A Charge Nurse Is Reviewing Organizational Structure With a Group of Newly Licensed Nurses
The Role of the Nurse Manager module of the CUSP Toolkit addresses the role of nursing leaders for your quality improvement initiative.
Contents
Slide one. Comprehend Slide.
Slide ii. Learning Objectives
Slide 3. What is a Nurse Manager?
Slide iv. Why Are Nurse Managers So Of import?1, ii, 3, four
Slide 5. The Nurse Director's Dual Roles
Slide 6. Oversee Unit-Based Operations
Slide 7. The Leadership and Direction Roles of the Nurse Manager
Slide eight. The Nurse Manager as a Mentor and Passenger vehicle
Slide 9. Responsibilities of the Nurse Director
Slide ten. Human Resource Management4
Slide 11. Encourage Professional Development of Staff
Slide 12. Customer Focus
Slide 13. Financial Responsibility
Slide 14. Standards of Care
Slide 15. Alignment with Organizational Goalsv
Slide sixteen. Frameworks that are Useful for Nurse Managers
Slide 17. The Baldridge Health Intendance Criteria for Operation Excellence Framework6
Slide 18. Quint Studer's 5 Pillars7
Slide 19. Balanced Scorecard8
Slide xx. The American Organization of Nurse Executives Nurse Director Leadership Partnership Learning Domain Framework9
Slide 21. Measurement Tactics: Client/Patient Focus
Slide 22. Work Alignment
Slide 23. Quality/Safe
Slide 24. Financial
Slide 25. Summary
Slide 26. CUSP Tools
Slide 27. TeamSTEPPS® Tools
Slide 28. References
Slide 29. References
Slide xxx. References
Slide 1. Comprehend Slide
Say:
The Office of the Nurse Manager module of the Comprehensive Unit-based Safety Program (or CUSP) Toolkit addresses the role of nursing leaders for your quality comeback initiative. This module explains the responsibilities of the nurse manager, leadership and management roles of the nurse manager, fundamental business concern and health care quality comeback frameworks, and quality measurement.
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Slide 2. Learning Objectives
Say:
In this module we will:
- Item the responsibilities of the nurse manager.
- Explain the leadership and direction responsibilities of the nurse manager.
- Depict the fundamental business concern and health intendance quality improvement frameworks.
- List the quality comeback measures nurse managers use.
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Slide 3. What is a Nurse Manager?
Say:
Nurse managers work with their staff to coordinate all aspects of daily patient care on the unit. By ensuring that staff, patients, and patients' families are communicating, nurse managers assist unit staff members deliver the safest possible care.
Nurse managers:
- Embody both the nurse and executive roles.
- Typically report to a supervising nursing leader.
- Are responsible for the function of their unit.
The CUSP framework is a proven tool that nurse managers can employ to improve the safety culture on their unit. Nurse managers are the leader of their unit and can influence the unit of measurement's culture and ability to embrace change. Nurse managers tin can support their unit's CUSP activities by integrating CUSP principles and tools into the unit of measurement's workflow. Because nurse managers are in a position to align the unit's goals and processes with a culture change framework, they play an integral role in the support of a unit's CUSP piece of work.
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Slide 4. Why Are Nurse Managers Then Important?ane, two, 3, iv
Say:
Nurse managers see the big picture on the unit of measurement and work to ensure the unit of measurement's workflows and its activities are aligned with the hospital'due south strategic plans.
Serving in this chapters, nurse managers are modify agents on their unit. They work with staff to initiate new policies and procedures that assist the unit team reach their quality improvement goals and sustain their CUSP efforts. Nurse managers lead their unit staff in preventing patient impairment in their unit, empowering nurses to exist the first line of defense force against patient harm.
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Slide v. The Nurse Managing director'southward Dual Roles
Say:
Nurse managers maintain ii roles within the unit: They deliver clinical intendance and serve as administrative leaders on their unit. When nurse managers interact with an administrator, they habiliment one hat. When nurse managers collaborate with unit staff, they article of clothing a unlike hat. These two groups tin accept different agendas, and the nurse manager has the unique position of understanding both groups. Nurse managers are a conduit for communication and comprehension between the two groups to motion the unit toward the hospital's strategic goal.
Nurse managers can also employ their position to support the unit'south CUSP work by engaging unit staff and hospital leaders. Nurse managers tin assistance the CUSP team implement Just Civilisation principles on their unit to reinforce peer-to-peer coaching and mentoring. As part of their administrative duties, nurse managers tin ensure the unit has the resources it needs to initiate and sustain its CUSP intervention.
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Slide six. Oversee Unit-Based Operations
Do:
Play the video.
Enquire:
How does the nurse manager on your unit maintain unit-based operations?
Identify areas within your CUSP squad's work where your unit's nurse managing director can assist your team. Try to identify one administrative and one staff-focused area for which your team would similar assist from unit-level management.
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Slide vii. The Leadership and Direction Roles of the Nurse Manager
Say:
Nurse managers pb their unit staff past providing their vision for the unit of measurement's progress toward excellence. Nurse managers are the change agents for the unit of measurement and make decisions that guide the unit of measurement'due south activities. They work closely within their unit to inspire, motivate, and engage administrators, unit staff, and customers. (Customers are discussed afterwards in this module.)
Nurse managers must manage all unit functions that impact patient intendance and must embody the skill sets needed to exist effective leaders and managers.
As leaders, nurse managers:
- Embody the vision, mission, and values of the unit and share these with staff.
- Motivate staff to strive for professional excellence.
In their leadership function, nurse managers use a socio-adaptive skill set that encourages the use of didactics, coaching, and Just Culture principles to engage unit staff and support unit of measurement-based initiatives by ensuring close working relationships amidst unit team members.
As managers, nurse managers bargain are responsible for:
- Unit operations.
- Finances and budgets for the unit.
- Strategic goal achievement.
Nurse managers in their direction roles use a chore-oriented, technical skill prepare. This skill set enables nurse managers to back up the unit's piece of work through working with the team to ensure the team has the necessary resource and materials needed to initiate and sustain their intervention.
Embodying these leadership and management skill sets in their daily work helps nurse managers successfully lead and manage the activities that take place on their unit while supporting the quality comeback work of their staff.
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Slide 8. The Nurse Managing director as a Mentor and Motorcoach
Do:
Play the video.
Ask:
Can you identify the traits of a good mentor and coach that were identified in the video?
Can you identify a nurse manager or nursing leader who you feel would be an excellent coach?
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Slide 9. Responsibilities of the Nurse Managing director
Say:
Nurse managers are responsible for managing human and fiscal resources; ensuring patient and staff satisfaction; maintaining a prophylactic surroundings for staff, patients, and visitors; ensuring standards and quality of intendance are maintained; and aligning the unit of measurement's goals with the hospital's strategic goals.
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Slide 10. Man Resource Management4
Say:
Nurse managers are responsible for hiring, preparation, and developing employees; thus, nurse managers crave strong coaching skills. When working with staff to achieve their human resources goals, nurse managers must obtain staff satisfaction feedback regularly. In one case they clarify the feedback, they tin can develop a plan to start the programs and preparation staff members suggest. Nurse managers' piece of work in this area supports the work of the CUSP team by providing a means of spreading grooming or methodologies using unit-wide curriculum.
When hiring staff, nurse managers ensure the unit of measurement's staffing needs are met in the almost economical way possible so funds that would otherwise be used for recruitment can instead exist spent on retaining high-performing staff.
In addition to hiring and training efforts, nurse managers work closely with staff on professional development. Every bit staff members grow within their roles on the unit, nurse managers mentor staff members. These professional development opportunities allow nurse managers to rent from within when positions become open on the unit. Promoting positions internally and developing staff for these positions helps increase teamwork on the unit.
Nurse managers work with the staff to amend the systems on the unit by applying skilful system pattern. When nurse managers work with staff to develop good systems, they are supporting CUSP quality improvement efforts on their unit of measurement. By critically reviewing system-level breakdowns, nurse managers are working closely with unit staff to employ the Scientific discipline of Safety principles of safe design.
Nurse managers also manage beliefs. Managing behavior calls for nurse managers to use empathy, coaching skills, and discipline when working with their staff. The Merely Culture framework supports nurse managers' piece of work because information technology engages staff and supports teamwork and communication on the unit of measurement. Further, information technology engages staff to collaborate and coach one another to deliver optimal levels of care.
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Slide 11. Encourage Professional Development of Staff
Exercise:
Play the video.
Ask:
Tin can you place professional person evolution opportunities on your unit? How will you work with the nurse manager on your unit to promote these opportunities?
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Slide 12. Customer Focus
Say:
Nurse managers ensure the intendance delivered on their unit is client focused. The hospital unit has numerous customers, and each has its unique needs and care commitment requirements. Nurse managers are responsible for ensuring the needs of customers are met.
Patient- and family-centered care
Nurse managers work with patients, families, and unit staff to develop patient- and family-focused intendance plans. Involving patients and their families in their care ensures the all-time possible intendance for the patient and creates a supportive and caring surround in which staff members are able to work closely with patients and their families.
Regulators
Nurse managers must also adhere to the requirements of regulatory agencies and organizations, such as the Joint Committee and the Centers for Medicare & Medicaid Services. The regulations of these organizations will determine virtually all components of care commitment and staffing needs on the unit of measurement.
Local governments
Local governments take an active interest in the quality of care their local hospital delivers to the community. Nurse managers ensure the goals of the local regime are embodied on the unit of measurement and community members receive the highest quality of care possible.
Past engaging these customers, nurse managers ensure the unit is able to deliver the highest quality of care for their patients while adhering to regulations.
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Slide 13. Financial Responsibility
Say:
Nurse managers must understand of the post-obit skills:
Budgeting
Nurse managers ensure the unit of measurement'south expenses autumn within its budget. This includes sharing financial expectations with unit staff and then staff members are aware of the unit of measurement's financial goals.
Staffing costs
Nurse managers ensure staffing costs remain within the budgeted amounts. They set for fluctuations in staffing needs without accruing staff overtime, and when staffing needs overwhelm unit resources, they are responsible for budgeting for temporary assist. Nurse managers too back up the efforts of the CUSP squad by helping the team develop a fashion for its work to be completed within available staffing resources.
Operating costs and physical institute costs
Nurse managers are responsible for the maintenance of operating and physical plant costs for the unit. They are responsible for ensuring these costs are kept at a minimum while making sure the needs of the unit are met.
Necessary equipment and supplies
The nurse manager makes sure that staff members have admission to the equipment and supplies they need to complete their CUSP interventions. While the senior executive fellow member of the CUSP team helps the team secure resources, it is the responsibility of the nurse manager to ensure that the squad is able to effectively apply those resources. When these items get expensive, the nurse director needs to create a solution that satisfies the needs of their staff and does not compromised patient care.
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Slide 14. Standards of Care
Say:
Nurse managers sympathize the professional person and regulatory guidelines (e.chiliad., Centers for Disease Control and Prevention, Articulation Commission, Centers for Medicare & Medicaid Services) that govern patient care. Regulating agencies and insurance companies mandate that hospitals provide show-based clinical practices every bit the standard of care. Nurse managers are responsible for making sure their staff members are educated on standards of care and any changes to those standards so that staff members are able to provide the safest care possible on the unit of measurement.
Nurse managers assess compliance with standards and motorcoach staff members who are not meeting the standards. Nurse managers work with their physician colleagues to determine the about up-to-date standards of care and to programme for them to be provided to their patients.
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Slide 15. Alignment with Organizational Goals5
Say:
Nurse managers are responsible for aligning the unit of measurement's goals with the hospital's goals. Nurse managers serve every bit the decisionmakers who are responsible for the best interests of the unit of measurement. They make sure unit of measurement staff members are able to clearly see how unit of measurement goals align with the hospital's goals.
Nurse managers encourage their staff to participate in projects and initiatives. Using the 4E's, nurse managers engage unit of measurement staff to participate in the project, educate them on the importance of their involvement, execute a program of action with their staff, and evaluate their progress with the intervention being carried out on the unit of measurement.
When working with staff, nurse managers apply more than 1 course of communication to share and receive information. Past supporting constructive communication on the unit of measurement, nurse managers are able to ensure their staff members accept the necessary information to consummate quality improvement piece of work.
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Slide xvi. Frameworks that are Useful for Nurse Managers
Say:
Hospitals, as businesses, utilize frameworks to increase efficiency and quality of care. Some frameworks ordinarily seen in or adapted for health intendance include The Malcolm Baldridge Health Intendance Criteria for Performance Excellence, Quint Studer'southward 5 Pillars, Counterbalanced Scorecard, and the American Organization of Nurse Executives Nurse Manager Leadership Partnership Learning Domain Framework. These frameworks are proven in both the nursing and business organisation worlds and deliver a results-driven protocol for nurse managers to follow when putting into effect business and health care quality improvement initiatives on their units. Nurse managers can support their unit's CUSP work through using other quality improvement frameworks. Using additional frameworks provides nurse managers with an additional reference indicate to gauge the success of the CUSP intervention and align the unit'southward work with information technology.
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Slide 17. The Baldridge Health Care Criteria for Performance Excellence Frameworkhalf dozen
Say:
The Baldridge Health Intendance Criteria for Performance Excellence accost the central areas of running a successful health care system. These are:
- Leadership.
- Strategic planning.
- Client focus.
- Measurement, analysis, and knowledge management.
- Workforce focus.
- Operations focus.
- Results.
The framework provides an integrated approach to performance excellence that nurse managers can use on their unit to brand certain the unit is operation at optimum efficiency and is engaging the appropriate stakeholders.
Nurse managers can utilise this framework to appoint their unit of measurement staff with the intervention existence implemented on the unit of measurement and ensure staff members are aware of the full systematic effects of their quality improvement work.
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Slide 18. Quint Studer'due south 5 Pillars7
Say:
Quint Studer'due south 5 Pillars provide a foundation for setting organizational goals, a direction for service, and an operational focus for nurse managers. When nurse managers marshal the strategy of the unit across the five pillars, the pillars provide the consistency and focus needed to sustain efforts over fourth dimension.
The five pillars are:
- Service.
- Quality.
- People.
- Finance.
- Growth.
When nurse managers utilize the V Pillars to their unit'due south CUSP work, they are providing unit staff with some other ways of identifying their piece of work with the unit's goals.
The service pillar is related to the quality of service that the unit staff delivers to patients and their families. When projects are aligned with this pillar, staff members are able to come across where their work coincides with the service delivered to patients and their families.
The quality pillar is related to the quality improvement work that the unit of measurement staff members participate in as a part of their CUSP work. When unit goals are aligned with this colonnade, the unit is able to see where their CUSP quality comeback piece of work aligns with the goals of the unit.
Aligning goals with the people colonnade provides nurse managers with a ways of assessing how the CUSP intervention affects staff.
Aligning unit goals with the finance pillar provides nurse managers with a means of understanding how the CUSP intervention affects finances for the unit.
When unit staff and nurse managers align their goals with the growth pillar, they are evaluating their goals against measurable growth and evolution opportunities.
Evaluation is important for determining whether or non an intervention has been successful. The Five Pillars provide an evaluation procedure for an organisation. When goals are strategically aligned across the 5 areas, deficiencies in one area are countered by excesses in some other. Additionally, aligning goals across the V Pillars helps keep the organization balanced in its short- and long-term objectives and encourages staff to develop goals that marshal with the pillars.
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Slide 19. Balanced Scorecard8
Say:
Balanced Scorecard is a strategic planning and measurement organization that aligns business organization activities with the arrangement's vision and strategy, improves internal and external communications, and monitors organisation performance against strategic goals.
The Counterbalanced Scorecard measures:
- Client results.
- Internal processes.
- Staff and organizational growth.
- Financial results.
- Vision and strategy.
Nurse managers tin can use the Counterbalanced Scorecard when they want to measure the unit'south progress. The scorecard is used as a strategic planning and measurement organisation for assessing all aspects of the unit. Nurse managers can apply this framework on the unit to obtain a greater understanding of the needs of the unit team.
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Slide 20. The American Organisation of Nurse Executives Nurse Managing director Leadership Partnership Learning Domain Framework9
Say:
The American Organization of Nurse Executives Nurse Manager Leadership Partnership Learning Domain Framework provides a means for aligning organizational goals and measuring progress toward goal achievement. The framework asks nurse managers to assess their business, personal development, and leadership functions on their unit when they develop goals and assess progress on the unit of measurement.
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Slide 21. Measurement Tactics: Customer/Patient Focus
Say:
Customer or patient satisfaction feedback, obtained using surveys, is some other central tool that allows nurse managers to approximate the service the unit provides. These information, when analyzed oftentimes, provide nurse managers feedback that comes directly from patients and their families. This feedback helps nurse managers gauge the unit's operation and appointment with patients and their families. Once the feedback is reviewed, nurse managers share the data obtained from the surveys with the unit of measurement and hospital staff to ensure policies and procedures are aligned with the needs and interests of patients and their families.
These surveys provide a standardized arroyo for reviewing patient feedback and permits benchmarking across unlike departments and units within the hospital. Using these surveys, nurse managers tin influence the quality of care that their staff members deliver to patients and their families.
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Slide 22. Work Alignment
Practice:
Play the video.
Ask:
Can yous identify ways in which your unit'south work can exist aligned with the quality improvement frameworks outlined in this module?
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Slide 23. Quality/Safe
Say:
Nurse managers should obtain data on quality outcomes and adverse events monthly. Once these data are received, the nurse manager reviews the data to identify trends.
Nurse managers use quality and rubber measurements to assess the care received on their unit. When working on an evidence-based initiative, teams tin set comeback goals one time they obtain baseline data.
Nurse managers use CUSP tools such every bit the Learning From Defects Tool to obtain staff feedback. The quality data from this tool will provide nurse managers with the information they demand to work with staff to address the issues the tool raises. When working through the Learning From Defects process with staff, nurse managers involve the staff in the defect analysis process and in developing the action programme to accost the issues the tool identified.
Additional quality and safety measurement tools include unit dashboards, newsletters, and staff meetings. These tools provide nurse managers and staff with opportunities to share ideas, create goals, and discuss progress with meeting or exceeding quality and safety goals. During staff meetings and dashboard discussions, staff members can collaborate to identify and solve barriers that are highlighted on the dashboard.
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Slide 24. Financial
Say:
Nurse managers collect financial data to deliver cost-effective intendance on the unit. Unless nurse managers tin can express the financial advantages of a change in process, the organization may not corroborate purchases of more paw hygiene dispensers, bar coding equipment, and other patient safe supplies. Quality and patient safety tasks may crave more than staff members to collect and analyze data and educate other staff. The professional staffing model uses the professional person characteristics of the registered nurse and supports and sets expectations for their involvement in the quality and patient safe work done on their unit of measurement past building paid hours for quality improvement work into their schedule. During these hours away from patients, nurses nourish quality meetings, complete research projects, and serve on hospital-wide quality and safety committees. This model has financial benefits for the unit because it schedules time for the nurses to piece of work closely on price-saving, quality improvement projects that volition yield better outcomes for the entire unit.
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Slide 25. Summary
Say:
In summary, nurse managers support the quality and safety work of the unit past:
- Having an integral role in unit of measurement-based activities at their hospital.
- Serving as leaders and managers to their unit staff.
- Supporting their unit of measurement's CUSP work with other quality improvement frameworks.
- Measuring the success of their CUSP intervention by using additional quality comeback measures.
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Slide 26. CUSP Tools
Say:
In addition to the data presented in this module, CUSP tools are available online past visiting the AHRQ Web site: http://www.ahrq.gov/cusptoolkit.
These tools clarify the squad members' roles and responsibilities and help assess unit of measurement squad culture. They include the:
- Background Quality Comeback Team Information Grade.
- Culture Check-up Tool.
- Daily Goals Checklist.
- Learn From Defects Form.
- Shadowing Another Professional Tool.
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Slide 27. TeamSTEPPS® Tools
Say:
Several TeamSTEPPS® tools besides complement the textile in this module by helping to improve team communication. The tools are available online at http://www.ahrq.gov/professionals/education/curriculum-tools/teamstepps/index.html.
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Slide 28. References
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Slide 29. References
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Slide 30. References
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Source: https://www.ahrq.gov/hai/cusp/modules/nursing/nursing-notes.html