Kentucky ACHE Chapter

Second Quarter 2016

Institute of Medicine Core Competencies for Health Professionals: Foundation for Care Coordination in Practice

Lorraine Bormann, PhD, RN, MHA, CPHQ, FACHE

Topic or category: Evidence based Healthcare

Baccalaureate of Science in Nursing (BSN) prepared nurses are often unprepared to coordinate patient care for the best possible outcomes for the patient and for the health care organization. The Carnegie Foundation Report (2010) and the National League for Nursing position statement (NLN, 2003) called for nursing education reform. The authors were motivated by the need to include more information in nursing education about the Institute of Medicine (IOM) reports on quality health care, with a focus on the five core competencies identified by the IOM for all healthcare professions.  It is more imperative today, due to the greater emphasis on improving health care and safety in the United States.

Nursing students cover much information in their courses and develop clinical competencies in a short period of time. It is critical that each student and faculty recognize that nursing does not happen in isolation, but rather it is part of the entire healthcare experience. Nurses and healthcare leaders play critical roles in this experience through individual professional roles, responsibilities, and leadership.  We are all members of the healthcare team and must work together to provide and improve care.

(Finkelman & Kenner, 2013, p. xiii). Nursing curriculum now includes the Quality and Safety Education in Nursing (QSEN) competencies (AACN, 2008) but there are many nurses in practice that are not aware of these concepts and competencies.  

A strategy for successful care coordination includes an understanding and implementation of the core competencies for all healthcare professionals as described by the Institute of Medicine (IOM, 2003) to include: 1) patient-centered care, 2) teamwork and collaboration, 3) evidence-based practice, 4) quality improvement, and 5) informatics.  The Quality and Safety Education in Nursing (QSEN) model, described by the American Association of Colleges of Nursing (QSEN, 2014), added the safety competency.  The QSEN Model is a value model that emphasizes competence to protect patient safety, defines the most current trends in nursing practice, and employs an integrative paradigm in defining “nursing practice”.  Understanding basic nursing practice is the foundation that is necessary to further define and develop care coordination in both academia and in practice.  Introducing the concept-based QSEN into the new-hire orientation program as a foundation for practice will provide the foundation for all healthcare workers to enhance the care coordination efforts.

This topic was presented at the 8th Annual Care Coordination Conference in Baltimore, Maryland on May 10, 2016.  The program objectives were to: 1) Implement a logically stepped approach to introducing concept-based QSEN into the new-hire orientation program, 2) Include resources for teaching QSEN in the practice setting, and 3) Increase care coordination by assimilating the information, gaining a deeper level of understanding, and increasing motivation for learning.

It is important to implement a logically stepped approach to applying the core competencies from the IOM and QSEN model from the AACN as a “foundation for care coordination in practice” because we are still trying to define care coordination.  These concepts give an evidence-based approach to putting a foundation in place. There are many free resources for learning about QSEN as you consider implementing these concepts into a new hire orientation program (QSEN, 2014). It takes understanding and motivation; leadership; and the desire to make the change.

Speaker bio:

Dr. Bormann graduated from Western Kentucky University with an Associate Degree in Nursing, a Baccalaureate in Healthcare Administration and a Master’s Degree in Healthcare Administration. She received her PhD in Educational Leadership and Organizational Development from University of Louisville with a focus in Human Resources. She is a Fellow in the American College of Healthcare Executives and is a Certified Professional in Healthcare Quality. She is currently teaching in the undergraduate and graduate programs in the School of Nursing at Western Kentucky University.  Dr. Bormann received the Excellence in Teaching Award from Sigma Theta Tau International and the Faculty Award for Teaching from WKU College of Health and Human Services. 

References:

American Association of Colleges of Nursing [AACN]. (2008). The essentials of baccalaureate education

for professional nursing practice. Washington, DC: Author.

Carnegie Foundation Report. (2010). Educating nurses: A call for radical transformation. Retrieved from

               http://www.carnegiefoundation.org/publications/educating-nurses-call-

               radical-transformation

Finkelman, A. & Kenner, C. (2013). Professional nursing concepts: Competencies for quality leadership.

Burlington, MA: Jones & Bartlett Learning.

Institute of Medicine. (2003). Health professions education: A bridge to quality. Washington, DC:

National Academies Press.

National League for Nursing. (2003). Position statement: Innovation in nursing education: A call to

reform.Retrieved May 8, 2014 from       

http://www.nln.org/aboutnon/PositionStatements/innovation.htm

Quality and Safety Education in Nursing [QSEN]. (2014). AACN launches free QSEN learning module

series.Retrieved from http://www.aacn.nche.edu/qsen/module-series

Contact Information:

Lorraine Bormann, PhD, RN, MHA, CPHQ, FACHE

Associate Professor

Western Kentucky University – School of Nursing

1106 College Heights Blvd, #11036

Bowling Green, Kentucky  42101

lorraine.bormann@wku.edu         

Office phone: 270-745-3690

Cell phone: 270-779-7891

Welcome New ACHE Kentucky Chapter Members

Fellows
April
  Dan Goulson, MD, FACHE, Lexington
June
  Pam Kirchem, FACHE, Louisville
July
  Sara E. Roberts, FACHE, Winchester
Members who recently passed the Board of Governors Exam
January
  Katherine S. Love, Lexington
New Members
  Christopher M. Carroll, Leitchfield
  Sarah Cecil, DNP, Lexington
  Hanna Foster, Lexington
  Traci Head, Louisville
  James C. Locke, Boaz
  Amy O. McReynolds, JD, Paducah
  Joseph A. Mountjoy, Owensboro
  Adam W. Ogle, Paducah
February
  Amy Adkins, Lexington
  Bob Campana, Louisville
  David Cassella, Adams
  CPT Derrick W. Duff, Earlham
  Vera Hall,
  Brian W. Jones, Edgewood
  Michael J. Northcraft, Lanesville
  Vital Shah, MD, Louisville
  Tukea Talbert, Lexington
  Chris D. Unkraut, Edgewood
  John T. Winks, Frankfort
  Lynne Michelle Woosley, PharmD, Louisville
March
  Jacob Coons, Fisherville
  MaryEllen Dennis, Versailles
  Kaylarge Eloi, PhD, Louisville
  Anil Gopinath, Lexington
  Kevin A. Regenhold, LaGrange
April
  Stephanie N. Altom, Lawrenceburg
  Weston Balch, Louisville
  Michael S. Handley, Louisville
  Jennifer T. Jones, Erlanger
  Sara Marks, Chesapeake
  Philip Norris, Lexington
  Sameer S. Talwalkar, MD, Louisville
  Vickie Zaborowski, Louisville
May
  CPT Nathaniel D. Bastian, PhD, Rineyville
  Michael C. Brents, Louisville
  Thomas J. Cahill Jr., Erlanger
  Karen Grantz, PsyD, Louisville
  Randy K. Hamilton, LaGrange
  Michael E. Henderson, Anderson Township
  Eric Seto, Simpsonville
  Jody Sullivan, Paducah
  Tyler Walters, Ashland
  Luke Wasserman, Nicholasville
June
  John H. Darnell, Ashland
  Angela T. Dearinger, MD, Lexington
  Brittany Deppen, Louisville
  Dominic J. Favia, Covington
  Stephanie M. Gibson, MD, New Albany
  Laura A. Loyd, Florence
  Sophie Pawlak, Louisville
  Brandy Preston, Ashland
  Caroline Stephens, Louisville
  Jaime Warren, Louisville
  MSG Justin White, Clarksville
July
  David Haustein, Crestwood
Recertified Fellows
January
  Dr. Steven J. Brockman-Weber, RN, DNSc, FACHE, Louisville
  William A. Brown, FACHE, Paducah
  John J. Murrell, FACHE, Monticello
  Michael T. Rust, FACHE, Louisville
February
  Brian C. Doheny, FACHE, Louisville
  Roy Olpin, FACHE, Louisville
  Paula J. Roe, FACHE, Hebron
  Christopher M. Roty, FACHE, Prospect
  Seth A. Sauve, FACHE, Crestwood
March
  Alan B. Alexander, FACHE, Horse Cave
  Bruno Giacomuzzi, FACHE, Covington
  Donald B. Kupper Sr., FACHE, Louisville
  Susan McDonald, FACHE, Edgewood
April
  James E. Belmont Jr., FACHE, Lexington
  Jennifer A. Christmann, FACHE, Lexington
  Robert T. Lucas, FACHE, Ashland
  Harold C. Warman, FACHE, Prestonsburg
May
  Ken Marshall, FACHE, Louisville
June
  Laura E. Belcher, FACHE, Albany
  Georgena A. Brackett, FACHE, Bowling Green
  Justin W. Campbell, FACHE, Wilmore
  Rebecca Cartright, FACHE, Nicholasville
  Joseph J. Gilene, FACHE, Prospect
  Tony Lewgood, FACHE, Lexington
  Jerome Penner III, FACHE, Murray

Kentucky ACHE Corporate Partnership Opportunities

Kentucky ACHE Corporate Partnership Opportunities 

Thank You to Our Sponsors

KY ACHE would like to thank our 2015 Corporate Partners for their year-round support of our programs. Through their support, our Corporate Partners demonstrate commitment to the future of healthcare leadership and improving health care.

We are proud to recognize the following KY ACHE Premier Corporate Partners:

Platinum Plus:

Kentucky Hospital Association: http://www.kyha.com/

TechSolve: https://www.techsolve.org/

Gold:

CMTA Consulting Engineers: http://www.cmtaegrs.com/

Blue & Company: http://www.blueandco.com/

Silver:

ThermoFisher: http://corporate.thermofisher.com/en/about-us.html

Harshaw-Trane: http://www.harshawtrane.com/About_Us.aspx

Bronze:

St. Elizabeth Healthcare: http://www.stelizabeth.com/

DBL Law: http://www.dbllaw.com/

The KY ACHE Corporate Sponsorship is based on a calendar year. It is our hope that these sponsors will renew their support in 2016 and new sponsors will be added to partnership program. For more information, please contact Pam Kirchem via pkirchem@kyha.com or at 502 992-4363.

Message from Your ACHE Regent

At the 2016 Annual Congress, I was installed as the new Regent for Kentucky. Many thanks to Christopher M. Roty, FACHE for his years of service as a Regent and member of the Kentucky Chapter of ACHE.  

While reviewing the census of Kentucky, I see our Kentucky membership has grown by 8 percent since January 2015.  Of our 616 members, 195 are Fellows, 81 are either faculty or students, 5 are retired, and 348 are non-Fellow Members. As you will find on the ACHE.org website, there are significant advantages to becoming board certified in healthcare management and earning the FACHE credential. “Earning the distinction of board certification in healthcare management as a Fellow of the American College of Healthcare Executives (FACHE) signifies your expertise, experience and commitment to continuing education and professional development. Just as members of the medical staff are board certified, having the FACHE credential by your name indicates a level of achievement in the profession.” One of my focus areas for the next year will be on encouraging members to take the next steps toward certification. There will be multiple opportunities for cost-effective face-to-face education both in Kentucky and southern Ohio. In addition, preparation courses for the Board of Governors Exam will be offered for those ready to take the next step. While the exam may seem daunting, it is well worth the effort. Certification in healthcare management will bring you many personal and professional rewards for years to come. If I can help you in your journey to certification, please feel free to contact me any time.

Carl R. Whittenburg, FACHE
Regent for Kentucky

Master These 4 Vital Conversations

The conversations you have with employees are critical to building trust, morale and productivity. Grasp them to ensure that your team reaches its full potential. 

  • Goal-setting discussions. Meet early and often with employees to discuss goals that will challenge them while fulfilling your organization’s mission. Work together to set performance standards and deadlines so that employees know exactly what is expected of them.
  • Recognition meetings. Employees should hear directly from you when they are doing something right. Take every opportunity to recognize and praise their good work, especially on tasks that are new and unfamiliar. Reinforce positive performance with specifics, acknowledging the exact contribution they made to the team. 
  • Redirection talks. Occasionally, you will have to correct a performance issue or revaluate your team’s path. Be prepared to sit down promptly with your employees to outline what’s wrong and what needs to change. Remain clear and firm about expectations and consequences. 
  • Wrap-up conversations. At the conclusion of an important task or project, meet with your team to discuss success and improvement areas, and to celebrate if appropriate. This approach also is useful when an employee masters a new skill. Let employees know when you appreciate their work, and remind them of how their efforts contribute to the organization’s success. 


—Adapted from Communication Solutions April 2016 newsletter, www.communicationbriefings.com.

 

Listen With Intent to Strengthen Leadership Skills

Strong listening skills are essential to your success as a leader, but you can’t just nod your head in assent when employees and customers are speaking. You must always listen with a purpose so both parties learn something from every conversation. Here are some tips:

  • Study your own listening style and habits. Discover when you’re most likely to actively listen. Is it the morning? The end of the day? Are your listening skills better walking through the workplace or in an office with the doors closed? Everyone has their own habits, strengths and gaps. Be aware of yours and play to your strengths. 
  • Engage in active listening. Your brain can think faster than anyone can talk. As such, your mind can easily wander while you’re supposed to be listening. One way to make sure this doesn’t happen is to give your brain something to do: evaluate information, obtain knowledge, understand the person better, etc. Enter into conversations with a specific goal, and then put your brain to work achieving that goal. In other words: Make your brain too busy to wander. 
  • Offer continuous feedback. Don’t wait until the conversation is finished to respond to what you’ve heard. When your employee makes a key point, jump in and restate the point to make sure you understand it. Then offer your feedback right then and there. After that, move to the next point. This will keep you involved in the entire conversation and elicit better results from each meeting.

 —Adapted from Communication Solutions April 2016 newsletter, www.communicationbriefings.com.

 
 

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