Systematically Building a Model to Support and Unify Advanced Practice Providers

Waldrop, Julee; Heinl, Valerie; Mestas, Lisa; Davis, Sarah; Gore, Lisa; Chason, D. Nicole

doi:10.1097/nna.0000000000000700

Cited by 7 publications

(15 citation statements)

References 4 publications

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“…The lack of APRN leadership representation made it challenging for APRNs to network and communicate effectively with colleagues to help address workforce needs specific to APRNs. 3,4,10,13,16,17 Consistent with reports in the literature, the absence of formal organizational APRN leadership in the hospital system contributed to misunderstandings of APRN roles, scope of practice problems, inconsistent credentialing, and lack of opportunities to participate in shared governance, which was highly valued in the network. 10,12,15,18 Conversely, the presence of APRN organizational leadership has been associated with better job satisfaction, improved retention, and greater accountability.…”

Section: Literature Reviewmentioning

confidence: 65%

Creating an Advanced Practice Registered Nurse Council Within a Regional Hospital Network

Brown

Galvez

Koepke

et al. 2022

JONA: The Journal of Nursing Administration

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This article describes the development of an advanced practice RN (APRN) council in a large hospital network. Despite obstacles, the council was able to demonstrate positive outcomes, which include standardization of the credentialing and onboarding process, productive networking, and an APRN-oriented education fair. The council has been able to guide workplace culture, establish and support vertical and horizontal interprofessional relationships, provide recommendations to relevant leadership boards, and develop standardized procedures.

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Section: Literature Reviewmentioning

confidence: 65%

Creating an Advanced Practice Registered Nurse Council Within a Regional Hospital Network

Brown

Galvez

Koepke

et al. 2022

JONA: The Journal of Nursing Administration

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Section: Nurses and Pasmentioning

confidence: 99%

“…The Incorporation of Advanced practice providers (APPs) into healthcare systems around the world can increase access to healthcare for public in need and reduce care costs [16]. Advanced practitioners are PAs, clinical nurse specialists (CNSs), advanced practice registered nurses (APRNS), certified registered nurse anaesthetists (CRNAs) and certified nurse midwives (CNMs) [16]. For well-established healthcare organisations, it is recommended to integrate APPs into healthcare teams and support their practice through licensing, education and certification [16].…”

Section: Nurses and Pasmentioning

confidence: 99%

“…Advanced practitioners are PAs, clinical nurse specialists (CNSs), advanced practice registered nurses (APRNS), certified registered nurse anaesthetists (CRNAs) and certified nurse midwives (CNMs) [16]. For well-established healthcare organisations, it is recommended to integrate APPs into healthcare teams and support their practice through licensing, education and certification [16]. There is expected to be a shortage of primary care physicians in the United States (around 49,000) by 2030 because of the retiring workforce [17].…”

Section: Nurses and Pasmentioning

confidence: 99%

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Are Physician Associates Less-defined Force Multipliers? Comparative Role Definition of Physician Associates within the Hierarchy of Medical Professionals

Malik

Krishnaswamy

Khan

et al. 2019

Cureus

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Medical field has changed considerably with pressures added on mainly by soaring costs, a decline in the workforce strength and patient expectations. The solution that healthcare systems have come up with is the induction of physician associates (PAs) into the workforce. We aim to compare and contrast PAs with other members of the healthcare teams such as nurses, doctors and assistant physicians to demonstrate the vital role PAs play in the current healthcare environment. With the increased patient load and shrinking medical workforce, there are fears that chronic disease management in primary and secondary care will be threatened. Therefore, health policymakers thought of developing a new mid-level practitioner role (such as PAs, ANPs and APs) that will augment physicians to cater for ever-growing complex medical needs of the patients. The role of PAs is comparable to many healthcare professionals, and one can say that the success of PA programmes has paved the way for the development of different other mid-level practitioner development initiatives. All these roles are there to support primary and secondary care physicians in both inpatient and outpatient settings in helping the patients. PAs are a force multiplier within the healthcare sector and can be seen as a valid solution to staff shortages faced by the healthcare systems around the world. We recommend further studies looking into different aspects of the role of a PA that could further provide our readers with clarity with regard to PAs.

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“…Furthermore, decisional involvement in practice issues enhances APRN value through improvements in productivity and organizational costs (Proulx, 2021; Waldrop et al, 2019). Additional practice implications of APRN participation in shared governance include improved job satisfaction, retention, productivity, and quality metrics (Arthur et al, 2020; Meadows, 2016; Proulx, 2021; Waldrop et al, 2019).…”

mentioning

confidence: 99%

Shared governance council to engage advanced practice registered nurses in a hospital setting

Gooden¹,

Cole

2022

J Am Assoc Nurse Pract

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Background: Health care organizations use advanced practice registered nurses (APRNs) to expand patient access and support high-quality care. However, turnover, often exacerbated by inadequate engagement, has steep financial and experiential costs.Local problem: The project site, a large urban academic institution with quaternary care capabilities, employs more than 300 APRNs to provide patient care. Due to variations in hiring entity, leadership structure, and organizational visibility, efforts to maintain APRN engagement were complex. In addition, inconsistencies in standardization of clinical, credentialing, and privileging procedures created organizational risk.Methods: Quality improvement principles informed the implementation of a shared governance council for APRNs that included nurse practitioners and certified registered nurse anesthetists. Data were collected pre and postintervention using validated engagement questions.Intervention: Implementation of a shared governance council to support the organizational engagement of APRNs through decisional involvement in professional practice issues.Results: Analysis included the percentage of change in aggregate scores and the Wilcoxon rank-sum test to obtain p values of the 2 independent samples. There was an 8.9% increase in aggregate postintervention scores and statistical improvement in measures of quality improvement involvement. Conclusion:Participation in the shared governance council increased APRN engagement through enhanced opportunities to communicate professional and clinical practice issues, decisional involvement, and collaboration. Statistically significant improvements in quality improvement involvement values potentially affirm the council's role in facilitating work environment improvements. Potential long-term gains include improved job satisfaction, retention, and organizational cost savings.

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Systematically Building a Model to Support and Unify Advanced Practice Providers

Cited by 7 publications

References 4 publications

Creating an Advanced Practice Registered Nurse Council Within a Regional Hospital Network

Creating an Advanced Practice Registered Nurse Council Within a Regional Hospital Network

Are Physician Associates Less-defined Force Multipliers? Comparative Role Definition of Physician Associates within the Hierarchy of Medical Professionals

Shared governance council to engage advanced practice registered nurses in a hospital setting

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