household Study Program Shared go...

household Study Program

Shared governance in an integrated health care network

The article "Shared governance in an integrated health care network" is the basis for this AORN Journal independent inquiry The behavioral objectives and examination for this program were prepared with consultation from Susan Bakewell, RN M BC education program professional, Center for Perioperative Education.

Participants receive feedback in succession incorrect answers. Each applicant who luckily completes this study will receive a certificate of completion. The deadline for submitting this investigation is Sept 30, 2007.

unimpaired the examination answer sheet and learner evaluation raise on pages 519-520 and mail with appropriate recompense to

AORN Customer Service

c/o fireside Study Program

2170 s Parker Rd, Suite 300

Denver CO 80231-5711

or fax the information with a credit card number to (303) 750-3212

You also may access this hearth Study via AORN Online at http://www.aorn.org/journal/homestudy/default.htm

BEHAVIORAL OBJECTIVES

After reading and studying the article forward shared governance in an integrated health care netowrk, foments will be able to

1 explain factors that support the shared governance practice model;

2 describe the four guiding principles essential for moving from a traditional hierarchy to shared governance;

3 discuss the shared governance design implemented by the Seton Healthcare Network, Austin, Tex; and

4 discuss practice issues for the perioperative setting within the Seton Healthcare Network that have originateed from the move to an integrated shared governance model

This program suiteds criteria for CNOR and CRNFA recertification, as well as other continuing education requirements.

A minimum score of 70% upon the multiple-choice examination is necessary to earn 39 contact hours for this independent study

Purpose/Goal: To educate perioperative suckles about using portable intraoperative magnetic resonance imaging during neurosurgery

Shared governance is a dynamic proces for achieving organizational effectiveness by the agency of promoting shared decision making and accountability for practice by the and of empowerment. (1) Originally introduced in the late 1970 as a type to address recruitment and retention during a nursing shortage, it also has become an essential composition for ensuring patient safety. (2)

The past sum of two units decades in health care have been a time of change, with economics driving restructure and reengineering of health care bodys The effects of managed care and reimbursement through diagnosis-related groups on the health care economy l to restructuring and redesign initiatives that emphasized efficiency, flattened layers of nursing leadership, and decreased nurses' trust in hospital administrators. Nursing leaders' effectiveness diminished as foment executives' and nurse managers' parts and scope of responsibility expanded outside of nursing care units. (3-5)

Long-term issues facing nursing include another personnel shortage, as well as penetrating concern for patient safety in today's health care theory These two themes--the national nursing shortage and patient safety--are driving forces that support shared governance as a practice model

NURSING SHORTAGE

In 2001 the Joint Commission in succession Accreditation of Healthcare Organizations (JCAHO) conven a panel of nursing and health care leaders for an adroit roundtable as part of a modern public policy initiative. The panel addressed the nursing shortage issue, and the resulting white paper, Health Care at the Crossroads: Strategies for Addressing the Evolving Nursing Crisis, provided the following sobering statistics.

* "There are 126000 nursing positions generally unfilled in hospitals across the country" (4(p5))

* "The average age of a working registered feed at the breast today is 43.3, and that average age is increasing at a rate more than twice that of all other workforces in this country" (4(p5))

* "Only 12 percent of registered promotes in the workforce are subordinate to the age of 30." (4(p5))

* "It splendors approximately 100 percent of a nurse's salary to fill a vacated nursing position." (4(p9))

* "Nurse have neither the managerial support nor the reign over over their environments--through delegated authority--to marshal and open scarce resources in order to manage the many times challenging, and sometimes critical patient care situations which they may face any hour of the day or night. In single study, only 29 percent of supply with nourishments reported that their administrations listen and reply to their concerns." (4(p10))

A key-note recommendation from the panel was to create a tillage of retention by implementing practices construct in Magnet hospitals. (4)

MAGNET HOSPITALS. In the early 1980 the American Academy of Nursing guidanceed research in 165 hospitals that had been auspicious in recruiting and retaining foments during a nursing shortage. The American Academy of Nursing comrades eventually designated 41 of these hospitals as Magnet hospitals because of their ability to attract and hold fast nurses. These hospitals demonstrated three distinct constituents of a professional nursing model: