SHARING POWER AND OPPORTUNITY: REVITALIZATION OF AN EXISTING SHARED GOVERNANCE MODEL

2.50
Hdl Handle:
http://hdl.handle.net/10755/164793
Category:
Abstract
Type:
Presentation
Title:
SHARING POWER AND OPPORTUNITY: REVITALIZATION OF AN EXISTING SHARED GOVERNANCE MODEL
Author(s):
Reardon, Mary; Ferrall, Sheila; Prendergast, Mary Beth
Author Details:
Mary Reardon, RN, MS, OCN, NEA-BC, Vice President - Patient Care Services/ CNO, Moffitt Cancer Center, Tampa, Florida, USA, email: Marybeth.Reardon@Moffitt.org; Sheila Ferrall, RN, MS, AOCN; Mary Beth Prendergast, RN, MSN, OCN
Abstract:
Administration/Leadership Development: Since opening in 1986, nurses in our Cancer Center have been involved in decision-making related to clinical practice. Among the first staff hired, nurses were instrumental in designing care processes. Institution-wide committees such as Clinical Ladder and Nursing Practice were formed, as well as department-based committees. These groups were the foundation of our shared governance model, a practice model based on the belief that direct care staff are in the best position to make decisions relating to clinical practice and designed to improve nurses' satisfaction and retention. Our original model depicted a relationship between division-wide committees and unit-based groups, but the connection among groups was not described. The purpose of this presentation is to describe the evolution of one Cancer Center's nursing shared governance model which facilitates communication among decision-making groups. The Cancer Centers' nursing leadership recognized the need for updating our original vision of shared governance. A Clinical Nurse Specialist and Magnet Coordinator collected information about shared governance models via site visits and literature review. Information was synthesized and various models were presented to nursing leadership and staff. Nurses provided input in both open forums with the CNO and individual committee meetings. Following discussion with stakeholders, a councilor model was selected for presentation at the inaugural Nursing Council meeting and was unanimously adopted. Formal elements of shared governance, such as member voting privileges and lines of communication between governing groups were written in bylaws and communicated to all nurses. Staff nurse leaders were chosen for each council, supported by a coach from nursing leadership. The Nursing Council was established as the 'clearinghouse' for discussion of issues pertaining to all nurses and to provide oversight of all committees and councils. These departmental committees coordinate their work with the appropriate council depicted in the model. Emphasis has been placed on staff nurse leadership of the councils and promotion of dialogue among nurses. Organizations that have implemented shared governance recognize models are continuously evolving. Structures require evaluation and renovation to continue to meet the changing needs of professional nurses and organizations.
Repository Posting Date:
27-Oct-2011
Date of Publication:
27-Oct-2011
Conference Date:
2009
Conference Name:
34th Annual Oncology Nursing Society Congress
Conference Host:
Oncology Nursing Society
Conference Location:
San Antonio, Texas, USA
Note:
This is an abstract-only submission. If the author has submitted a full-text item based on this abstract, you may find it by browsing the Virginia Henderson Global Nursing e-Repository by author. If author contact information is available in this abstract, please feel free to contact him or her with your queries regarding this submission. Alternatively, please contact the conference host, journal, or publisher (according to the circumstance) for further details regarding this item. If a citation is listed in this record, the item has been published and is available via open-access avenues or a journal/database subscription. Contact your library for assistance in obtaining the as-published article.

Full metadata record

DC FieldValue Language
dc.type.categoryAbstracten_US
dc.typePresentationen_GB
dc.titleSHARING POWER AND OPPORTUNITY: REVITALIZATION OF AN EXISTING SHARED GOVERNANCE MODELen_GB
dc.contributor.authorReardon, Maryen_US
dc.contributor.authorFerrall, Sheilaen_US
dc.contributor.authorPrendergast, Mary Bethen_US
dc.author.detailsMary Reardon, RN, MS, OCN, NEA-BC, Vice President - Patient Care Services/ CNO, Moffitt Cancer Center, Tampa, Florida, USA, email: Marybeth.Reardon@Moffitt.org; Sheila Ferrall, RN, MS, AOCN; Mary Beth Prendergast, RN, MSN, OCNen_US
dc.identifier.urihttp://hdl.handle.net/10755/164793-
dc.description.abstractAdministration/Leadership Development: Since opening in 1986, nurses in our Cancer Center have been involved in decision-making related to clinical practice. Among the first staff hired, nurses were instrumental in designing care processes. Institution-wide committees such as Clinical Ladder and Nursing Practice were formed, as well as department-based committees. These groups were the foundation of our shared governance model, a practice model based on the belief that direct care staff are in the best position to make decisions relating to clinical practice and designed to improve nurses' satisfaction and retention. Our original model depicted a relationship between division-wide committees and unit-based groups, but the connection among groups was not described. The purpose of this presentation is to describe the evolution of one Cancer Center's nursing shared governance model which facilitates communication among decision-making groups. The Cancer Centers' nursing leadership recognized the need for updating our original vision of shared governance. A Clinical Nurse Specialist and Magnet Coordinator collected information about shared governance models via site visits and literature review. Information was synthesized and various models were presented to nursing leadership and staff. Nurses provided input in both open forums with the CNO and individual committee meetings. Following discussion with stakeholders, a councilor model was selected for presentation at the inaugural Nursing Council meeting and was unanimously adopted. Formal elements of shared governance, such as member voting privileges and lines of communication between governing groups were written in bylaws and communicated to all nurses. Staff nurse leaders were chosen for each council, supported by a coach from nursing leadership. The Nursing Council was established as the 'clearinghouse' for discussion of issues pertaining to all nurses and to provide oversight of all committees and councils. These departmental committees coordinate their work with the appropriate council depicted in the model. Emphasis has been placed on staff nurse leadership of the councils and promotion of dialogue among nurses. Organizations that have implemented shared governance recognize models are continuously evolving. Structures require evaluation and renovation to continue to meet the changing needs of professional nurses and organizations.en_GB
dc.date.available2011-10-27T12:07:06Z-
dc.date.issued2011-10-27en_GB
dc.date.accessioned2011-10-27T12:07:06Z-
dc.conference.date2009en_US
dc.conference.name34th Annual Oncology Nursing Society Congressen_US
dc.conference.hostOncology Nursing Societyen_US
dc.conference.locationSan Antonio, Texas, USAen_US
dc.description.noteThis is an abstract-only submission. If the author has submitted a full-text item based on this abstract, you may find it by browsing the Virginia Henderson Global Nursing e-Repository by author. If author contact information is available in this abstract, please feel free to contact him or her with your queries regarding this submission. Alternatively, please contact the conference host, journal, or publisher (according to the circumstance) for further details regarding this item. If a citation is listed in this record, the item has been published and is available via open-access avenues or a journal/database subscription. Contact your library for assistance in obtaining the as-published article.-
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