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Shared_Governance_Implementation_Presentation.pptx
- 1. Implementation of Shared Governancein Nursing
- 2. Introduction to SharedGovernance • Definition: Shared governance is a professional practice model that promotes nursing empowerment through participation in decision-making processes. • Purpose: Enhance accountability, improve outcomes, and strengthen team collaboration. • Relevance: Supports Magnet® recognition and professional nursing standards.
- 3. Is There aBest Way to Implement Shared Governance? • No 'one-size-fits-all' model • Implementation must align with: • - Organizational size and structure • - Leadership style • - Staff readiness and culture • Tailored approaches yield the best results
- 4. Core Models ofShared Governance • Councilor Model: Centralized, policy-focused – best for large institutions • Unit-Based Model: Local decision-making – suitable for small/medium units • Hybrid Model: Combines both – versatile application
- 5. Critical Success Factors •• Executive support and sponsorship • • Clear communication channels • • Defined roles and accountability • • Ongoing education and training • • Measurement and feedback mechanisms
- 6. Role of SharedGovernance in Healthcare • • Promotes nursing autonomy and accountability • • Enhances interprofessional collaboration • • Supports evidence-based practice • • Enables continuous quality improvement
- 7. Impact on Patientand Organizational Outcomes • • Improved patient satisfaction (e.g., HCAHPS scores) • • Higher nurse retention and engagement • • Lower adverse events and errors • • Increased innovation in care delivery
- 8. Example – ClevelandClinic Nursing Shared Governance Model • Structure: Hospital-wide councils and unit- based teams • Outcomes: • - 25% increase in nurse engagement scores • - 30% reduction in nurse turnover over 2 years • Key Practice: Decision-making on staffing ratios and clinical protocols
- 9. Challenges in ImplementingShared Governance • • Resistance to cultural change • • Lack of leadership buy-in • • Poorly defined roles or processes • • Limited training and mentorship • • Resource constraints (time, personnel)
- 10. Transitional Leadership Tools Overview •Tools help bridge the gap during change • Focus: • - Flexi-time: Custom work hours • - Self-scheduling: Staff-controlled shift planning • Aim: Increase autonomy and reduce burnout
- 11. Flexi-Time – Definition& Applications • Allows nurses to choose start/end times within limits • Example: 7 AM–3 PM, 9 AM–5 PM • Facilitates balance with family, education, health
- 12. Flexi-Time – Benefits •• Improves job satisfaction • • Reduces absenteeism and turnover • • Enhances work-life integration • • Boosts productivity and morale
- 13. Flexi-Time – Implementation Challenges •• Potential scheduling overlaps • • Uneven patient coverage • • Perception of unfairness if not standardized • • Requires strong timekeeping systems
- 14. Self-Scheduling – Definition& Implementation • Nurses collaborate to create monthly/weekly shifts • Usually managed via software or council oversight • Requires guidelines for fairness
- 15. Self-Scheduling – Benefits •• Increases ownership and satisfaction • • Empowers nurses to plan around personal life • • Encourages collaborative team culture • • Reduces manager workload
- 16. Self-Scheduling – Implementation Challenges •• Requires mature team dynamics • • Risk of uneven skill mix on shifts • • Staff may prioritize preferences over patient needs • • Conflict resolution mechanisms necessary
- 17. Integrating Tools intoShared Governance • • Create pilot units to test flexi-time/self- scheduling • • Use Shared Governance councils to: • - Develop scheduling policies • - Evaluate equity and effectiveness • • Gather feedback and adjust
- 18. Evaluation Metrics • •Nurse satisfaction (survey tools like NDNQI, PES-NWI) • • Staff turnover and retention • • Patient care indicators • • Council participation rates • • Audit compliance with self-scheduling standards
- 19. Conclusion • • Sharedgovernance empowers nurses and improves outcomes • • No singular model; best practices are adaptive and evidence-based • • Transitional tools like flexi-time and self- scheduling align well with governance goals • • Leadership support and education are vital
- 20. References • 1. Anthony& Vidal (2022). Shared governance in nursing. • 2. Goudreau (2023). Leadership and shared governance. • 3. Kramer & Schmalenberg (2022). Essentials of Magnetism. • 4. Hess (2022). Professional governance in nursing. • 5. Olender & Allen (2022). Flex-time in acute care.