Aligning the Leadership Vision to a Shared Governance Model

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Aligning the Leadership Vision to a Shared
Governance Model

• Monika Dutton, MSN, RN-BC
• monika.dutton_at_rsfh.com

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Objective

• Identify the steps in aligning the leadership
  vision to a Shared Governance model.

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Vision

• SNEs vision in Oct 2004 was to create
  transformational leaders
• Required new jobs and new job descriptions
• Managers and the CNS group (new positions)
• Re-alignment of positions
• Put unit based educators and Pt Care Coordinators
  back into staffing
• Movement towards Shared Governance
• Pre-planning took15 months

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Transformational Leadership

• Clinical Managers
• Serve as Transformational leaders and CEOs of
  patient care units
• Staff
• Are empowered stockholders participating in
  shared decision-making
• Advanced Practice Nurses
• Responsible for developing staff and elevating
  practice

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Moving to Transformational Leadership
(Wolf, Boland, Aukerman, 1994)
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Leadership Vision at Roper Hospital

• Oct 2004
• Plan and model introduced
• Re-alignment of positions for FY 2005
• July-Oct 2005
• Staff readiness assessment circulated and
  completed, results shared, model refined at a
  Leadership Retreat
• Jan 2006
• Initial staff education
• April 2006
• First council meetings
• Jan 2008
• New chair education
• Councils re-aligned

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Components of Shared Governance

• The five, time-tested foundations for shared
  governance (non-negotiables)
• Its about making decisions
• Its staff-driven
• There must be accountability
• Locus of control
• Managers are critical to success
• Tim Porter-OGrady, DM, EdD, APRN, FAAN

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Applying the Essential Components of Shared
Governance

• Decision making parameters
• Scope-outlined by leadership and refined by the
  councils. Bed side decisions.
• Bylaws-developed at each council, collated in
  2007, updated annually
• Staff drivers
• Staff member serve as chairs and co-chairs
• Bylaws address membership

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Applying the Essential Components of Shared
Governance

• Accountability
• Focus on outcomes not tasks!
• A mature model is outcomes driven
• Span of control
• Bylaws
• Train managers to guide through issues outside
  the council span of control-not take over

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Applying the Essential Components of Shared
Governance

• Managers are key to the success
• Define their role
• OK to let go.
• Training as a facilitator for councils by helping
  staff remove roadblocks and how to mentor staff
  in council leadership roles

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6th Component?

• Education and Mentorship
• Provide initial and ongoing education on meeting
  management and problem solving
• Assign a facilitator (not the same as a manager
  facilitator for each council)
• Introduce new staff to the model

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2008 Shared Governance Model at Roper Hospital
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Resources

• http//www.sharedgovernance.org/
• Research and other topics on SG
• http//www.tpogassociates.com/SharedGovernance.htm
  
• Tim Porter OGradys website
• Download the entire book on implementing SG