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Recommended Citation
Lira-Crame C, Murtaugh M, Hwang Granada H. From Shared Governance to Professional Governance an Investment in Nurse Engagement, Autonomy, and Professional Development. Quality Improvement podium presentation at Transforming Practice: The Intersection of Technology and Nursing Excellence; Advocate Health Nursing Research and Professional Development Conference 2025; November 12, 2025; Virtual.
Presentation Notes
Quality Improvement podium presentation at Transforming Practice: The Intersection of Technology and Nursing Excellence; Advocate Health Nursing Research and Professional Development Conference 2025; November 12, 2025; Virtual.
Abstract
Background: Shared governance, now professional governance, is a foundational element of structural empowerment in a Magnet recognized organization. Nurses engaged in professional governance have more empowerment, job satisfaction, and enhanced self-concept.
Local Problem: Nurse engagement survey results from April 2024 identified opportunities for improvement in nurse autonomy and professional development (PD). Unfavorable scores were 15%, 18%, 10.4% respectively in the following questions: (1) I have the opportunity to influence nursing practice (2) This organization makes an effort to seek my input (3) I have the resources I need to help me grow my career. Professional governance is an ideal framework to engage nurses in decision making; therefore, professional governance coordinating council (PGCC) sought to enhance nurse autonomy and PD through an investment in structural change.
Method: The PGCC, comprised of site council chairs, CNO, and key stakeholders reviewed the evidence and used the PDSA model to improve the professional governance day (PGD) structure. A learning needs assessment identified and prioritized PD content for the target audience in three categories: clinical, leadership, and professional growth. The new structure included protected time for PD, mentorship, and council work, extending PGD from six to eight hours and launched in 3Q2024.
Results/Conclusions: Seven PD topics have been presented, and results of learner feedback include: average rating 4.5/5, relevance 8.7/10, utility 8.4/10. Attendance to the extended PGD was maintained at the expected 80%. 48 abstracts were submitted for internal/external dissemination as evidence of nurse engagement in EBP, PI, and research at this Magnet hospital. Nurse engagement survey will be conducted in 2026
Implications for Practice: Change is necessary to strengthen nurse engagement and evolve from shared to professional governance where nurses own decision making for their practice. Establishing a PGD structure that provides protected time is a feasible strategy to enhance nurse engagement in a Magnet organization.
Document Type
Oral/Podium Presentation
Publication Date
11-12-2025
From Shared Governance to Professional Governance an Investment in Nurse Engagement, Autonomy, and Professional Development
Background: Shared governance, now professional governance, is a foundational element of structural empowerment in a Magnet recognized organization. Nurses engaged in professional governance have more empowerment, job satisfaction, and enhanced self-concept.
Local Problem: Nurse engagement survey results from April 2024 identified opportunities for improvement in nurse autonomy and professional development (PD). Unfavorable scores were 15%, 18%, 10.4% respectively in the following questions: (1) I have the opportunity to influence nursing practice (2) This organization makes an effort to seek my input (3) I have the resources I need to help me grow my career. Professional governance is an ideal framework to engage nurses in decision making; therefore, professional governance coordinating council (PGCC) sought to enhance nurse autonomy and PD through an investment in structural change.
Method: The PGCC, comprised of site council chairs, CNO, and key stakeholders reviewed the evidence and used the PDSA model to improve the professional governance day (PGD) structure. A learning needs assessment identified and prioritized PD content for the target audience in three categories: clinical, leadership, and professional growth. The new structure included protected time for PD, mentorship, and council work, extending PGD from six to eight hours and launched in 3Q2024.
Results/Conclusions: Seven PD topics have been presented, and results of learner feedback include: average rating 4.5/5, relevance 8.7/10, utility 8.4/10. Attendance to the extended PGD was maintained at the expected 80%. 48 abstracts were submitted for internal/external dissemination as evidence of nurse engagement in EBP, PI, and research at this Magnet hospital. Nurse engagement survey will be conducted in 2026
Implications for Practice: Change is necessary to strengthen nurse engagement and evolve from shared to professional governance where nurses own decision making for their practice. Establishing a PGD structure that provides protected time is a feasible strategy to enhance nurse engagement in a Magnet organization.
Affiliations
Illinois Masonic Medical Center