Principles Of Shared Governance Research Articles

572 Integrating Shared Governance Principles with Real-time Technology to Improve Infection Rates in a Large Burn Center with Patients of Varying Acuity Levels

Abstract Introduction Increased job satisfaction, and nursing retention are outcomes that have been related to nursing empowerment.1 Probably one of the most beneficial results of nursing empowerment is improved patient outcomes.1 Empowering nurses is not always an easy task, but the nursing best practice of shared governance through unit-based councils gives nurses the ability to mobilize resources within their own groups to get things done. Couple this mobilization of resources with real-time technology that provides a true clinical picture of outcomes, and this creates a template for success. Methods This is a nursing Quality Improvement project. Shared governance in the form of unit-based councils created within all of our patient care units has proven to be part of the equation for improved infection rates in all units. Our number of CAUTI AND CLABIS from 2018–2019 were reduced, we significantly reduced the number of device days (hospital-wide) for both foleys and central lines, which was also a goal. Through extensive nursing education, utilizing nurse driven protocol for foley removal, increased use of bladder scanning (each unit now has their own bladder scanner) and teaching about de-escalation of central lines/PICC lines as soon as possible, we have been able to reduce our device days overall. Alongside this nursing best practice, a new nursing data portal that allows for real time data collection to identify breaks in protocol with regards to central line and foley maintenance leading to CAUTIs and CLABSIs was also implemented, which allowed nursing to have direct impact on achieving success. Results Percent Change 2018 – 2019 CAUTI BU = 83% decrease, 3E burn = 100% decrease, 4W burn = 100% decrease Overall decrease = 90% CLABSI BU = 85%, 3E burn = 67% increase, 4W burn = no change Overall decrease = 78% Conclusions Implementation of nursing best practice efforts such as shared governance and unit-based councils, coupled with cutting edge technological resources directly contribute to improved infection rate outcomes. Another result of these efforts is the overall positivity fostered among nursing staff, boosting their sense of empowerment and creating better retention rates in all our units.

Increasing Quality and Patient Outcomes with Staff Engagement and Shared Governance

The shared governance structure is a nursing practice model which is a hallmark of engaging the front line team into the role of leading practice excellence. The main principles of shared governance include ownership, accountability, empowerment, team building, leadership, innovation, autonomy, and practice equity. Combining these key shared governance principles with formal models can drive sustainable action planning for improvement. This article offers an exemplar describing how we improved shared governance in a community hospital setting. After evaluating findings from a gap analysis, we incorporated guiding frameworks such as the A3 action planning process; the Plan, Do, Check, Act cycle; and Lean methodologies to increase nursing engagement in the shared governance process. Clinical nurses and interdisciplinary teams developed action plans for quality and patient satisfaction improvements. We describe specific improvements to our process, offer examples of our improved outcomes, and discuss essential shared governance factors that were critical to our successes.

Cooperation, Competence and Coherence: The Role of Regional Ocean Governance in the South West Pacific for the Conservation and Sustainable Use of Biodiversity beyond National Jurisdiction

Abstract unga Resolution 69/292 requires that the development of an international legally binding instrument (ilbi) for the conservation and sustainable use of biodiversity in areas beyond national jurisdiction (abnj) under the United Nations Convention on the Law of the Sea should not undermine existing relevant legal instruments and frameworks and relevant global, regional and sectoral bodies. The South West Pacific regional oceans governance framework is reviewed, highlighting the importance of dedicated mechanisms for cooperation in the integration of regional institutions and in collective diplomacy for the development of an ilbi. It is argued a sufficiently inclusive description of existing arrangements under an ilbi is needed to not undermine the competence or integration of the regional architecture for oceans’ governance. Shared governance principles between an ilbi and existing regional governance architecture could play an important role in preserving coherence and contribute to ensuring regional standards for conservation of bbnj are not diminished.

Using the Awareness, Desire, Knowledge, Ability, Reinforcement Model to build a shared governance culture

Normal 0 7.8 磅 0 2 false false false EN-US ZH-CN X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:普通表格; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-parent:; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:Calibri,sans-serif; mso-bidi-font-family:Times New Roman;} A legacy of shared governance experience at Houston Methodist Hospital (HMH) has yielded many lessons regarding the leadership support, staff engagement, structures, and processes essential to successful implementation of a shared governance model. Shared governance is described as an effective vehicle for optimizing care delivery. Nurses play an integral role in improving the quality of care and must be competent and have access to tools, education, and resources that increase their capacity to think creatively when designing and optimizing care delivery. Creating a learning environment that instills competency and confidence enables nurses to provide care within their full scope of practice. In our experience, it was imperative that the Board of Directors and senior management understood the concepts and benefits of shared governance to receive buy-in. With their approval, the next challenge was obtaining support from nursing leaders and shared governance chairs. Implementation strategies included adaptation of the Awareness, Desire, Knowledge, Ability, Reinforcement ( ADKAR ) Model, identification of shared governance core competencies, and education of nursing leaders and governance chairs through ongoing educational modalities. Education on shared governance principles, concepts, competencies, roles, council structure, and processes in addition to a clinical competency focus were vital to the implementation and integration of shared governance and set the pace for success. Shared governance is a cultural change that promotes bedside clinicians’ ownership of practice and positively impacts patients, families, staff, and organizational outcomes. Over a 13-year period, the shared governance structure matured, which resulted in higher registered nurse satisfaction, improved registered nurse retention, and patient outcomes that outperformed national benchmarks.

The Australian higher education quality assurance framework

The Australian government initiated a review of higher education in 2008. One of the outcomes of the review was the formation of a national regulator, the Tertiary Education Quality and Standards Agency (TEQSA), with responsibilities to: register all higher education providers, accredit the courses of the non self-accrediting providers, assure quality against externally set standards and reduce risk by monitoring institutional performance on various measures. One of the key changes in Australian higher education quality assurance is the shift from a ‘fitness-for-purpose’ approach to quality assurance to a compliance-driven approach using an externally developed set of standards monitored by the national regulator, which has legislated powers to place sanctions on universities and other providers for non-compliance. This article outlines the new framework introduced by the government and analyses its limitations in assuring and improving quality in core and support areas. It cautions universities against being dominated by TEQSA's compliance agenda. Rather, it encourages the development and maintenance of shared governance principles and strong internal quality improvement processes along with the establishment of an outcomes focus, which will stand the test of external compliance auditing while allowing the institution to pursue its own educational objectives. The article is based on the authors’ experience and reflection on external, improvement-led quality audits in Australia over the past decade compared with the present compliance-oriented audits now required for institutional registration and ongoing accreditation.

Perception of academic nursing staff toward shared governance

Shared governance is the set of practices under which faculty members and other staff participates in the decision-making process concerning the operation of their institution and may interfere with the everyday work and activities. The perception of academic nursing staff toward “shared governance” was assessed in a nonexperimental survey research design. Using a nonprobability sampling method, all academic nursing staff had the opportunity to respond to the Collaborative Behavior Scale (CBS) at the pre-implementation of shared governance model. Four universities, including public and private universities were included in the study. Both surveys contained a short demographic section and the Collaborative Behavior Scale CBS adapted from Stickler 1991. Results showed a low level of perception which presented by the collaborative behaviors toward shared governance. Interestingly, commitment to shared governance was neither sufficient nor satisfied during this time. Long experiences with advanced ages for MSc and PhD holders' had significantly higher scores on perception than other groups. The results of the survey indicated that academic staff members recognized shared governance as a process, not a project, and that it takes time to share responsibility, accountability, and authority for faculty members. Overall, Jordanian academic nursing staff have not enough willingness nor commitment to shared governance principles.

Shared Governance: Virginia's Empowering Nursing Leaders Speak

Shared governance, a managerial structure that supports clinical decision-making by staff members, is a key empowerment mechanism in nursing organizations today. In many Magnet™ organizations, the shared governance model is the cornerstone of the forces of magnetism. 1 Nursing literature is replete with shared governance successes and continued explorations of the model. This body of work suggests that healthcare organizations with shared governance models have stronger patient outcomes. This is supported in the business literature by Argyris, who states that the real measurement of empowerment's success is performance improvement; factors such as satisfaction and commitment are secondary. 2 Regardless of the outcomes, today's nursing leaders believe in shared governance's principles and are implementing and updating models in their organizations.

Multidisciplinary Team Building in Radiology Through Use of Shared Governance Principles

Team building in the radiology setting provides unique circumstances for nurses, technologists, and physicians. Professional roles overlap with potential for territorial friction that may influence patient outcomes and general work environment. Shared Governance (SG) concepts, when used in a multidisciplinary group such as radiology, promote team building, role understanding, autonomy through expertise, and employee retention that ultimately elevate the work environment. Although time consuming, the development of a cohesive team brings benefits to all members of the radiology team and the institution for whom they work. Steps to initiate SG demand forethought and organization to best use the creativity of staff, develop trust and understanding, and realize an active participation and “buy in” that will promote a successful team outcome.