Transforming Nursing Practice at a System Level: Making the Business Case through Collaboration and Key Messages for Implementation of the Clinical Nurse Leader Role in 6 Michigan Hospitals

2.50
Hdl Handle:
http://hdl.handle.net/10755/202207
Type:
Presentation
Title:
Transforming Nursing Practice at a System Level: Making the Business Case through Collaboration and Key Messages for Implementation of the Clinical Nurse Leader Role in 6 Michigan Hospitals
Abstract:
(41st Biennial Convention) Purpose The Clinical Nurse Leader (CNL) role is often met with skepticism. Those choosing to implement the role often struggle with how to make the business case for care delivery redesign. Trinity Health (TH), the 4th largest Catholic Health System, committed to implement the CNL role in 6 Michigan hospitals. Making the business case to provide full scholarships to 38 CNL students required focused efforts of nursing leaders at local and system levels. CNOs collaborated to craft specific stakeholder group messages aligned to strategic imperatives. Joint Commission requirements, Institute of Medicine reports, and aspirations for Magnet designation created a framework to communicate how CNLs would address concerns in each organization. Methods TH implemented a cohort model of CNL education with University of Detroit Mercy. Co-created curriculum focused on organization learning and redesign. Nurse leaders engaged in an iterative process to create the business case for system-wide implementation predicated on the belief CNLs would become a cadre of change agents within each organization. The TH SVP and CNO established the implementation of the CNL role as a Blue Chip Board initiative. This required regular updates on CNL progress and linkages between their learnings and organizational goals. Results Thirty eight graduate scholarships were funded through the corporate tactical planning process. The 38 CNL students that started the program graduated in May and December of 2010. Bringing the CNL role into existing organizational structures was simplified because each organization made decisions about how to redesign their care delivery model.  Conclusion CNL visibility was enhanced by the SVP and organization CNOs. Regular presentations to the TH Board kept CNL accomplishments in their awareness. System-wide communication in newsletters, local newspapers, and professional conferences provided understanding of the CNL role. The pioneering spirit of the TH nursing leaders positions them well for 21st century care delivery. 
Keywords:
making a business case; nurse leader communication strategies; strategic alignment of CNL role
Repository Posting Date:
11-Jan-2012
Date of Publication:
4-Jan-2012
Sponsors:
Sigma Theta Tau International

Full metadata record

DC FieldValue Language
dc.typePresentationen_GB
dc.titleTransforming Nursing Practice at a System Level: Making the Business Case through Collaboration and Key Messages for Implementation of the Clinical Nurse Leader Role in 6 Michigan Hospitalsen_GB
dc.identifier.urihttp://hdl.handle.net/10755/202207-
dc.description.abstract(41st Biennial Convention) Purpose The Clinical Nurse Leader (CNL) role is often met with skepticism. Those choosing to implement the role often struggle with how to make the business case for care delivery redesign. Trinity Health (TH), the 4th largest Catholic Health System, committed to implement the CNL role in 6 Michigan hospitals. Making the business case to provide full scholarships to 38 CNL students required focused efforts of nursing leaders at local and system levels. CNOs collaborated to craft specific stakeholder group messages aligned to strategic imperatives. Joint Commission requirements, Institute of Medicine reports, and aspirations for Magnet designation created a framework to communicate how CNLs would address concerns in each organization. Methods TH implemented a cohort model of CNL education with University of Detroit Mercy. Co-created curriculum focused on organization learning and redesign. Nurse leaders engaged in an iterative process to create the business case for system-wide implementation predicated on the belief CNLs would become a cadre of change agents within each organization. The TH SVP and CNO established the implementation of the CNL role as a Blue Chip Board initiative. This required regular updates on CNL progress and linkages between their learnings and organizational goals. Results Thirty eight graduate scholarships were funded through the corporate tactical planning process. The 38 CNL students that started the program graduated in May and December of 2010. Bringing the CNL role into existing organizational structures was simplified because each organization made decisions about how to redesign their care delivery model.  Conclusion CNL visibility was enhanced by the SVP and organization CNOs. Regular presentations to the TH Board kept CNL accomplishments in their awareness. System-wide communication in newsletters, local newspapers, and professional conferences provided understanding of the CNL role. The pioneering spirit of the TH nursing leaders positions them well for 21st century care delivery. en_GB
dc.subjectmaking a business caseen_GB
dc.subjectnurse leader communication strategiesen_GB
dc.subjectstrategic alignment of CNL roleen_GB
dc.date.available2012-01-11T11:15:48Z-
dc.date.issued2012-01-04en_GB
dc.date.accessioned2012-01-11T11:15:48Z-
dc.description.sponsorshipSigma Theta Tau Internationalen_GB
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