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The linkage between nursing care and patient outcomes is widely accepted, yet it is often difficult to achieve an evidence-based allocation of nursing resources that is understood and accepted by all. AONL, ANA and HFMA have teamed up to chart a path forward. This document explores the evolution from conventional, quasi-adversarial nursing/finance relationships to patients-first interprofessional collaboration and sets forth an action plan to improve nursing resource allocation and the value that patients receive.
The role of the system chief nurse executive (CNE) is a sub specialty of nursing leadership and requires its own set of competencies. Guided by the AONL Nurse Executive Competencies’ domains: communication and relationship building, knowledge of the healthcare environment, leadership, and professionalism, business skills the following competencies describe the skills, knowledge, and attributes of nurse leaders in the role of the system chief nurse executive.
The following principles are intended to guide the nurse leader in achieving a diverse workforce by becoming an advocate for resources to implement and support a diversity program, encouraging a commitment to education, and leading diversity research initiatives that are based on performance improvement outcomes.
Technology is integrated into the fabric of health care and will most likely become increasingly part of the core fiber. AONL recognizes the significant role technology will play in our future. In support, AONL leadership has developed several tools to assist nurse leaders in incorporating technology into their work.
Technology is recognized as a key lever within the system of health care delivery. It has the unique capacity to either reduce or increase workload demand. Creating the appropriate balance and/or impact is a critical role for leadership. Understanding the role of the nurse executive in this work is essential.
AONL hosted a group of health care professionals to participate in a discussion for building the hospital for the next generation. The group consisting of nurse executives, architects and engineers identified valuable assumptions and principles for stakeholders involved in designing and building hospitals for the next generation.
Today's health care environment is complex and creates demands requiring the professional nurse to be an astute critical thinker, confident and competent when caring for patients and families in multiple health care settings.
However, since organizations are faced with increasing demands on resource utilization and simultaneous cost reductions, adequate attention to ensuring a successful transition for the newly licensed nurse may be not be appropriately designed, managed, supported or evaluated.
Executives can use these competencies as a self-assessment tool, useful in the identification of possible areas for growth. Aspiring nurse leaders can use them in planning personal preparation for their careers. Health care organizations may utilize them as a guideline for job descriptions, expectations and evaluations of nurse leaders.
Nurse educators can utilize them as a curriculum guideline for the educational preparation of nurses seeking expertise and knowledge in executive practice.
The care delivery system of the future will be characterized by vast complexity due to use of sophisticated technology, aging of the population with the associated growth in chronic health issues, as well as diversity of patient populations and practice settings.
Clinical nurses and nurse managers, like athletes or artists, work together with the shared goal of high quality patient care. The shared goal is clear to nurses, and most of them might say they would not be in nursing practice without that endpoint in mind.
Patient engagement is a critical cornerstone of patient safety and quality. AONL, along with the Nursing Alliance for Quality Care, has grounded its approach to this topic by recognizing the primary importance of relationships between engaged patients and families and their providers of care. The following are principal assumptions that guide in addressing care that is patient-centered.
These guiding principles outline how chief nurse executives, chief information officers and industry partners stakeholders can work together to achieve enhanced quality outcomes for the patients and families we all serve.