Shawanda Poree is the Director of Healthcare Recruitment and Marketing for the Veterans Health Administration. She leads national recruitment and marketing efforts for 153 VA medical centers. As a nurse executive, she provides leadership on staffing, workforce succession, and retention. She designed and established the National Recruitment Program to help the VA recruit healthcare professionals innovatively and reduce temporary staffing costs. The program has improved care delivery and perceptions of government employment. Mrs. Poree has extensive leadership experience and education in nursing and business administration.
Most Influential Chief Nursing Officers to Know in 2023V3 1.pdfinsightscare
Insights Care’s latest edition Most Influential Chief Nursing Officers to Know in 2023, walks you through the officers who are working to promote evidence-based practice, implement new technologies and digital health solutions, and promote diversity, equity and inclusion within the nursing profession.
7Running head APN PROFESSIONAL DEVELOPMENT PLAN.docxsleeperharwell
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Running head: APN PROFESSIONAL DEVELOPMENT PLAN
Advanced Practice Nurse (APN) Professional Development Plan
Advance Practice Nurse (APN) Professional Development Plan
The role of an advanced practice nurse (APN) plays a vital part in the United States health care system. APN’s are highly trained registered nurses with advanced graduate-level education. Earning a masters degree or doctorate degree in nursing allows APN’s to apply advanced knowledge in decision-making for complex cases with a large degree of independence. There are 4 main practice roles of specialization within nursing. Whether a nurse practitioner (NP), clinical nurse specialist (CNS), certified nurse anesthetist (CRNA), or a certified nurse midwife (CNM), each play a crucial role in the future of health care. Although each role requires different training and skills, they are equally complex and require high levels of critical thinking, decision-making, and independence (Hanlon, 2015).
It is important for a NP to understand the different roles of an APN and utilize the knowledge and skills to develop a professional development plan (PDP). A PDP allows for self-analysis and leadership development by setting goals and personal objectives, and assessing the importance of being a leader. This paper will review the APN scope of practice in the state of Florida, provide a personalized assessment reflecting strengths, weaknesses, goals, and objectives, strategies for advancement of the profession, Curriculum vitae, and concluding with a summary of the essential components of the APN professional development plan.
Advance Practice Nurse Scope of Practice – State of Florida
APN practice is defined by the Nurse Practice Act and governed by the Board of Nursing. There are laws and regulations that may impact practice, for example, the location where one practice’s. NP’s are required to abide by each state’s guidelines that govern the role of advance practice nurses. The definition of the role and scope of practice guidelines for a NP vary from state to state. It is understandable that state definitions may convey confusion related to the role separation, competency, emphasis, approach, and variation of a CNP. As the number of advanced practice nurses and the tasks performed by these individuals continues to grow, the importance of duty clarity is essential. Ensuring a clear understanding of expectations is imperative for nursing to have an impact on the delivery of health care services.
The state of Florida defines the role of a CNP as “any person licensed in this state to practice professional nursing and certified in advanced or specialized nursing practice, including certified registered nurse anesthetists, certified nurse mid-wives, and nurse practitioners” (Buppert, 2015). To become certified as a NP in Florida, one must hold a valid registered nurse license with a Bachelors Degree in Science recognized by the Board of Nursing. Once enrolled in a NP.
Case Introduction Founded over a century ago, Balewa Health System .pdftuffail786
Case Introduction Founded over a century ago, Balewa Health System (BHS) is a faith-based,
nonprofit healthcare organization dedicated to improving the health of the people and
communities, especially the poor and vulnerable, in the southeastern part of West Virginia. It has
grown from a one-building community hospital to a fully integrated 4,000-bed healthcare
delivery system. BHS boasts a network of seven hospitals, an advanced imaging center, an
urgent care center, primary care and specialty care centers, rehabilitation and therapy clinics,
senior health centers, home health and hospice services, affiliated ambulatory surgery centers,
and five medical groups. With a total budget of USD 3.5 billion, BHS is a major employer in the
area, with more than 25,000 clinical and non-clinical staff. BHS provides more than USD 257
million in community benefit annually. Termination of CEO Benny Edwin Efforts to increase the
national ranking of BHS as a national leader in the healthcare industry continue to be hampered,
both by persistent low employee morale and satisfaction and by the high turnover in system
leadership. In June 2010, the Board of Trustees gave Mr. Benny Edwin, who had served as Chief
Executive Officer (CEO) for more than seven years, a one-year contract extension with an
expectation that he would engage other high-level executives in creating a culture that valued
effective followership. Subsequently, and citing their lack of involvement in the decision-
making, several members of the employee union expressed doubts that Mr. Edwin was capable
of embracing the values and the importance of effective followership. His contract was
terminated within two days, after a five-page letter signed by five senior vice presidents was
delivered to Bonnie Wesley, Chair of the Board of Trustees. The senior vice presidents, in
addition to echoing the concerns expressed by the employee union, complained that Mr. Edwin
had failed to demonstrate an ability to communicate clearly with 3 others, to clarify the goals
and objectives of BHS, to embrace shared decision-making, or to serve as a role model for the
values of BHS. In announcing Mr. Edwins termination, Ms. Wesley remarked that having
completed a comprehensive top-to-bottom review of our organization, it was determined that a
change in leadership at this time is in the best interest of all of our key stakeholders, including
employees, patients, and providers. The Board believes that this leadership change is necessary
to enhance the ability of BHS to recruit and retain talent, improve employee morale and
satisfaction, and reclaim its national reputation as a provider of personalized specialty care in the
areas of cardiovascular medicine, gastroenterology, geriatrics, nephrology, neuroscience,
pulmonology, urology, and pediatrics. Appointment of Dr. Adesuwa Mabel After an extensive
five month national search, the Board of Trustees of BHS announced that Dr. Adesuwa Mabel
had been selected as the next P.
DQ 3-1 response 1Working in Oncology care, the Oncology Nursing.docxelinoraudley582231
DQ 3-1 response 1
Working in Oncology care, the Oncology Nursing Society or ONS is a national professional specialty nursing association that I have been an ongoing member of since 2010. As an organization, their mission is “to advance excellence in oncology nursing and quality cancer care” with a vision “to lead the transformation of cancer care” (Oncology Nursing Society, 2017). Innovation, excellence and advocacy is what guides ONS to improve the quality of life and outcomes for patients with cancer and their families as well as improving the nursing profession (Oncology Nursing Society, 2017). They are continually working towards promoting respect and recognition on behalf of patients and the nursing profession. They not only engage in providing education and training for nurses but also engage in international outreach and partnering with other organizations that share common goals to enhance quality of care for people with cancer. They also serve as advocates to promote public health policy. ONS sends members to the Nurse in Washington Internship program annually giving attendees a better understanding of political, legislative and regulatory issues facing nurses ending with a visit to Capitol Hill to influence policy for nurses and the patients they serve (Saria et al., 2014). Cancer care is complex and continuously changing. As a member of the health care team, I feel the values of excellence, innovation and advocacy are reflected in their mission and vision statements. I also feel their mission and vision statements also mirrors the organization I work for. As a health care provider, Aurora Health Care, helps people to live well, providing the best care possible during and after a patient’s hospitalization. They support and encourage their medical/oncology nurses to become oncology and chemotherapy certified. They provide annual mandatory cancer education and offer monthly oncology seminars for all health care providers. The also encourage and support local, state and national seminars as well for their nurses. As a health care provider, they are devoted to providing the most current up to date treatment and promote safety through the encouragement and participation of evidence based initiatives and quality improvement projects.
References
Oncology Nursing Society. (2017). About ONS. Retrieved October 9, 2017, from https://www.ons.org/about
Saria, M. G., Stone, A., Walton, A. L., Brown, G., Norton, V., & Barton-Burke, M. (2014). Voices of oncology nursing society members matter in advocacy and decisions related to U.S. health policy. Clinical Journal of Oncology Nursing, 18(6), 719-721. doi:10.1188/14.cjon.719-721
Response 2
Dignity Health hospitals are committed to furthering the healing ministry of Jesus. They pride themselves on delivering compassionate, high-quality, affordable health services while serving and advocating for the poor and disenfranchised and partnering with others in the community to improve the quality of .
Experienced, successful authentic leader with diverse experience in healthcare delivery, emergency care, cardiac excellence, HCAHPS, Core Measures, Patient and Employee Satisfaction, Data Analysis, Project Management. Reputation for yielding high results in quality and business development with integrity and vision.
Peers Response to --- How do you see current trends and changes in.docxkarlhennesey
Peers Response to --- How do you see current trends and changes in healthcare models impacting the delivery of healthcare? Consider the impact of these trends on your own practice setting. Also consider how these trends and changes have impacted your own leadership style or your supervisor’s leadership style.
Taimi Dudley posted Subscribe
My name is Taimi (pronounced ty-mee). I have worked as a registered nurse with an associate of science degree for over 24 years. Across these years, I have practiced nursing in the states of New Jersey, Pennsylvania, and my home state of Massachusetts, to which I returned two years ago. When I graduated from a hospital-based nursing program, I took a job as a Post-Acute/Rehab Care staff nurse. After two years as a staff nurse, I was promoted to a clinical management position in a Post-Acute Care (PAC) facility. Since then, I have worked in a variety of milieus, including both free-standing and hospital-based facilities and served as a corporate nurse, a traveling nurse, and a private consultant. My nursing specialty has grown exponentially over the years. My role now encompasses reporting to many governmental agencies, on both a state and federal level, and most recently, I am involved in mandated Quarterly Reporting Program (SNF QRP). I am currently working as a Regional Clinical Reimbursement Specialist for a major Post-Acute Care Company.
I have been in the healthcare field since I was a junior in high school, working as a candy striper, certified nursing assistant, and home health aide before becoming an RN. So, I have been both exposed to and used critical thinking for a lot of years. Nevertheless, I am excited to broaden my understanding, experience, and critical thinking skills with new and fresh information on the best practices approach of nurse leaders in today's healthcare environment.
How do you see current trends and changes in healthcare models impacting the delivery of healthcare? In the recent past, the fee for service healthcare trend generated money through the volume of patients or census levels and viewed the patient as a source of revenue. Whereas, the new trend of value-based healthcare has changed healthcare, particularly in my industry of post-acute care. Our patients have now become an expense versus a source of revenue. This change has made it necessary for different types of healthcare providers to stop working in silos and instead communicate and collaborate with care providers across the continuum. Each provider will need to leverage each other’s strengths to provide the best possible outcomes for the patient. Also, with this new value-based payment model system, providers, and doctor’s need to begin to see cradle to grave care within a fixed premium payment.
What is the impact of these trends on your own practice? These emerging trends are having an impact on my industry by implementing electronic medical records (EMR), nurses now char ...
Peers Response to --- How do you see current trends and changes in.docx
Poree Bio
1. Shawanda Poree, RN, BSN, MBA
Director, Healthcare Recruitment and Marketing Office
Mrs. Shawanda Poree is the Director, Healthcare Recruitment and Marketing
Office under the Veterans Health Administration. Shawanda is responsible for
leading all national aspects in the recruitment, and marketing for the 153 VA
Medical Centers throughout the nation. As a member of the executive team, Mrs.
Poree participates in the strategic planning and operations management to
ensure medical centers have the most qualified healthcare providers at the
bedside to care for the military Veterans. As a Nurse Executive, Mrs. Poree is
responsible for providing leadership, direction and consultative approach on
staffing methodologies, workforce succession and retention. Mrs. Poree singularly
noted a need for an innovative medium to attract the best and brightest
healthcare professionals to the VA. Mrs. Poree designed and established the
National Recruitment Program which allows the largest integrated healthcare
system an opportunity to be innovative and creative along with utilizing private-
sector methodologies to aid in the recruitment of healthcare professionals. Since
the launch of the program the agency has seen a reduction in temporary staff
cost, optimizing the value and perception of government employment, and most
significantly excellence in care delivery. Mrs. Poree is currenlty a Nurse
Executive Fellow in Robert Wood Johnson Nurse Executive Fellowship
(RWJFENF). RWJFENF is a three-year advanced leadership program for nurses
who aspire to lead and shape health care locally and nationally. Fellows
strengthen their leadership capacity and improve their abilities to lead teams and
organizations in improving health and health care. She is also a graduate of the
Excellence in Government Program as a Fellow with the Partnership for Public
Service, a national nonpartisan organization that works to revitalize the federal
government by inspiring a new generation to serve and by transforming the way
the government works. In 2007, Mrs. Poree graduated from Leadership VA, a
comprehensive program designed for aspiring leaders of the federal government.
She is active in a number of external professional associations American College
of Healthcare Executive, American Organization of Nurse Executives, National
Association for Colleges and Employers, National Association for Healthcare
Recruiters and National Association of Physician Recruiters. Mrs. Poree is a
recipient of the Great 100 Nurses award from the State of Louisiana. She serves
on a variety of community task-forces and boards. Ms. Poree holds a Bachelor’s
Degree in Biology/Pre-Med and Nursing from the historical Dillard University. She
earned her Master’s in Business Administration from the University of Phoenix
and currently working on her Ph.D. in Business Administration/Healthcare
Management. Mrs. Poree's experience and her leadership in championing
innovation and change has significantly impacted the way the Federal
government attracts healthcare professionals to the organization.
CAREER CHRONOLOGY:
2013 – Present Director, Healthcare Recruitment & Marketing Office
2012 – 2013 Director, HTM Business Intelligence
2010 – 2012 Deputy Director, Healthcare Placement Service
2009 – 2010 Program Manager, Student & Workforce Programs
2. 2007 – 2009 Clinical Professional Healthcare Recruiter
2002 – 2006 Nurse Recruiter
1998 – 2002 Registered Nurse
EDUCATION:
2008 – Present Working on Ph.D.
2003 MBA, Healthcare Management, University of Phoenix
1998 B.S., Nursing, Dillard University
1993 B.S., Biology Pre-Medicine, Dillard University
PROFESSIONAL CERTIFICATIONS:
Licensed Registered Nurse
PROFESSIONAL MEMBERSHIPS:
2012 – 2015: Robert Wood Johnson Nurse Executive Fellow
2010 – Present American Organization of Nurse Executives
2003 – Present American College of Healthcare Executives
2002 – Present National Association of Healthcare Recruiters
2010 – 2012: Member, VHA National Diversity and Inclusion Committee
2008 Partnership for Public Service Excellence in Government Fellow
2007 Leadership VA Graduate
2000 – 2005: New Orleans Recruiter Association (President, Vice-President, Secretary)
2003 Great 100 Nurses of Louisiana