/ en Wed, 30 Apr 2025 02:40:48 -0500 Tue, 29 Apr 25 06:15:00 -0500 /aha-center-health-innovation-market-scan/2025-04-29-4-key-takeaways-evolving-nurse-care-models <div class="container"><div class="row"><div class="col-md-8"><p><img src="/sites/default/files/inline-images/4-Key-Takeaways-on-Evolving-Nurse-Care-Models.png" data-entity-uuid="0bd83292-0524-47c1-b393-cca932532cb1" data-entity-type="file" alt="4 Key Takeaways on Evolving Nurse Care Models. Nursing Leadership Insight Study: Navigating Evolving Challenges and Opportunities in a Complex Health Care Landscape. Download the report." width="900" height="508"></p><p>As hospitals and health systems redesign care to improve efficiency, optimize workforce deployment and improve outcomes, interesting trends are developing among nursing leaders.</p><p>Virtual care (32%), including telehealth, virtual nursing and patient monitoring, remains a top focus, reflecting its growing role in care delivery, notes the AHA’s American Organization for Nursing Leadership’s (AONL) <a href="https://www.aonl.org/resources/nursing-leadership-survey" target="_blank" title="AONL: Nursing Leadership Insight Study">“Nursing Leadership Insight Study”</a> released last month. Interdisciplinary collaboration (30%), upskilling leaders (21%) and team-based models of care (21%) highlight the role of teamwork and leadership development in improving patient outcomes.</p><h2>Redesign Care to Improve Efficiency</h2><p>Significant differences exist in care redesign priorities, according to data and analyses in the AONL study. The findings include:</p><ul><li><strong>Nurse managers</strong> prioritized interdisciplinary collaboration and workforce well-being tools, with strong statistical evidence supporting this focus. They placed less emphasis on upskilling leaders and ensuring that work is performed at the top of the licensure scope of practice.</li><li><strong>Chief nursing officers (CNOs) and chief nursing executives (CNEs)</strong> prioritized upskilling leaders and advocacy for policy change, focusing on strengthening leadership capacity and driving systemic improvements. They placed less emphasis on interdisciplinary collaboration and workforce well-being, the key focus areas for managers.</li><li><strong>Directors,</strong> positioned between managers and CNOs/CNEs, indicated a slight emphasis on workforce well-being tools, aligning partially with managers’ focus.</li></ul><h3>Key Takeaway</h3><p>Align strategies to be effective. These contrasting priorities among nurse leaders underscore the diverse approaches to care redesign and the need for alignment across leadership tiers (managers, CNOs/CNEs and directors) to achieve cohesive and effective strategies.</p><h2>Optimize Workforce Deployment</h2><p>The March 2025 AONL study assessed the effectiveness of various strategies to address staffing challenges, with respondents rating each on a scale of 1 to 5, where 5 indicates “very effective.”</p><p>The most effective strategies identified by nurse leaders were listening and responding to feedback from staff (average 3.51) and partnering with nursing schools (average 3.44). Notably, listening and responding to feedback was the only solution with a median score of 4, highlighting its unique importance among the options evaluated. The findings emphasize collaboration, responsiveness to staff needs and fostering relationships with nursing schools.</p><p>Other strategies rated above average included allowing days off when necessary (average 3.43), increasing nurse recognition (average 3.39) and increasing shared governance (average 3.35). Measures such as increasing wages or bonuses, allowing adequate time for meals and breaks and offering flexible scheduling also scored well, each with averages between 3.28 to 3.30.</p><h3>Key Takeaway</h3><p>Develop targeted strategies. Overall, these results underscore the importance of targeted, staff-focused strategies in nurse well-being and retention.</p><h2>5 Forward-Looking Care Models</h2><p>While current models have demonstrated their promise, several care models have emerged as avenues organizations can take to improve nurses’ working environments and make caring for patients more seamless, notes a recent Wolters Kluwer study, <a href="https://www.wolterskluwer.com/en/news/eight-out-of-ten-nursing-leaders-are-piloting-new-nursing-care-models-cites-wolters-kluwer-survey" target="_blank" title="Wolters Kluwer: Eight out of ten nursing leaders are piloting new nursing care models, cites Wolters Kluwer survey">“FutureCare Nursing 2025.”</a></p><p>The top five nursing care delivery models that health care organizations are planning to implement are:</p><img src="/sites/default/files/inline-images/Top-Five-Nursing-Care-Delivery-Models-That-Health-Care-Organizations-Are-Planning-to-Implement.jpg" data-entity-uuid="1983773d-e0bd-46db-91f2-6b2b22ac9a96" data-entity-type="file" alt="Home health nursing: 71%. Internal float pools: 68%. Virtual Nursing: 66%. Telehealth nursing: 66%. Multidisciplinary care: 61%. Source: Wolters Kluwer, 2025." width="597" height="212" class="align-center"><h3>Key Takeaway</h3><p>Tech will be vital to improve workflows. With these nursing models forecast to grow, new care-related technologies will be vital to enhance and improve daily workflows, particularly with home health, virtual and telehealth nursing. When asked how they will measure the success of these implementations, about half of the survey respondents highlighted the following areas as most impactful:</p><img src="/sites/default/files/inline-images/Success-Metrics-of-New-Care-Related-Technologies.jpg" data-entity-uuid="48eb6d82-a206-489c-b511-3290b6b8b528" data-entity-type="file" alt="Reduced medical errors: 51%. Optimized nurse staffing and workforce management: 50%. Improved clinical outcomes: 48%. Source: Wolters Kluwer: 2025." width="597" height="212" class="align-center"><h2>7 Nursing Roles to Be Most in Demand</h2><p>To support the rollout of new nursing care models, hospital and health system leaders will be looking for specialized skills and experience when increasing the engagement and retention of their workforce, the Wolters Kluwer report states. When polled about new roles they would look to add when implementing new care models, respondents ranked the following as the top areas:</p><ul><li><strong>Nurse informatics: </strong><span><strong>52%</strong></span></li><li><strong>Telehealth nurses: </strong><span><strong>50%</strong></span></li><li><strong>Nurse care coordinators: </strong><span><strong>50%</strong></span></li><li><strong>Nurse educators in telehealth and virtual care: </strong><span><strong>47%</strong></span></li><li><strong>Internal float pool nurses: </strong><span><strong>41%</strong></span></li><li><strong>Home health nurse coordinator: </strong><span><strong>41%</strong></span></li><li><strong>Nurse case manager: </strong><span><strong>41%</strong></span></li></ul><h3>Key Takeaway</h3><p>Encourage nurses to explore new roles. Nursing students and nurses looking to expand or change their careers should consider the growing demand for nursing roles that, in some cases, are tech-enabled, the Wolters Kluwer study states.</p></div><div class="col-md-4"><p><a href="/center" title="Visit the AHA Center for Health Innovation landing page."><img src="/sites/default/files/inline-images/logo-aha-innovation-center-color-sm.jpg" data-entity-uuid="7ade6b12-de98-4d0b-965f-a7c99d9463c5" alt="AHA Center for Health Innovation logo" width="721" height="130" data-entity- type="file" class="align-center"></a></p><p><a href="/center/form/innovation-subscription"><img src="/sites/default/files/2019-04/Market_Scan_Call_Out_360x300.png" data-entity-uuid data-entity-type alt width="360" height="300"></a></p></div></div></div>.field_featured_image { position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } .featured-image{ position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } h2 { color: #9d2235; } h3 { color: #9d2235; } Tue, 29 Apr 2025 06:15:00 -0500 Nurse Leadership /press-releases/2024-11-07-claire-zangerle-named-chief-nurse-executive-aha-and-chief-executive-officer-aonl <p><strong>CHICAGO</strong> (November 7, 2024) – The ���������� Association (AHA) today named Claire M. Zangerle, DNP, R.N., as senior vice president and chief nurse executive of AHA and chief executive officer of its American Organization for Nursing Leadership (AONL). In these roles, Zangerle will provide critical clinical expertise to the AHA, supporting key quality and workforce initiatives and ensure the perspective of nurse leaders is heard and addressed in public policy. She will also lead the work of AONL and the AONL Foundation for Nursing Leadership, Research and Education to advance excellence in nursing leadership for its 12,000 members. Zangerle succeeds Robyn Begley, who is retiring and has served in these roles since 2018.</p><p>“Claire has provided great counsel to the AHA and AONL as a board member and has been an unwavering advocate for nurses and nurse leaders her entire career,” <strong>said AHA President and CEO Rick Pollack.</strong> “She is an accomplished leader, a strategic thinker, and understands how to build consensus. She will be a tremendous asset to the team.”</p><p>Most recently, Zangerle served as Principal of CMZ Strategies, LLC, a consulting firm focused on nurse leader coaching and nursing organization strategy. She is the former chief nurse executive at Allegheny Health Network and CEO of the Visiting Nurse Association of Ohio. Zangerle spent several years at the Cleveland Clinic where she served in a variety of roles, including as chief nursing officer, director of quality and accreditation and director of preventive cardiology. She began her nursing career at Memorial Hermann Hospital in Houston.</p><p>"As a lifelong advocate for nurses and nurse leaders, I can’t imagine a better way to continue this work than with these important roles," <strong>said Zangerle.</strong> "It is such a critical time in health care and as we reimagine our approach and care models, the voices of nurse leaders are essential. I’m honored to be a part of the AHA and AONL team and look forward to getting to work.” Active on national and local boards, Zangerle serves on the editorial boards of Nursing Management and Nursing Administration Quarterly and the public board of Rasmussen University. She also serves on the advisory boards of AvaSure, Incredible Health, C-Plan, Simpli and the Texas A&M University School of Nursing. She is a former board of trustee member for the AHA and is a current member of the AONL Board of Directors.</p><p>Zangerle received her bachelor’s degree in exercise physiology from Texas A&M University. She holds an associate degree of nursing from Houston Baptist University, a master’s in business administration from Lake Erie College, a master’s in nursing administration from Kent State University, and a Doctor of Nursing practice from Texas Christian University. She is certified as an Advanced Nurse Executive with the American Nurses Credentialing Center and a Fellow of AONL and the American Academy of Nursing.</p><h2>About the ���������� Association</h2><p>The AHA is a not-for-profit association of health care provider organizations and individuals that are committed to the health improvement of their communities. The AHA is the national advocate for its members, which include nearly 5,000 hospitals, health care systems, networks, other providers of care and 43,000 individual members. Founded in 1898, the AHA provides education for health care leaders and is a source of information on health care issues and trends. For more information, visit the AHA website at <a href="/">www.aha.org</a>.</p><p>###</p><div class="row"><div class="col-md-1">Contact:</div><div class="col-md-11"><p>Colin Milligan, <a href="mailto:cmilligan@aha.org?subject=RE: Press Release: Claire Zangerle Named Chief Nurse Executive of the AHA and Chief Executive Officer of AONL">cmilligan@aha.org</a><br>Colleen Kincaid, <a href="mailto:ckincaid@aha.org?subject=RE: Press Release: Claire Zangerle Named Chief Nurse Executive of the AHA and Chief Executive Officer of AONL">ckincaid@aha.org</a></p></div></div> Thu, 07 Nov 2024 16:00:00 -0600 Nurse Leadership /news/headline/2024-11-07-claire-zangerle-announced-new-aha-chief-nurse-executive-and-aonl-ceo <p>The AHA Nov. 7 <a href="https://www.aonl.org/press-release/Claire-Zangerle-Named-AONL-chief-nurse-executive">announced</a> Claire M. Zangerle, DNP, R.N., as new senior vice president and chief nurse executive of the AHA and chief executive officer of its American Organization for Nursing Leadership. Zangerle succeeds Robin Begley, DNP, R.N., who is retiring and has served in these roles since 2018.</p><p>“As a lifelong advocate for nurses and nurse leaders, I can’t imagine a better way to continue this work than with these important roles,“ said Zangerle. “It is such a critical time in health care and as we reimagine our approach and care models, the voices of nurse leaders are essential. I’m honored to be a part of the AHA and AONL team and look forward to getting to work.”</p><p>Zangerle most recently served as principal of CMZ Strategies, LLC, a consulting firm focused on nurse leader coaching and nursing organization strategy. She is the former chief nurse executive at Allegheny Health Network and CEO of the Visiting Nurse Association of Ohio. Zangerle also spent several years at the Cleveland Clinic serving in a variety of roles, including chief nursing officer, director quality and accreditation, and director of preventive cardiology. Her nursing career began at Memorial Hermann Hospital in Houston.</p><p>“Claire has provided great counsel to the AHA and AONL as a board member and has been an unwavering advocate for nurses and nurse leaders her entire career,“ said AHA President and CEO Rick Pollack. “She is an accomplished leader, a strategic thinker and understands how to build consensus. She will be a tremendous asset to the team.“</p> Thu, 07 Nov 2024 15:53:58 -0600 Nurse Leadership /news/headline/2024-11-01-aha-podcast-emergence-advanced-practice-providers <p>In this conversation, Michelle Schweitzer, N.P., executive director of advanced practice providers at WakeMed, discusses the growing role her APP colleagues play in health care delivery and how the rise of these unique caregivers benefits both patients and providers. <a href="/advancing-health-podcast/2024-11-01-emergence-advanced-practice-providers"><strong>LISTEN NOW</strong></a></p><div></div> Fri, 01 Nov 2024 15:59:12 -0500 Nurse Leadership /news/headline/2024-10-25-aonl-report-examines-nurse-manager-retention-rates-and-strategies <p>AHA’s affiliate American Organization for Nursing Leadership and Laudio Oct. 22 <a href="https://www.aonl.org/press-release/Laudio-and-AONL-Release-New-Report-on-Nurse-Manager-Retention">released</a> their <a href="https://www.aonl.org/Trends-and-Innovations-in-Nurse-Manager-Retention">second report</a> on nurse manager retention. Combining data spanning from more than 200,000 front-line team members and AONL-led interviews with nurse managers, the report found nurse manager turnover is highest during the first four years of leadership, revealing a critical window for leader support and investment. <br><br>“Nurse managers are vital in maintaining the stability of front-line teams and ensuring optimal patient care,” said Robyn Begley, CEO of AONL and chief nursing officer, senior vice president of workforce at the AHA. “This report underscores the importance of prioritizing nurse manager well-being and engagement in health systems’ workforce strategies. It also provides practical guidance to implement meaningful changes to support these crucial leaders.” </p> Fri, 25 Oct 2024 15:54:17 -0500 Nurse Leadership /education-events/critical-role-nurse-managers-nurse-retention-aug-28 <div class="TTevent"> /* Forces the event Content Type to be 100% */ .container .row .col-md-8{ width: 100% } .event-registration-link a{ margin-left: auto; margin-right: auto; display: block; text-align: center; } .event-registration-link a.btn-block { max-width: 300px; } .TTevent h3{ color:#002855; } .TTeventBonus{ color:#9d2235; font-weight:700; font-style: italic; } .TTeventdate{ font-weight: 700; font-size: 18px; color: #555555bb; line-height: 20px; } .TTeventSponsor img{ max-height:100px; } <p class="TTeventBonus">BONUS SPONSORED WEBINAR!</p><p class="TTeventdate">August 28, 2024</p><p>Nurse managers play a critical role in nurse retention and job satisfaction. Their ability to lead, communicate, and create a supportive environment fosters high levels of engagement within the workforce. As a health care leader, it’s important to look at ways to elevate your middle managers so they feel empowered to continue maintaining a stable workforce. In this webinar, industry expert Felicia Sadler, vice president of quality at Relias, discusses how to build strong leaders and incorporate professional development opportunities within your health care organization. Sadler dives into different ways to develop and retain nurse managers as they ultimately can impact overall retention.</p><h4>Learning Objectives:</h4><ul><li>Discuss and analyze the critical role of nurse managers on overall nurse retention and satisfaction</li><li>Discuss effective strategies for purposeful leadership, change management, and fostering high levels of engagement in your workforce</li><li>Discuss a systematic approach to building leaders and hardwiring professional growth within your organization</li><li>Describe key strategies to develop and retain nurse managers in your organization</li></ul><div class="row"><div class="col-md-5"><h4>Speaker:</h4><ul><li><strong>Felicia Sadler, MJ, BSN, RN, CPHQ, LSSBB</strong><br><em>Vice President, Quality</em>, Relias</li></ul><p class="text-align-center"><a class="btn btn-wide btn-primary" href="/system/files/media/file/2024/09/AHA_Team_Training_Sponsored_Webinar_Slides_Relias_Aug_2024.pdf" target="_blank">Download the slides</a></p><h4 class="text-align-center">SPONSORED BY:</h4><p class="text-align-center"><a href="https://www.relias.com/" target="_blank"><img src="/sites/default/files/2021-02/Relias_logo_200.png" alt="Relias_logo" width="200" height="54"></a></p></div><div class="col-md-7"><div></div></div></div></div><div class="raw-html-embed"> <div data-embed-button="webform_embed" data-entity-embed-display="view_mode:webform.token" data-entity-type="webform" data-entity-uuid="0b43a680-6f37-4d3f-9bf9-4cd6c7c7ddc5" data-langcode="en" data-entity-embed-display-settings="[]" class="embedded-entity"> <div id="edit-processed-text" class="js-form-item form-item js-form-type-processed-text form-item- js-form-item- form-no-label"> <div class="TTwebinarHide"> .webform-submission-form { max-width: 700px; } .TTwebinarHide{ display:none } .event-content.panel .TTwebinarHide { display:block; background-color: #fff; padding: 15px 15px 15px 15px; border: solid 2px #307FE2; text-align: center; } <p><a href="/center/team-training">Team Training</a> offers a variety of webinars - view our <a href="/center/team-training/webinars">current offering(s)</a> or browse the <a href="/center/team-training/webinars/library">library</a>.</p> </div> </div> </div> </div> Tue, 23 Jul 2024 12:09:23 -0500 Nurse Leadership /news/headline/2024-06-07-aonl-hosts-advocacy-day <p>More than 230 nurse leaders from 37 states <a href="https://www.aonl.org/aonl-advocacy">attended</a> the American Organization for Nursing Leadership Advocacy Academy and its Advocacy Day June 2-4 in Washington, D.C. Advocates discussed the need for federal protections against workplace violence, funding for the nurse faculty and clinical site shortage and asked lawmakers not to support mandatory nurse-to-patient ratios. “Legislators want to hear from nurse leaders,” said Robyn Begley, D.N.P, RN, AHA’s chief nursing officer and AONL CEO. “Through real-world examples, they can help legislators understand the complexities of patient care, the impact of policies on daily operations and the need for solutions to ensure their constituents have access to high-quality patient care.” </p> Fri, 07 Jun 2024 15:38:12 -0500 Nurse Leadership /aha-center-health-innovation-market-scan/2024-04-30-4-ways-make-nurse-managers-more-impactful <div class="container"><div class="row"><div class="col-md-8"><p><img src="/sites/default/files/inline-images/4-Ways-to-Make-Nurse-Managers-More-Impactful.png" data-entity-uuid="24ad6bb3-2baa-472e-8eee-3732ae3cde7e" data-entity-type="file" alt="4 Ways to Make Nurse Managers More Impactful. A nurse manager reviews some paperwork with a nurse on staff." width="100%" height="100%"></p><p>The nurse manager role remains one of the most challenging in hospitals. Now a <a href="https://www.aonl.org/Quantifying-Nurse-Manager-Impact" target="_blank" title="AONL: Quantifying Nurse Manager Impact: Laudio Report">new report</a> suggests that it may be time for executives to look more closely at how they can support these leaders to optimize their effectiveness.</p><p>Nurse managers represent the highest leverage point in a hospital to impact outcomes and should factor highly into decisions and investments driven by return on investment, notes the analysis “Quantifying Nurse Manager Impact.” It was co-developed by the AHA’s American Organization for Nursing Leadership (AONL) and Laudio, a data analysis platform used by health leaders to create large-scale change through human actions.</p><p>Specifically, leaders are urged to examine closely the responsibilities and number of direct reports assigned to nurse managers — commonly known as span of control — and how this affects their ability to deliver strong outcomes and maintain purposeful interactions. In addition, optimizing nurse managers’ span of control and making strategic investments to support them can yield benefits like increased RN retention, reduced incremental overtime/overall overtime, decreased role overload/burnout, and improved patient outcomes and experience.</p><h2><span>Benchmarking Spans of Control</span></h2><p>The report details the complexities of nurse managers’ work today and recommends right-sizing spans of control and to support managers with targeted investments and resources. The report is based on Laudio’s data set which includes more than 50 acute care hospitals and hundreds of ambulatory and clinical facilities nationally, and the statistical analyses are based on the 34,301 RNs in the data set.</p><p><strong>Among the findings:</strong></p><ul><li>The median span of control for nurse managers is a 46 head count, which includes full-time, part-time and per diem employees. One in four inpatient managers have spans of control of 78 or higher.</li><li>Emergency departments (EDs) have the highest median span of control at 83, followed by intensive care units at 80; medical-surgical units, 62; and operating rooms, 36.</li><li>56% of nurse managers have the support of at least one assistant nurse manager, but only 18% of these assistants have direct reports.</li></ul><h2><span>The High Cost of Expanded Spans of Control</span></h2><p>The broad span of control of nurse managers can compromise their ability to connect with subordinate nurses, the report explains. Those managing a greater number of employees often will experience additional financial challenges due to higher turnover and overtime costs.</p><p>Departments in the highest quartile of span of control may experience higher turnover because of the stresses placed on the managers’ ability to support and coach each team member. In the ED, for example, head counts of fewer than 70 showed a 14% turnover rate while those with more than 115 staff members experienced 23% turnover.</p><p>Nurse managers with higher spans of control also take relatively more corrective actions, the report states. Prior AONL research and focus groups have documented that as spans of control increase, nurse managers have to “cast aside transformational and relational leadership styles regardless of their leadership ability." This can lead to difficulty and more time spent in maintaining staff accountability when managers are overwhelmed. Illustrating this point, the data showed that the relative mix of corrective actions was 3.5 times higher for managers of the largest teams.</p><h2><span>4 Takeaways for Executives</span></h2><h3><span>1</span> <span>|</span> Reduce the highest spans of control, if possible.</h3><p>Consider dividing departments into smaller ones. For example, an organization can reduce the size of a large ED by segmenting off a specialty such as cardiovascular, behavioral health or pediatrics.</p><h3><span>2</span> <span>|</span> Consider adding a nurse manager.</h3><p>With the national average of each RN turnover estimated to be $52,358, the added cost for another nurse manager could be financially positive if turnover is reduced by two or three RNs a year. Similarly, if such a change reduced incremental overtime by 30% to 40%, it also could provide financial justification. These changes can be challenging, however, and may require physical layout changes and coordination from many other teams that would be affected by the change, including finance and environmental services.</p><h3><span>3</span> <span>|</span> Add an assistant nurse manager where they will have the greatest positive financial impact.</h3><p>Having one or two assistant nurse managers vs. none was found to result in an average 3-point reduction in turnover, the report noted. For a team with 50 RN full-time equivalents, this equates to a difference of 1.5 RNs per year, a savings of $78,500. Promoting a team member to assistant nurse manager with a goal of reducing team turnover is another option that could net financial benefits.</p><h3><span>4</span> <span>|</span> Help nurse managers to maintain consistent, purposeful interactions.</h3><p>These interactions with team members go beyond routine daily conversations that occur in hallways, team meetings and break rooms. These interactions are documented by the manager in local working files and relate to the work or behavior of individual employees in areas like celebration and recognition, check-ins and corrective actions.</p><p>Adding tools, training and support systems can help nurse managers maintain consistent, purposeful interactions with their direct reports. Data in the report show that one purposeful interaction per month per RN is associated with a 68% increase in odds of employee retention. Executives also can partner with human resource and information technology leaders to identify solutions that support and reduce administrative burden.</p></div><div class="col-md-4"><p><a href="/center" title="Visit the AHA Center for Health Innovation landing page."><img src="/sites/default/files/inline-images/logo-aha-innovation-center-color-sm.jpg" data-entity-uuid="7ade6b12-de98-4d0b-965f-a7c99d9463c5" alt="AHA Center for Health Innovation logo" width="721" height="130" data-entity- type="file" class="align-center"></a></p><p><a href="/center/form/innovation-subscription"><img src="/sites/default/files/2019-04/Market_Scan_Call_Out_360x300.png" data-entity-uuid data-entity-type alt width="360" height="300"></a></p></div></div></div>.field_featured_image { position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } .featured-image{ position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } Tue, 30 Apr 2024 06:15:00 -0500 Nurse Leadership /news/headline/2024-04-03-report-measures-nurse-managers-impact-health-system-performance <p>Nurse managers who interact purposefully with each registered nurse on their team have lower turnover, with monthly interactions such as recognitions, check-ins or corrective actions driving a 7-percentage-point improvement in the team’s annual turnover rate, according to a <a href="https://www.aonl.org/Quantifying-Nurse-Manager-Impact">new report</a> by the American Organization for Nursing Leadership and Laudio Insights. The report also evaluates key factors influencing a nurse manager’s capacity for meaningful team engagement, such as the number of people who directly report to them, widely known as a manager’s span of control. Inpatient nurse managers who oversee 78 people or more consistently have above-average RN turnover rates, based on data from Laudio’s software platform for frontline leaders.</p><p>“Nurse managers have one of the hardest jobs in health care,” <a href="https://www.aonl.org/press-releases/AONL-and-Laudio-New-Report">said</a> AONL CEO Robyn Begley, AHA’s chief nursing officer and senior vice president of workforce. “They have 24-hour responsibility caring for their nursing team and patients. Nurse leaders can use this data to make operational adjustments in real time to support these vital frontline leaders.”</p> Wed, 03 Apr 2024 15:12:40 -0500 Nurse Leadership <h2>Meeting Information</h2><p>The AONL-AHA MOC Learning Community will meet on the first Wednesday of every month from 12-1 PM Eastern Time. To join the community, please fill out the form <a href="https://forms.office.com/Pages/ResponsePage.aspx?id=QJMRube-Xk6EsjzBj3s2pldkz4jvdcZMgk9_s_B2xEhUMEVSUDJON1g3RllUUUcxNUlWUzdZV1RVRy4u" title="AONL-AHA MOC Learning Community Form">here</a>.</p><h3>Upcoming meeting dates:</h3><p>May 7 - Jessica Potts, Saint Mary's, SSM Health<br>June 4 - Emily Warr, MUSC</p><h2>Member Presentations</h2><p><a href="/system/files/media/file/2025/03/FINAL_AONL_Aiva_Presentation.pptx" title="Reducing Nurses’ Administrative Burden with Conversational AI Charting">Cedars-Sinai: Reducing Nurses’ Administrative Burden with Conversational AI Charting</a> (March 6, 2025)</p><p><a href="https://youtu.be/fkXEXWGbnp4?si=3AYWaI3pck6SfxS7" title="February 6, 2025 Replay"><strong>February 6, 2025 Replay</strong></a></p><p></p><p><a href="/system/files/media/file/2025/02/Advocate-Health-Governance.pptx" title="Advocate Health Governance">Advocate Health Governance</a> (February 6, 2025)<br>Katie Barr is the Senior Vice President and Chief Nursing Informatics Officer at Advocate Health where she leads Clinical and Nursing Informatics and Innovation, and Technology training for the enterprise.  She has over 30 years of healthcare and IT experience with a strong background in clinical applications and electronic health record systems.  Her leadership focuses on advancing nursing practice through technology, improvement of clinical workflows and processes that enhance patient care.  Katie has the pleasure of working with our clinical partners across the enterprise to evaluate Augmented Intelligence and emerging technologies as ways to ease administrative and cognitive burden, in turn contributing to the wellbeing of our clinicians.  Katie is a member of AONL, ANIA, HIMSS and CHIME and has loved the opportunity to present on various topics at the national level. </p><p><a href="/system/files/media/file/2025/02/Providence-Technoclogy-Governance.pptx" title="Providence’s Technology Governance and Approach for Decision-Making">Providence’s Technology Governance and Approach for Decision-Making</a> (February 6, 2025)</p><p><a href="https://youtu.be/jdb5XZk1j4Q?si=Kn8LMOt3lHsSp7nh" title="December 4, 2024 Replay"><strong>December 4, 2024 Replay</strong></a></p><p></p><p><a href="/system/files/media/file/2024/12/AONL_TheNursingProcessandAI%20Empowerment_Advocate.pptx" title="Advocate Health: The Nursing Process and AI Empowerment">Advocate Health: The Nursing Process and AI Empowerment</a> (December 4, 2024)</p><p><a href="/system/files/media/file/2024/12/AONLprojectslides_UH_VirtualNursingCareDeliveryModel.pptx">University Hospitals Health System: Virtual Nursing Care Delivery Model</a> (December 4, 2024)</p><p><a href="https://youtu.be/gchqZ9MjPP8?si=pVQJUnleeZI4tvF6" title="November 6, 2024 Replay"><strong>November 6, 2024 Replay</strong></a></p><p></p><p><a href="/system/files/media/file/2024/11/AONL_Care_Model_Presentation_LeBonheur.pptx" title="Methodist Le Bonheur Healthcare: Setting the PACE">Methodist Le Bonheur Healthcare: Setting the PACE</a> (November 6. 2024)</p><p><a href="/system/files/media/file/2024/11/AONL_Learning_Community_Precision_Staffing_0.pptx" title="University of Maryland Medical System: Precision Staffing">University of Maryland Medical System: Precision Staffing</a> (November 6. 2024)</p><p><a href="https://youtu.be/6fuoMr0ED5o" title="October 2, 2024 Replay"><strong>October 2, 2024 Replay</strong></a></p><p>  </p><p><a href="/system/files/media/file/2024/10/10022024InovaVirtualNursing.pptx" title="Inova Virtual Nursing and Team Member Well Being">Inova Virtual Nursing and Team Member Well Being</a> (October 2, 2024)</p><p><a href="/system/files/media/file/2024/10/2024.10.02CS%40Home.pptx" title="Cedars-Sinai @ Home">Cedars-Sinai @ Home</a> (October 2, 2024)</p><p><a href="/system/files/media/video/2024/10/Compressed_MOC-LC-Sept2024.mp4" title="MOC LC September 4 2024 Replay"><strong>September 4, 2024 Replay</strong></a></p><a href="/system/files/media/video/2024/10/Compressed_MOC-LC-Sept2024.mp4"> <div data-entity-type="media" data-entity-uuid="0cde22e9-dd94-4010-b83d-b10e91ffa44f" data-embed-button="media" data-entity-embed-display="view_mode:media.medium" data-langcode="en" data-entity-embed-display-settings="[]" class="embedded-entity"> <article> <div class="field_media_image"> <img loading="lazy" src="/sites/default/files/styles/medium/public/2024-05/MOC_LC_Intro.png?itok=yM_L9Ml3" width="600" height="338" alt="AONL-AHA MOC Learning Community Intro"> </div> </article> </div></a><p><a href="/system/files/media/file/2024/10/IHI090424_0.pptx" title="IHI: Transforming Healthcare through Innovative Nurse-Led Care Delivery Solutions">IHI: Transforming Healthcare through Innovative Nurse-Led Care Delivery Solutions</a> (September 4, 2024)</p><p><a href="/system/files/media/file/2024/10/MULTICARE090424.v2.pptx" title="Multicare: Improving Nursing Workload through Robotic and Tele-Healthcare Integration">Multicare: Improving Nursing Workload through Robotic and Tele-Healthcare Integration</a> (September 4, 2024)</p><p><a href="https://youtu.be/SedudnqrUYI?si=YoiZxFOViNkpWh06" title="August 7, 2024 Replay"><strong>August 7, 2024 Replay</strong></a></p><p>  </p><p><a href="/system/files/media/file/2024/08/UAB%E2%80%99s-Virtual-World.pdf" title="The Development of UAB's Virtual Nursing">The Development of UAB's Virtual Nursing</a> (August 7, 2024)</p><p><a href="/system/files/media/video/2024/06/AONL_MoC_LC_June_2024.mp4"><strong>June 5, 2024 Replay</strong></a></p><a href="/system/files/media/video/2024/06/AONL_MoC_LC_June_2024.mp4"> <div data-entity-type="media" data-entity-uuid="e7284f82-3f12-4b16-bcf5-29fd5dbd4daf" data-embed-button="media" data-entity-embed-display="view_mode:media.medium" data-langcode="en" data-entity-embed-display-settings="[]" class="embedded-entity"> <article> <div class="field_media_image"> <img loading="lazy" src="/sites/default/files/styles/medium/public/2024-06/UNCHealth_VirtualNursing.png?itok=wYG9Kg4z" width="600" height="341" alt="AONL-AHA MOC Learning Community Replay 6/5/24 Still Image"> </div> </article> </div></a><p><a href="/system/files/media/file/2024/06/AONL_LC_6-5-24_full.pptx" title="UNC Health Virtual Nursing">UNC Health Virtual Nursing</a> (June 5, 2024)</p><p><a href="/system/files/media/video/2024/05/MoC_LC_5.1.24.mp4" title="May 1, 2024 Replay"><strong>May 1, 2024 Replay</strong></a></p><a href="/system/files/media/video/2024/05/MoC_LC_5.1.24.mp4"> <div data-entity-type="media" data-entity-uuid="0cde22e9-dd94-4010-b83d-b10e91ffa44f" data-embed-button="media" data-entity-embed-display="view_mode:media.medium" data-langcode="en" data-entity-embed-display-settings="[]" class="embedded-entity"> <article> <div class="field_media_image"> <img loading="lazy" src="/sites/default/files/styles/medium/public/2024-05/MOC_LC_Intro.png?itok=yM_L9Ml3" width="600" height="338" alt="AONL-AHA MOC Learning Community Intro"> </div> </article> </div></a><p><a href="/system/files/media/file/2024/05/Partners-in-Care-UCHealth.pptx" title="Partners in Care with UCHealth">Partners in Care with UCHealth</a> (May 1, 2024)</p><p><a href="/system/files/media/file/2024/05/Incorporating-Exercise-Physiologists-Atrium.pptx" title="Incorporating Exercise Physiologists into Acute Care – Optimizing Scope of Practice to Enhance Skill Mix">Atrium Health Incorporating Exercise Physiologists into Acute Care – Optimizing Scope of Practice to Enhance Skill Mix</a> (May 1, 2024)</p><p><a href="/system/files/media/file/2024/03/AONL_Learning_Community_030624_0.pptx" title="Transforming Healthcare through Innovative Nurse-Led Care Delivery Solutions">Transforming Healthcare through Innovative Nurse-Led Care Delivery Solutions</a> (March 6, 2024)</p><p><a href="/system/files/media/file/2024/02/ProvidenceAONL-AHALCFeb7th_2024.pdf" download="file" target="_blank" title="Providence Co-Caring Model">Providence Co-Caring Model</a> (February 9, 2024)</p><h2>Other Resources</h2><h4><a href="https://leaders.aonl.org/home" title="Leader2Leader Member Community">AONL Leader2Leader Member Community</a></h4><p>The Leader2Leader Member Community is an exclusive online forum where AONL members can connect with peers, ask questions, share insights and match with mentors. Mentorship gives experienced nurse leaders an opportunity to help develop the next generation. It gives mentees guidance and resources for leadership as they are growing in their career.</p><h5>Community Highlights</h5><ul><li>Matching of mentors and mentees based on AONL core competencies for nurse managers and executives</li><li>Discussion forums and announcements</li></ul><p>Participants will have the opportunity to develop business contacts, access industry information and gain valuable insights from experienced and successful nurse leaders.</p><h4><a href="https://www.ihi.org/resources/tools/transforming-health-care-through-innovative-nurse-led-care-delivery-solutions" title="Transforming Health Care Through Innovative Nurse-Led Care Delivery Solutions: A Toolkit for Transformation">Transforming Health Care Through Innovative Nurse-Led Care Delivery Solutions: A Toolkit for Transformation</a></h4><p>This toolkit is designed to equip nursing leaders with actionable insights and strategies to redesign care delivery and promote a thriving nursing workforce.</p><h2>AONL-AHA Model of Care Learning Community Charter</h2><p><a href="/system/files/media/file/2024/02/OpenerLCDeckCharter.pptx"><img src="/sites/default/files/inline-images/MOC-Charter.png" data-entity-uuid="86c22126-3205-4439-8b8b-c045c267aea1" data-entity-type="file" alt="Model of Care Learning Community Charter" width="595" height="332"></a></p> Thu, 08 Feb 2024 09:38:54 -0600 Nurse Leadership