Spotlight on Practice: Achieving Excellence in Service, Accountability, and Professional Leadership

2.50
Hdl Handle:
http://hdl.handle.net/10755/335447
Category:
Full-text
Type:
Presentation
Title:
Spotlight on Practice: Achieving Excellence in Service, Accountability, and Professional Leadership
Author(s):
Srivastava, Rani Hajela; Paterson, Jane; Golea, Gabriella; Gehrs, Margaret
Lead Author STTI Affiliation:
Non-member
Author Details:
Rani Hajela Srivastava, RN, MScN, PhD, rani.srivastava@camh.ca; Jane Paterson, MSW, RSW; Gabriella Golea, RN, BScN, MN, CPMHN (C); Margaret Gehrs, RN, BSc (HK), BScN, MScN, CPMHN '
Abstract:
Session presented on Sunday, July 27, 2014: While much has been written about the implementation of Nursing best practice guidelines within hospitals, there is a dearth of evidence on how to support such implementation within a mental health and addictions environment, and in an integrated interprofessional manner. This presentation will describe how one large mental health and addictions academic teaching hospital endeavored to promote best practice guidelines (BPG's) as part of a new strategic direction and practice plan. It will highlight how the unique aspects of organizational culture were considered during the selection, development, implementation, and evaluation of BPG's in a mental health and addictions health care environment. The implementation was broadly guided by an organizational change framework that consists of six core strategies that the organization had initially used in an organizational initiative focused on the reduction of restraints and seclusion (National Executive Training Institute, 2003). The six core strategies are: (1) leadership, (2) using data to inform practice, (3) workforce development, (4) tools and resources, (5) debriefs and learning from experience, and (6) full inclusion of clients and families. This overarching framework was used an overall guiding strategy and augmented by additional supporting frameworks from the literature including the PARIHS Framework (see Rycroft-Malone, 2004), Complex Systems Perspective (see Suter et al, 2011), and the Organizational Memory Framework (see Virani et al, 2009). Change management processes addressed the unique skills mix of interprofessional care providers and integration with other initiatives and the strategic priorities of the organization. Although designed and led by professional practice leadership, the formal initiative was designed as a 3 year journey that focused at all levels the organization with respect to leadership, engagement, and accountability. The engagement included the quality committee of the hospital board, senior management, advanced practice nurses and clinicians, educators, and an inteprofessional group of champions in direct care. Six clinical and two healthy work environment best practice guidelines were chosen for implementation. We are two years into the three year journey and have experienced many expected and unexpected challenges and successes. The presentation will highlight the phases of the the journey and critical success factors at each stage. A key factor to the overall success has been the adoption of a continuous learning stance and intentional integration of the BPG implementation to other organizational initiatives and goals.
Keywords:
Mental health; evidence based practice development; Interprofessional care
Repository Posting Date:
17-Nov-2014
Date of Publication:
11 ; 11
Other Identifiers:
INRC14PST224
Conference Date:
2014
Conference Name:
25th International Nursing Research Congress
Conference Host:
Sigma Theta Tau International, the Honor Society of Nursing
Conference Location:
Hong Kong
Description:
International Nursing Research Congress, 2014 Theme: Engaging Colleagues: Improving Global Health Outcomes. Held at the Hong Kong Convention and Exhibition Centre, Wanchai, Hong Kong

Full metadata record

DC FieldValue Language
dc.language.isoen_USen_GB
dc.language.isoenen
dc.type.categoryFull-texten
dc.typePresentationen
dc.titleSpotlight on Practice: Achieving Excellence in Service, Accountability, and Professional Leadershipen
dc.contributor.authorSrivastava, Rani Hajelaen
dc.contributor.authorPaterson, Janeen
dc.contributor.authorGolea, Gabriellaen
dc.contributor.authorGehrs, Margareten
dc.contributor.departmentNon-memberen
dc.author.detailsRani Hajela Srivastava, RN, MScN, PhD, rani.srivastava@camh.ca; Jane Paterson, MSW, RSW; Gabriella Golea, RN, BScN, MN, CPMHN (C); Margaret Gehrs, RN, BSc (HK), BScN, MScN, CPMHN 'en
dc.identifier.urihttp://hdl.handle.net/10755/335447-
dc.description.abstractSession presented on Sunday, July 27, 2014: While much has been written about the implementation of Nursing best practice guidelines within hospitals, there is a dearth of evidence on how to support such implementation within a mental health and addictions environment, and in an integrated interprofessional manner. This presentation will describe how one large mental health and addictions academic teaching hospital endeavored to promote best practice guidelines (BPG's) as part of a new strategic direction and practice plan. It will highlight how the unique aspects of organizational culture were considered during the selection, development, implementation, and evaluation of BPG's in a mental health and addictions health care environment. The implementation was broadly guided by an organizational change framework that consists of six core strategies that the organization had initially used in an organizational initiative focused on the reduction of restraints and seclusion (National Executive Training Institute, 2003). The six core strategies are: (1) leadership, (2) using data to inform practice, (3) workforce development, (4) tools and resources, (5) debriefs and learning from experience, and (6) full inclusion of clients and families. This overarching framework was used an overall guiding strategy and augmented by additional supporting frameworks from the literature including the PARIHS Framework (see Rycroft-Malone, 2004), Complex Systems Perspective (see Suter et al, 2011), and the Organizational Memory Framework (see Virani et al, 2009). Change management processes addressed the unique skills mix of interprofessional care providers and integration with other initiatives and the strategic priorities of the organization. Although designed and led by professional practice leadership, the formal initiative was designed as a 3 year journey that focused at all levels the organization with respect to leadership, engagement, and accountability. The engagement included the quality committee of the hospital board, senior management, advanced practice nurses and clinicians, educators, and an inteprofessional group of champions in direct care. Six clinical and two healthy work environment best practice guidelines were chosen for implementation. We are two years into the three year journey and have experienced many expected and unexpected challenges and successes. The presentation will highlight the phases of the the journey and critical success factors at each stage. A key factor to the overall success has been the adoption of a continuous learning stance and intentional integration of the BPG implementation to other organizational initiatives and goals.en
dc.subjectMental healthen
dc.subjectevidence based practice developmenten
dc.subjectInterprofessional careen
dc.date.available2014-11-17T13:52:42Z-
dc.date.issued11/17/2014-
dc.date.issued11/17/2014en
dc.date.accessioned2014-11-17T13:52:42Z-
dc.conference.date2014en
dc.conference.name25th International Nursing Research Congressen
dc.conference.hostSigma Theta Tau International, the Honor Society of Nursingen
dc.conference.locationHong Kongen
dc.descriptionInternational Nursing Research Congress, 2014 Theme: Engaging Colleagues: Improving Global Health Outcomes. Held at the Hong Kong Convention and Exhibition Centre, Wanchai, Hong Kongen
All Items in this repository are protected by copyright, with all rights reserved, unless otherwise indicated.