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Improving professional governance in nursing: applying organizational gap analysis and strategy implementation in a medical intensive care unit council
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Jun, Ellie. Improving professional governance in nursing: applying organizational gap analysis and strategy implementation in a medical intensive care unit council. Retrieved from https://doi.org/doi:10.7282/t3-j7e8-fv56

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TitleImproving professional governance in nursing: applying organizational gap analysis and strategy implementation in a medical intensive care unit council
NameJun, Ellie (author); Niedz, Barbara (chair); Rivera, Reynaldo (member); Jackman, Kasey (member); Rutgers University; RBHS School of Nursing
Date Created2022
Other Date2022-05 (degree)
SubjectNursing, Council health, Council health survey, Professional governance, Unit council
Extent78 pages : illustrations
DescriptionPurpose of the Project: High staff engagement is important for ensuring good organizational outcomes and improving patient satisfaction. Professional governance is key to improving staff engagement and the foundation of organizational professional governance is the unit council. Thus, there is an urgent need to assess the health of unit councils to ensure unit-level professional governance activities are effective. This quality improvement project aimed to improve the professional governance of a MICU council by implementing targeted interventions.
Methodology: Project participants were the nursing staff of the project site MICU. Interventions were implemented over a 4-month period (workshops, restructuring unit council components, professional governance day), after which the Council Health Survey was administered and the pre- and post-intervention scores were compared.
Results: None of the improvements demonstrated statistical significance; however, this is likely the result of considerable staff turnover during the project period due to prolonged pandemic and the Type II error in the project design. Notably, unit council attendance increased by 115.4 % after the intervention period, representing nearly a quarter of project participants. Post-intervention feedback from participants also indicated that the interventions provided clear guidance on how to improve the unit council and helped to orient and engage new staff despite significant staff turnover and burnout during the project period.
Implications for Practice: High staff turnover during the project period made it difficult to draw direct inferences, but the project demonstrates the need to support professional governance even in times of crisis, as a strong foundation of professional governance helps sustain a high standard of clinical practice, drives high nursing engagement, and fosters accountability.
NoteD.N.P.
NoteIncludes bibliographical references
Genretheses
Persistent URLhttps://doi.org/doi:10.7282/t3-j7e8-fv56
LanguageEnglish
CollectionSchool of Nursing (RBHS) DNP Projects
Organization NameRutgers, The State University of New Jersey
RightsThe author owns the copyright to this work.
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