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Creative Implementation of Leadership

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Presentation on theme: "Creative Implementation of Leadership"— Presentation transcript:

1 Creative Implementation of Leadership
Ashley Olszewski Frostburg State University NURS 406

2 Personality Type & Leadership Style
Presentation Style Personality Type & Leadership Style Why use PowerPoint? ISFJ – Introverted, Sensing, Feeling, Judging Committed in meeting obligations Thorough, accurate Strive to create an orderly environment Analytic abilities Quiet, Friendly, Responsible, Conscientious Allows for a well organized, thorough presentation Allows one to analyze a topic creatively Expresses personality via design of presentation

3 Same Day Surgery Outpatient Facility
Facility of Choice Same Day Surgery Outpatient Facility

4 FMH Same Day Surgery Outpatient Facility
Branch off of Frederick Memorial Hospital (FMH) Allows the operating room (OR) at FMH to remain open for more in-depth cases requiring hospitalization post-surgery Waiting area with receptionist desk Pre-operative area with 5 interview rooms/areas Patients prepped for procedure Pre-procedure assessment completed here 5 operating rooms Post-operative area with 5 recovery areas separated by curtains

5 FMH Same Day Surgery Outpatient Facility
Monday – Friday Staffing: 3 pre-operative Registered Nurses (RNs) 5 intra-operative RNs 3 post-operative RNs 5 surgical techs 5 anesthesiologists Physicians contract with facility to operate; schedule cases based on their schedules 2 receptionists Facility director (including financial aspect) Director of patient care services (oversees staff directly) - me 2 environmental services employees All cases are planned, thus staffing day- to-day depends on the number of cases scheduled

6 Cultural Development Collaborative Communication
Staff and physicians considered equal partners; multi-disciplinary meetings to discuss issues Huddle prior to any particularly challenging cases Shared decision making Include staff on any important decisions Team orientation Needs of the team more important than that of the individual Work together to provide patients best care possible

7 Team Development Development of team norms
Mutual respect, open communication, team work Team Strategies and Tools to Enhance Performance (TeamSTEPPS) training provided to all new employees Encourages effective communication between disciplines and staff members; standard training at FMH Leadership encourages growth and development via education Shared governance environment All team members asked to participate in decision making

8 Coaching “The day-to-day process of helping employees improve their performance” (Sullivan, 2013, p. 258) Intervene immediately in any performance problems Prevents a small issue from becoming a big one Problems tied into patient care outcomes and functioning of the facility Actively listen to what employee has to say Discuss solutions to solving problem Follow up to ensure problem resolution Give praise and credit where it is deserved

9 Legal Considerations Ensure staff maintain up to date certifications and licensure Yearly required competencies completed (as per FMH policy including; HIPPA, cultural, safety, disaster preparedness) Proper training of all staff on equipment they must use In-services or training sessions provided for any new equipment, policies, or procedures Maintain standard of care Documentation required for accreditation The Joint Commission The Accreditation Association for Ambulatory Health Care, Inc.

10 Ethical Considerations
Recognize and respect patient rights Ethical principles of beneficence, nonmaleficence, autonomy, veracity, and confidentiality guide practice Staff are patient advocates Whistle-blowing policy For safety of patients and staff; helps stop potential harm caused by a staff member

11 Transformational Leadership
Inspires and motivates followers (employees) “Focuses on merging the motives, desires, values, and goals of leaders and followers into a common cause” (Sullivan, 2013, p. 43). Encourage employee participation in decision-making Found to reduce burnout among employees “They foster followers’ inborn desire to pursue higher values, humanitarian ideals, moral missions, and causes” (Sullivan, 2013, p. 43).

12 Forecasting “A planning tool that helps management in its attempts to cope with the uncertainty of the future, relying mainly on data from the past and present analysis of trends” (Businessdictionary.com, 2013) Facility director works with the financial department of FMH to determine cost effective plans for future staffing and operation Goal: to help the facility grow financially Utilizing advanced scheduling for procedures to anticipate staffing needs Weekly updates sent out by director of patient care services to all staff Facilitates communication Updates staff on things going on within facility

13 Regulatory Agencies The Joint Commission on Accreditation of Healthcare Organizations (JCAHO) Provides accreditation Centers for Medicare & Medicaid Services (CMS) Provide reimbursement for procedures Agency for Healthcare Research and Quality (AHRQ) “The Agency for Healthcare Research and Quality's (AHRQ) mission is to improve the quality, safety, efficiency, and effectiveness of health care for all Americans” (Agency for Healthcare, 2012)

14 Accreditation The Joint Commission on Accreditation of Healthcare Organizations (JCAHO) Ambulatory Care Accreditation Promoting accreditation within the facility Gives the surgical center a competitive advantage Assists in recognition from insurers, associations, and other third parties Improves liability insurance coverage Helps organize and strengthen improvement efforts Enhances staff education Thus… Attracting staff to work at the facility Encourages continuing education Encourages staff to provide the best care possible Attracts patients based on reliable reputation

15 Marketing Plan Utilize local media and fliers (with website name on them) Distribute fliers at surgeon offices Place fliers in the mail; hang on bulletin boards in stores Create a website Include patient testimonials Pictures of the new, state-of-the-art facility Target audience: Surgeons – to recruit those with a good reputation and clientele Patients Less wait time than going to a hospital No getting “bumped” for emergency cases

16 Employees Motivation Retention
Well planned orientation with on-the-job instruction New hires will be assigned a preceptor who trains them and serves as their mentor Encourage growth and continued education Clinical ladder Recognition program i.e. staff member of the month Comprehensive benefits Health/vision/dental insurance plans, 403B plans, tuition reimbursement, discounts from select retailers, paid time off (PTO), etc. Competitive pay rates Incorporating staff into decision making Quarterly paid staff meetings to keep everyone on the same page Encourage open communication

17 Human Resources Utilize the human resources (HR) department that is in charge of FMH and all satellite branches of the facility Facility director and director of patient care services would be responsible for ultimate decisions in hiring and disciplinary cases

18 Director of Patient Care Services (me) Nurses and Surgical Techs
Accountability Facility Director The facility director is accountable to the Board of Directors within the FMH Healthcare System Director of Patient Care Services (me) The Director of Patient Care Services is accountable to the Facility Director to ensure that the employees are meeting their job expectations, handles conflict, collaborates with the director to brainstorm ideas on how to attract business, and makes sure that the patients are receiving the best care possible. Surgeons Receptionists Nurses and Surgical Techs

19 Disaster Plan The facility is located in Frederick, MD
Close in proximity to Fort Detrick, small local airport Disaster plans that need to be in place: Evacuation of facility, transportation to another facility if necessary, staff/patient communication in a disaster situation Follow Code Yellow policy as in place by FMH Annual competencies to refresh staff memories on disaster plans Frequent fire and disaster drills performed at random to maintain skills

20 Succession Plan “… succession planning at all levels of nursing management is essential to ensure a smooth transition after a manager leaves or retires” (Sullivan, 2013, p. 235). Recognize leadership potential in current employees within the facility Provide leadership workshops Leadership skills important in all employees, not only managers Serve as a mentor to staff Whenever someone begins a new position, provide adequate training with a preceptor FMH utilizes a company called “Transamerica Retirement Solutions” 403B plans Meeting times offered frequently to meet with company representatives for retirement planning

21 Networking Promote joining and maintaining memberships in professional organizations Association of Perioperative Registered Nurses (AORN) Maryland Nurses Association (MNA) Ambulatory Surgery Center Association (ASCA) Attend seminars and conferences of relative topics Stay in communication with FMH main campus’ operating room

22 Critical Issues All staff members to be trained in Basic Life Support (BLS) Licensed staff members to be trained in Advanced Cardiac Life Support (ACLS) – RNs, anesthesiologists, doctors Plan for transportation of patient to FMH in case an emergency develops (i.e. cardiac or respiratory arrest, hemorrhaging, etc.)

23 References Agency for Healthcare Research and Quality. (2012). AHRQ at a glance. Retrieved from Amer, Kim Siarkowski. (2013). Quality and safety for transformational nursing: Core competencies. Upper Saddle River, NJ: Pearson Education, Inc. Businessdictionary.com. (2013). Forecasting. Retrieved from Heiss, Marina Margaret.  (2012).  Introverted sensing feeling judging.  Retrieved from http://typelogic.com/isfj.html Sullivan, Eleanor J. (2013). Effective leadership and management in nursing (8 ed.) Upper Saddle River, NJ: Pearson Education, Inc. The Joint Commission. (2013). Ambulatory care accreditation overview: A snapshot of the accreditation process. Retrieved from The Myers & Briggs Foundation.  (2003).  Retrieved from: http://www.myersbriggs.org/


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