Assessing Progress on the Institute of Medicine Report The Future of Nursing (2016) / Chapter Skim
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5 Collaborating and Leading in Care Delivery and Redesign
5 Collaborating and Leading in Care Delivery and Redesign
Pages 135-160
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From page 135... ...
Rather than using a traditional top-down style of leadership, the report suggests that nurses should lead by engaging all members of the health care team in an environment of interprofessional collaboration and mutual respect. The report calls on health care organizations, nursing associations, nursing educators, and all nurses to create, support, and seek opportunities for collaboration and leadership at all levels and in every practice environment.
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From page 136... ...
• Health care organizations should engage nurses and other front-line staff to work with developers and manufacturers in the design, development, purchase, implementation, and evaluation of medical and health devices and health information technology products. • Nursing education programs and nursing associations should provide entrepreneurial professional development that will enable nurses to initi ate programs and businesses that will contribute to improved health and health care.
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From page 137... ...
. The report calls on health care organizations, nursing educators, and nursing associations to train, support, and encourage nurses to lead and manage interprofessional collaboration efforts.
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From page 138... ...
considers "interprofessional collaboration for improving patient and population health outcomes" to be an essential part of baccalaureate, master's, and doctoral education, and has incorporated it into "Essentials" documents that outline necessary curriculum and expected competencies for each level of education (AACN, 2006, 2008, 2011)
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From page 139... ...
. In the 10 years since, it has expanded this portal to promote interprofessional collaboration by including resources and materials from across the health professions.
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From page 140... ...
Interprofessional Practice The Future of Nursing calls on private and public funders to advance research on models of care and innovative solutions that can enable nurses to contribute to the improvement of health. The report specifically calls on CMMI to support the development and evaluation of models of care delivery that use nurses as leaders.
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From page 141... ...
. As of December 2014, 25 state Action Coalitions were working to further interprofessional education and collaboration 1 Information derived from the HRSA Data Portal, filtered by Grant Activity Code UD7, August 18, 2015.
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From page 142... ...
. For example, Colorado has received a grant from HRSA to support the implementation of Interprofessional Collaborative Practice Teams at community health centers; Hawaii is building an interprofessional workforce database; and Virginia, in a partnership with the Medical Society of Virginia Foundation, is implementing a pilot clinical leadership program that encourages pairings between nurses and other providers.
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From page 143... ...
that also have graduate-level health professions schools at their academic institutions. Course offerings and requirements include clinical and/or simulation experiences.
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From page 144... ...
To achieve true interprofessional collaboration, however, all health care professionals will need to work together to plan how to attain this goal. In 2013, the Campaign acknowledged that this shift was needed when it asked its Action Coalitions to "move beyond nursing and focus on improving health and healthcare for consumers and their families" and to "not ignore the diverse stakeholders critical to the [Action Coalitions']
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From page 145... ...
Conclusions The committee drew the following conclusions about progress toward nurses engaging in collaborative activities: True interprofessional collaboration can be accomplished only in concert with other health professionals, not within the nursing profession alone. State Action Coalitions need assistance in reaching out to non-nursing stakeholders.
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From page 146... ...
AONE also has partnered with academic institutions and organizations to provide interprofessional leadership development for its members. For example, AONE and Arizona State University offer an Interprofessional Fellowship in Innovative Health Leadership in partnership 2 See http://nursing.columbia.edu/academics/academic-programs/msmba-program-descriptionnursing-and-business-msmba (accessed September 11, 2015)
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From page 147... ...
Each scholar receives career advice from a committee of distinguished health care leaders. The Jonas Center for Nursing and Veterans Healthcare has worked to improve nurse leadership by supporting the development of nursing doctoral students through its Jonas Nurse Leaders Scholar Program, which has grown dramatically since its launch in 2008 (Jonas Center, 2015b)
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From page 148... ...
At the state level, 41 Action Coalitions were in the process of developing or implementing at least one leadership program as of December 2014, and some states had already established leadership institutes, programs to identify emerging leaders, or mentorship programs (CCNA, 2014b)
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From page 149... ...
Conclusion The committee drew the following conclusion about progress toward nurses becoming leaders: To assess progress on leadership development, it is necessary to track pro grams and courses in leadership, entrepreneurship, and management in which nurses are participating. NURSES IN LEADERSHIP POSITIONS The Future of Nursing report's recommendation 7 includes as one of its bullet points that "public, private, and governmental health care decision makers at every level should include representation from nursing on boards, on executive management teams, and in other key leadership positions" (IOM, 2011, p.
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From page 150... ...
. State Action Coalitions have seen an increase in nurses serving on state and local boards, with the number rising from 268 in July 2014 to 310 in May 2015 (CCNA, 2014a, 2015d)
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From page 151... ...
The Campaign has used a number of avenues for its communications through its state Action Coalitions, as well as at the national level (CCNA, 2015c; see also Chapter 1)
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From page 152... ...
. In 2013, the Campaign developed new imperatives that reflect this gap, including to "move beyond nursing and focus on improving health and healthcare for consumers and their families" and to "not ignore the diverse stakeholders critical to success" (TCC Group, 2014; see also Chapter 1 and the Interprofessional Collaboration section of this chapter)
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From page 153... ...
, but two-way engagement with key audiences has been limited by a lack of next steps for individuals to take to accomplish meaningful action. Development of an engagement ladder, including ways to work with the Action Coalitions on various tactics, would be a productive means of sustaining interest among a broader audience, including students, health care consumers, business leaders, philanthropic organizations, and payers.
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From page 154... ...
. And the Jonas Center has revised Campaign messages to emphasize the goal of improving patient care and health care delivery.5 As observed by Darlene Curley, executive director, Jonas Center for Nursing and Veterans Healthcare, at the committee's July 2015 workshop, "It has been difficult to develop funding partnerships with many of our external funders because they see the report as nursing-centric and very nursing professional focused, sort of inside baseball." Strong relationships are needed with health policy and business reporters; editors and columnists at national, state, and local news outlets; and bloggers who cover issues related to the recommendations of The Future of Nursing.
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From page 155... ...
Conclusions The committee drew the following conclusions about the Campaign's use of communication strategy and activities: For the Campaign to progress further, its communication strategy needs to expand beyond the nursing profession to other diverse stakeholders, includ ing consumers. State Action Coalitions need assistance from the Campaign and from other successful Action Coalitions to develop messaging, utilize traditional and new media, and engage audiences.
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From page 156... ...
The Campaign should expand the scope of its communication strategies to connect with a broader, more diverse, consumer-oriented audience and galvanize sup port at the grassroots level. The Campaign, including its state Action Coalitions, should bolster communication efforts geared toward the general public and consumers using messages that go beyond nursing and focus on improving health and health care for consumers and their
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From page 157... ...
2015. Managing health care delivery.
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. National nursing leadership strategy meeting concept paper: A national strategy to increase the number of nurse leaders on boards, part II.
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From page 159... ...
2015. Managing health care delivery.
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From page 160... ...
2015b. Evidence-guided integration of interprofessional collaborative practice into nurse managed health centers.
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