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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