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Recommended Citation
Hicks A, Huffstetler C. Creating an Outside the Box Nursing Leadership Structure in Radiation Oncology. Nurse-driven Innovations in Care Redesign and Delivery poster presentation at Elevating Nursing Excellence: Purpose, Profession, Passion; Advocate Health Midwest Region Nursing Research & Professional Development Conference 2024; November 13, 2024; virtual.
Presentation Notes
Nurse-driven Innovations in Care Redesign and Delivery poster presentation at Elevating Nursing Excellence: Purpose, Profession, Passion; Advocate Health Midwest Region Nursing Research & Professional Development Conference 2024; November 13, 2024; virtual.
Abstract
Introduction
The Levine Cancer Radiation Oncology Service line in the GCM is comprised of 10 clinics across North and South Caolina. It is a multidisciplinary team that includes 42 RNs and 2 CNAs among multiple other disciplines. Before 2019, the nursing leadership structure was limited to 1 clinical supervisor, and nurses were under the direction of practice managers. This led to ineffective communication, limited participation in professional development activities, no structure for staff coverage, lack of standardized practice, and virtually no nursing recognition.
Implementation Strategy
In 2019, a nurse manager was added. An FTE neutral plan was implemented that added 5 clinical supervisors assigned to multiple clinics to provide clinical oversight. Evidence-based leadership tactics, such as purposeful rounding and professional governance were implemented. Technology was used to provide a venue for communication, networking, and a repository of resources. Practice was standardized using input to account for nuances across the region. A central staffing approach was implemented, including deployment of float nurses.
Outcomes and Impact
Care was standardized. Multiple nurse-led improvements, including improving care of inpatients, improved consent process, and the development of a competency-based orientation have occurred. Certification rates increased from 13% to 59%. Since 2019, the rad onc nurses have received 6 Daisy Awards and 2 Daisy Team Awards, a Great 100 Award, 2 Cure Extraordinary Healer Awards, and a Silver Touchstone. Vacancy rates have consistently remained under 3% with engagement scores in the top quartile.
Insights
By implementing nursing leaders over multiple sites who report to a nursing leader and work in collaboration with practice leaders, nursing practice and engagement improved. Professional development opportunities are more likely to be participated in.
Implications
Creating a more cost-effective way to increase nursing leadership in ambulatory care can result in improved nursing engagement and improve nursing practice.
References
Bergstedt, K. & Wei, H. (2020). Leadership strategies to promote frontline nursing staff engagement. Nursing Management, 51(2), 48-53. http://.1097/01.NUMA.0000651204.39553.79
Blake, N. (2022). Future of Nursing 2020-2030: Supporting the health and well-being of nurses. AACN Advanced Critical Care, 33(1),99-102. https://doi.org/10.4037/aacnacc2022286
Gensimore, M., Mauro, R., Morgan, M. McGee, G. & Zimbor (2020). The effect of nurse-practice environment on retention and quality of care via burnout, work characteristics, and resilience. JONA, 50(10), 546-553. http://10.1097/NNA.0000000000000932
Jingxia, C., Longling, Z., Qiantao, Z. Weixue, P., & Xiaolian, J. (2022). The changes in the nursing practice environment brought by COVID-19 and improvement recommendations from the nurses’ perspective: a cross-sectional study. BMC Health Services Research, 22(1), 754. https://doi.10.1186/s12913-022-08135-7
Mlambo, M., Silén, C. & McGrath, C. (2021). Lifelong learning and nurses’ continuing professional development, a metasynthesis of the literature. BMC Nurs 20, 62. https://doi.org/10.1186/s12912-021-00579-2
Sherman, R. & Cohn, T. (2022). Re-engagement is a two-way street. American Nurse https://www.myamericannurse.com/when-staff-disengage-increasing-engagement/
Document Type
Poster
Publication Date
11-13-2024
Creating an Outside the Box Nursing Leadership Structure in Radiation Oncology
Introduction
The Levine Cancer Radiation Oncology Service line in the GCM is comprised of 10 clinics across North and South Caolina. It is a multidisciplinary team that includes 42 RNs and 2 CNAs among multiple other disciplines. Before 2019, the nursing leadership structure was limited to 1 clinical supervisor, and nurses were under the direction of practice managers. This led to ineffective communication, limited participation in professional development activities, no structure for staff coverage, lack of standardized practice, and virtually no nursing recognition.
Implementation Strategy
In 2019, a nurse manager was added. An FTE neutral plan was implemented that added 5 clinical supervisors assigned to multiple clinics to provide clinical oversight. Evidence-based leadership tactics, such as purposeful rounding and professional governance were implemented. Technology was used to provide a venue for communication, networking, and a repository of resources. Practice was standardized using input to account for nuances across the region. A central staffing approach was implemented, including deployment of float nurses.
Outcomes and Impact
Care was standardized. Multiple nurse-led improvements, including improving care of inpatients, improved consent process, and the development of a competency-based orientation have occurred. Certification rates increased from 13% to 59%. Since 2019, the rad onc nurses have received 6 Daisy Awards and 2 Daisy Team Awards, a Great 100 Award, 2 Cure Extraordinary Healer Awards, and a Silver Touchstone. Vacancy rates have consistently remained under 3% with engagement scores in the top quartile.
Insights
By implementing nursing leaders over multiple sites who report to a nursing leader and work in collaboration with practice leaders, nursing practice and engagement improved. Professional development opportunities are more likely to be participated in.
Implications
Creating a more cost-effective way to increase nursing leadership in ambulatory care can result in improved nursing engagement and improve nursing practice.
References
Bergstedt, K. & Wei, H. (2020). Leadership strategies to promote frontline nursing staff engagement. Nursing Management, 51(2), 48-53. http://.1097/01.NUMA.0000651204.39553.79
Blake, N. (2022). Future of Nursing 2020-2030: Supporting the health and well-being of nurses. AACN Advanced Critical Care, 33(1),99-102. https://doi.org/10.4037/aacnacc2022286
Gensimore, M., Mauro, R., Morgan, M. McGee, G. & Zimbor (2020). The effect of nurse-practice environment on retention and quality of care via burnout, work characteristics, and resilience. JONA, 50(10), 546-553. http://10.1097/NNA.0000000000000932
Jingxia, C., Longling, Z., Qiantao, Z. Weixue, P., & Xiaolian, J. (2022). The changes in the nursing practice environment brought by COVID-19 and improvement recommendations from the nurses’ perspective: a cross-sectional study. BMC Health Services Research, 22(1), 754. https://doi.10.1186/s12913-022-08135-7
Mlambo, M., Silén, C. & McGrath, C. (2021). Lifelong learning and nurses’ continuing professional development, a metasynthesis of the literature. BMC Nurs 20, 62. https://doi.org/10.1186/s12912-021-00579-2
Sherman, R. & Cohn, T. (2022). Re-engagement is a two-way street. American Nurse https://www.myamericannurse.com/when-staff-disengage-increasing-engagement/
Affiliations
Atrium Health Levine Cancer