2.50
Hdl Handle:
http://hdl.handle.net/10755/182080
Category:
Abstract
Type:
Presentation
Title:
The Transformational Practice of Strategic Value Leadership
Author(s):
Thompson, Karen
Author Details:
Karen Thompson, RN, MS, CNS, Director of Home Care & Wound Healing Center, Southern Ohio Medical Center, Portsmouth, Ohio, USA, email: thompsok@somc.org
Abstract:
Podium presentation, ANCC National Magnet Conference: The organization has uniquely developed initiatives structured around five strategic values of: Safety, Quality, Service, Relationships, and Performance. Strategic value leadership begins with the strategic planning process by soliciting input from stakeholders: employees, physicians, and community members. Executive leaders establish priorities for the year and these flow to organizational, multidisciplinary Strategic Value Leadership Teams (SVLT) for each value. The teams, comprised of leaders and staff, determine key metrics that will help the organization achieve strategic objectives. The Chief Nursing Officer (CNO) is the champion for the strategic value of Service. The nursing strategic plan serves to support and enhance the overall strategic plan. The CNO facilitates the nursing strategic planning process. Nurses from all levels participate to create a plan built around nursing priorities of the five strategic values. The Nursing Dashboard contains the performance indicators for the nursing strategic plan. The Shared Decision Making Model (SDMM) is the vehicle through which nurses participate in decision-making and operates via a network of multidisciplinary teams that address the five strategic values, performance improvement and crucial functions. Unit-based SVLTs make shared decisions that affect standards and operations of the unit and are held accountable to performance on the unit dashboard. The involvement of front-line nurses and staff and participation in decision-making via the SDMM was identified as an exemplar by appraisers during the organization's Magnet site visit. The strategic values are integrated throughout all activities with discipline and focus. The structure leads to improved functions and consistent outcomes.
Repository Posting Date:
28-Oct-2011
Date of Publication:
28-Oct-2011
Conference Date:
2010
Conference Name:
ANCC National Magnet Conference
Conference Host:
American Nurses Credentialing Center
Conference Location:
Phoenix, Arizona, USA
Description:
The 14th American Nurses Credentialing Center (ANCC) National Magnet Conference, held 13-15 October, 2010 at the Phoenix Convention Center in Phoenix, Arizona, 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.titleThe Transformational Practice of Strategic Value Leadershipen_GB
dc.contributor.authorThompson, Karenen_US
dc.author.detailsKaren Thompson, RN, MS, CNS, Director of Home Care & Wound Healing Center, Southern Ohio Medical Center, Portsmouth, Ohio, USA, email: thompsok@somc.orgen_US
dc.identifier.urihttp://hdl.handle.net/10755/182080-
dc.description.abstractPodium presentation, ANCC National Magnet Conference: The organization has uniquely developed initiatives structured around five strategic values of: Safety, Quality, Service, Relationships, and Performance. Strategic value leadership begins with the strategic planning process by soliciting input from stakeholders: employees, physicians, and community members. Executive leaders establish priorities for the year and these flow to organizational, multidisciplinary Strategic Value Leadership Teams (SVLT) for each value. The teams, comprised of leaders and staff, determine key metrics that will help the organization achieve strategic objectives. The Chief Nursing Officer (CNO) is the champion for the strategic value of Service. The nursing strategic plan serves to support and enhance the overall strategic plan. The CNO facilitates the nursing strategic planning process. Nurses from all levels participate to create a plan built around nursing priorities of the five strategic values. The Nursing Dashboard contains the performance indicators for the nursing strategic plan. The Shared Decision Making Model (SDMM) is the vehicle through which nurses participate in decision-making and operates via a network of multidisciplinary teams that address the five strategic values, performance improvement and crucial functions. Unit-based SVLTs make shared decisions that affect standards and operations of the unit and are held accountable to performance on the unit dashboard. The involvement of front-line nurses and staff and participation in decision-making via the SDMM was identified as an exemplar by appraisers during the organization's Magnet site visit. The strategic values are integrated throughout all activities with discipline and focus. The structure leads to improved functions and consistent outcomes.en_GB
dc.date.available2011-10-28T15:08:13Z-
dc.date.issued2011-10-28en_GB
dc.date.accessioned2011-10-28T15:08:13Z-
dc.conference.date2010en_US
dc.conference.nameANCC National Magnet Conferenceen_US
dc.conference.hostAmerican Nurses Credentialing Centeren_US
dc.conference.locationPhoenix, Arizona, USAen_US
dc.descriptionThe 14th American Nurses Credentialing Center (ANCC) National Magnet Conference, held 13-15 October, 2010 at the Phoenix Convention Center in Phoenix, Arizona, USA.en_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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