5 Minutes with ANA President Pam Cipriano
What Nurses Need and How to Provide It
with Pam Cipriano, PhD, RN, NEA-BC, FAAN, president, American Nurses Association
1. What’s keeping nurses up at night and how can organizations that employ them better support and address these concerns?
PC: In many hospitals, the issue of adequate staffing tops the list. It is more than just the numbers; nurses want to know that everyone has been adequately oriented. They want to feel confident that support systems are in place…not only people, but also equipment, timely access to medications, and effective communication systems. They want to feel support for a culture of safety that is non-punitive and rewards staff for speaking up to correct any issues or point out any potential risks for safety.
Healthcare organizations share a responsibility to provide a healthy and ethical practice environment. That starts with safe staffing that ensures enough RNs and support staff to provide optimal care. Organizations also need to create a culture of safety that protects care team members as well as patients. Nurses need aides to eliminate manual lifting and moving of patients, schedules to avoid fatigue and overtime, and zero tolerance of violence, incivility, and bullying in the workplace.
2. What do you think are the most important skill sets nursing leaders should be developing now to prepare effectively for the future of nursing in our changing industry?
PC: Nursing leaders already bring a unique breadth of skills to provide compassionate care that is both patient-centered and based on evidence. In addition, nurses recognize the need to understand how delivery models are changing from being hospital-centric to engaging patients and resources across the continuum and in the community. In fact, nursing leaders and their staff have been the driving force behind improving quality and patient engagement, but they must also learn how to communicate the value of actions that are achieving better results.
As the industry changes, nurse leaders will need to keep pace with topics like the integration of mental health care into primary care, changing reimbursement methodologies (including the concepts of risk and value based payments), technology trends, use of big data for predictive analytics, and the pivot to support health and prevention rather than to perpetuate a disease management model.
The good news is that nurse leaders are well suited to be big picture thinkers. Now they need to develop the relationships that will ensure they are in decision-making roles to help steer healthcare for the future.
3. Nursing shortages seem to be on the rise again. Do you have any thoughts on what healthcare organizations can do to improve retention and recruit great nurses?
PC: Organizations would be wise to follow the evidence we have long known about how to create an environment that attracts and retains excellent nurses. Look no farther than the Magnet® recognition program.
The five components of the program address the presence and support of transformational leadership, offer a structure that empowers nurses as leaders, support exemplary professional practice, identify programs that create and implement new knowledge through innovative programs and quality improvement activities, and foster use of evidence to improve quality. Striving for any and all of these areas makes for a more attractive and successful organization.
Nurses want strong leaders and opportunities for their own leadership growth. They want to know they control their practice and to participate in shared governance and decision making to create an environment of excellence across the organization.
They want to be able to provide care they can be proud of as well as care that meets the needs and preferences of patients and families. That begins with safe staffing, involving the patient in the care team, and supporting strong teamwork where everyone’s voice is valued.
–Pam Cipriano, PhD, RN, NEABC, FAAN is president of the American Nurses Association
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