Operational Leadership
(From Ideas to Execution)
HCA Healthcare’s Leadership Institute is about building leaders who embrace our culture, grow our business, and lead the industry.
Por
tfolio
2019 - 2020 2020 Leadership Institute
Change Management
Organizational Development Professional Development Signature Series
Executive Development Program for ACNO, ACFO, ACOO Executive Residency Program Director Development Program for ER/SS Leadership Excellence Program for Service Lines & Corp. Talent Review & Succession Planning Performance Management Leader Onboarding & Orientation Leadership Foundations Healthcare Financial Management Association (HFMA) & Bersin Physician Leadership Academy for CMOs Executive Transitions (includes CNO & CMO Orientation) Competency Models Employee Engagement Action Planning Leadership Institute Academy Harvard Manage Mentor & SPARK LDI & Division Specific Offerings DCNE Development Workdays CxO Forums, Summits, Collaboratives Assessments & 360 Feedback Executive Coaching Patient Experience Tools & Techniques Charge Nurse Leadership Certificate
= Online Experience
ACNO Advanced Leadership Program
CNLC Program Outcomes:
provide exceptional patient care
and development opportunities Results:
business results and patient experience
Charge Nurses
Target Audience:
Total Hours 32.5
Learners Earn CEUs
Leadership Fundamentals Supervisory Skills Critical Thinking Coaching for Excellence Leadership Fundamentals
transition from staff nurse to charge nurse and explores the qualities of successful
analyze the patient care and financial implications for hospital value-based
identify challenges and
in their role to strengthen their leadership skills. Supervisory Skills helps participants identify communication strategies, understand a collaborative approach to conflict management, explore time management strategies, and demonstrate how to delegate while maintaining
participants explore strategies to reduce hospital-acquired conditions. Critical Thinking allows participants to differentiate decision making from critical thinking, recognize the traits of critical thinking skills, and demonstrate the application of critical thinking techniques. Coaching is one of the most effective techniques business leaders and managers can employ to enhance individual and team
for Excellence is specifically designed to enable charge nurses to immediately coach their direct reports to higher levels of performance in order to achieve critical business objectives. This practical, hands-on course provides participants with the opportunity to practice coaching skills and learn how to apply a strategic process for moving their team’s overall performance forward.
Leading Change CN
Crucial Conversations Care Experience Business Acumen Friday Night in the ER Leading Change allows participants to recognize the drivers in the health care system, interpret reactions to change, implement strategies to improve staff productivity, and utilize change
practice collaborative leadership skills during change-related transitions. Crucial Conversations teaches skills for creating alignment and agreement by fostering open dialogue around high-stakes, emotional, or risky topics— at all levels of the
how to speak and be heard (and encouraging others to do the same), participants will surface the best ideas, make the highest-quality decisions, and then act on decisions with unity and commitment. Charge Nurses learn to implement best practices in patient care experience, including hourly and nurse leader rounding. Explore how to track and analyze data in HCA. After completing this course Charge Nurses recognize these tools and interpret productivity and other key metrics.
Online Module - HCA Vitals for Charge Nurses - HCA Vitals provides a "pulse check" into HCA's culture, values, vision and brand. This course introduces the "why and how" that differentiates HCA from other hospital companies. Participants learn about HCA's vision for the future from executive leaders themselves, as well as learn about initiatives designed to deliver the highest quality of care and provide an exceptional patient experience.
Method and Purpose
program delivery by market.
Process and Support
developmental opportunity for high performing nurse leaders.
(SME) for one or two modules.
facilitator.
Cohorts
learning support, and to foster networking and leadership support among CNs.
Stakeholder Position or Area of Expertise Role Silvia Stradi Division Nursing – DCNE Division champion and owner Joseph St. Jean Division Nursing – VP Nursing Operations CNO liaison, support and communications Ben Bittner Division HR – RVPHR HRVP inclusion and communications Russ Young Division Finance - DCFO Division financial support Rose Amberson Division L&OD - Director Program manager, measurement and reporting Keisha Shand Division Training Specialist Partner in training delivery and recording Diane Rudd Nashville L&OD Program management and implementation
leaders is critical. The development of nursing leaders to be readily available for transitions is vital in the progression of nursing strategy and nursing care.
programs based directly on the voice of the nurses. HCA nurses spoke to nursing leadership and expressed their perspectives, and that information formed the foundation
participants and will inspire future iterations of this program. The incredible engagement of the frontline leaders observed as a result of this program has provided a glimpse into the how this next generation of nursing leaders will reshape the future of nursing!
System Total of 61% (Range from 50 – 68%) System Total of 67% (Range from 64% - 89%)
✓Provide emotional support ✓Guidance on professional and clinical skills ✓Career Advice
RNs
new nurses on each unit
activities
model for high performing RNs to help develop Leadership Pathway
This is an inaugural event in that we’ve never tried this before either! Many of us haven’t even tried speed dating!
potential mentors and protégées, allies and sources of information to help you make the most of your career at Memorial Healthcare.
in the form of a discussion or your mentoring strengths and professional challenges (and we all have both!), an efficient way to rapidly build your campus network, and a methodical way to “try-on” a number of mentoring relationships to see which one you might want to pursue later.
Mentor/Mentee
More info to follow
MHS Nursing Engagement Team
Program Components:
▪ Mentors / Mentees must sign a one year Commitment Agreement ▪ 6 Didactic Educational Classes ▪ Weekly Virtual meeting (Email, Phone, Text) ▪ Monthly face /face meeting ▪ Tour of Mentee Unit / Facility ▪ Tour of Mentor Unit / Facility ▪ Monthly Feedback to NET ▪ Program Evaluation from Mentees at 6 month and then again at the end of program.
Developing Nurse Leaders for the ‘C’ Suites: Experiences of an Academic Health System
Mary A. Hooshmand, PhD, MS, RN Elizabeth L. Vieto-Smith, DNP, RN Greta M. Vladinov, DNP, ARPRN, CRNA, CHSE
OBJECTIVES
Identify critical knowledge, skills, and abilities required for nurse leaders at the ‘C suite’/ executive level.
AACN Task Force Report August 2015
Provides ‘roadmap’ for DNP Distinction between research & practice focused scholarship Doctorate Generate new knowledge through innovation of practice change Translation of evidence Implementation of QI processes Importance of strong foundational collaborative partnerships between academia and practice
Core set of competency domains for health care leadership – Communication and relationship management – Knowledge of the health care environment – Leadership – Professionalism – Business skills and principles
Identify potential nurse leaders for future executive level
Identified Leader
Develop plan for organization specific ‘magic sauce’ for successful nursing leadership at the executive levels.
UM SONHS DNP Leadership Practice Immersion (PI) Projects
The DNP Student
Experience
Students identify learning needs & preferred practice experiences from ‘menu’
Responsible to identify & negotiate key project elements, student specific learning objectives Opportunity to meet and develop professional relationships with nursing and healthcare leaders
Project Name Project Purpose Key Elements DNP Essentials Magnet Model Components Patient Safety/ CLABSI Project Collaboration UHTower & Sylvester Comprehensive Cancer Center Identification and implementation of strategies and process improvement for sustained reduction of CLABSI rates within SCCC
and established CLABSI taskforce to review current strategies
based literature on CLABSI rate reduction.
identify potential trends and contributing factors.
clinical practice on central line access and maintenance to identify potential contributing factors.
recommendations and suggested strategies based on findings. I ,II, III, IV, V, VI, VIII TL, SE, EPP, NKI, EO
Today ….
✓Multiple partners across the UHealth system…. ✓Collaboration ✓Interprofessional ✓Preconceived, real-life practice improvement projects across health care system addressing mutually agreed upon practice issues in communities
Development of administrative clinical ladder to promote nurses from within the organization into the leadership roles Strengthen current & build new partnerships…South Florida and beyond Further integrate partners into didactic components Coaching sessions & mentoring Ongoing program evaluation and development