WKBH Shared Governance Education Training with questions certificate Updated 10-2012_DRAFTShared Shared Governance
Shared governance is an organizational framework based on the idea of decentralized leadership that fosters autonomous decision making and professional nursing practice.making and professional nursing practice.
It implies the allocation of control, power, or authority (governance) among mutually (shared) interested vested parties.
SHARED GOVERNANCE
Shared Governance is an evidence-based process of shared decision-making related to practice and standards based on the principles of collaborative partnership, equity, accountability, and ownership at the point of service.” accountability, and ownership at the point of service.”
Source: Church, Baker & Berry (2008) Nursing Management, April 2008, Shared Governance: A journey with continual mile markers
Tim Porter O’Grady (father of Shared Governance in Nursing)
“It is a format for all nurses to own their practice and join in a collective effort to advance the value and quality of health care for all. That’s what it means to be a nurse. It is clear, we simply for all. That’s what it means to be a nurse. It is clear, we simply can’t do the work alone. Shared Governance isn’t an option; it’s an expectation.”
Source: OJIN article: Overview: Shared Governance: Is it a model for nurses to gain control over their practice? (Jan. 2004)
We believe shared governance enhances professional nursing practice, professional interdisciplinary practice and interdisciplinary practice and ensures an advanced level of professional performance as well as patient, family, and staff satisfaction.
Woven in the fabrics of our professional practice is Larry Purnell’s “Cultural Competency Theory”.
Accountability-Based Practice Coaching and Mentoring Collaboration
Basic Tenets of Shared Governance
Collaboration Open Communication Unparalleled Team Building Necessary Mutual Respect and Trust Therapeutic Humor
WKBH Journey to Shared Governance
Phase 1: Initiation (Completed)
1. Obtained/Reviewed data and best practices from existing Shared Governance Models within BHSF and outside the Shared Governance Models within BHSF and outside the system. 2. Identified/Developed/Adopted a Mission and Vision Statement for Nursing. 3. Developed/ Established/ Adopted Nursing Bylaws. 4. Presented and adopted Nurse Theorist. 5. Concept of WKBH Shared Governance presented in Leadership retreat & Nursing Orientation.
WKBH Journey to Shared Governance
Phase II: Implementation (Completed)
1. Assessment of the Readiness and Perception of SG. 2. SG Communication Infrastructure established.2. SG Communication Infrastructure established. 3. Set up Communication Templates to hardwire effective flow
of incoming & outgoing information. a. CNO Communication-CNO newsletter & rounds.
4. Develop Unit Based Practice Council. 5. Training & Education on Shared Governance (Leader & Staff
chair, Co-chair & Secretary) a. Bedside to boardroom articles emailed.
6. Initiation of main councils & all other councils.
WKBH Journey to Shared Governance
Phase III: Sustaining Viability & Vibrancy
1. Evaluation & Improvement1. Evaluation & Improvement 2. Education on SG to all staff 3. Publishing Best Practices/Showcase UBPC Projects 4. Supporting Nursing Excellence/Magnet 5. Celebrating/Fireworks 6. Roll Out SG to the rest of the Disciplines in
WKBH?
Shared Governance Model
Connects unit-based councils with the overarching NGC, all Nursing Councils that report to NGC and all other councils in the whole organization.
Ensures that direct care nurses, and or other interdisciplinary staff participate, present ideas, dialogue and vote on matters affecting practice & patient care across the organization
Nurse Governance Council
Mission: is the governance body for patient & family centered care and professional nursing practice. Provides a forum for nurse leaders to exchange ideas and information.
Members: CNO, AVP, Directors, Managers/ANM, UBPC Chairs & Main Council Chairs (including LC & APNC)
Non-voting Members: All WKBH RNs Reporting Structure: Independent Authority
Nurse Executive Council
Membership: CNO, AVPs, and Directors
Reporting Structure: Independent Authority
Mission: Ensures ongoing evidence based practice, continuous improvement in patient safety & quality care as evidenced by top outcomes.outcomes.
Membership: Chairs of EBCPC/IFC, LC, ROC, ICUOC, IC NDNQI Coordinator, CPR,PI,APNC,WOC & Other Councils.
Reporting Structure: NGC
Mission: is to encourage professional advancement and reward the RN who displays excellence.
Professional Development Council (PDC)
Membership: Representatives from all units, CEN, rep from EAG & EAC
Reporting Structure: NGC
Research & Evidence-Based Council (REBC)
Mission: is to lead, support and facilitate research & EBP and promote integration into policy and practice.integration into policy and practice.
Membership: Interdisciplinary Representatives from all departments Reporting Structure: NGC
Cultural Competence Council (CCC)
Mission: to provide support for the development and implementation of diversity initiatives within nursing, and works to foster a respectful, culturally appropriate environment for patients families and staff members.members.
Membership: PAC, Palliative Care, Ethics, Discharge calls Committee, Nursing Peer Review & Other Committees.
Reporting Structure: NGC
Mission: Seamless Communication Ownership & accountability to practice & outcomes Learn from managers & others (i.e. Budget) Impact Patient Safety & Quality Diligently align with policies & guidelines Membership: All Staff of the Unit/Department Reporting Structure: NGC
Communication Structure
Essential Practices for a Shared-Governed Nursing
Unit of Excellence
TCAB)
Unit
Spirit
Structure
Process
Outcomes
Communication
Manager’sRole
The Manager must be aware of their areas of accountability: Human Resource Provision Fiscal ResourcesFiscal Resources Material Resources Support Activities (Planning, Coaching, Mentoring, Leading the way to achieve outcomes & best practices) Systems Management
Manager’s Role
facilitating role with the staff.
More asking, less telling, more supporting, less doing, more group work, less individual task assignment.
Managers will have to accept that good decisions may take time.
A developmental approach to assisting good decision making will have to be planned by the manager as the staff acquires decision- making skills.
Key Points to Remember
Every unit/department of service is different and has a unique work demands and culture.
Every unit/department should apply the Every unit/department should apply the tenets and principles in the Nursing Governance Bylaws, and or hospital or department specific policies.
All units/departments will reflect a different level of readiness.
Never be afraid to do something new.
Remember, amateurs built the ark;
professionals built the titanic. Anonymous
“...SG is not an option but an expectation...”
T.P. O’Grady
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