# Creative Heath Care Management

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# Detailed Content

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### Creating the Conditions for Effective Professional Governance

- **URL:** https://chcm.com/news-events/creating-the-conditions-for-effective-professional-governance/
- **Published:** 2026-01-15
- **Modified:** 2026-01-15
- **Author:** Amber Orton

**Categories:** Uncategorized

**Excerpt:** Culture is the foundation of effective professional governance. In this article, Amber Orton explores how organizational culture shapes the success of governance councils and shared decision-making. 

Culture Shapes Councils: Creating the Conditions for Effective Professional Governance&nbsp; Culture is the foundation&nbsp;for&nbsp;effective&nbsp;professional governance environments. It shapes how nurses and other professionals experience autonomy, accountability, and shared decision-making in everyday practice, including&nbsp;professional&nbsp;governance&nbsp;councils.&nbsp;&nbsp; How Relationship-Centered Culture Strengthens Governance Councils&nbsp; A&nbsp;relationship-centered&nbsp;culture grounded in trust,&nbsp;mutual respect, open and honest communication,&nbsp;and&nbsp;consistent visible&nbsp;support&nbsp;creates the conditions&nbsp;for professional governance to thrive. When this culture is paired with&nbsp;a core&nbsp;expectation&nbsp;that those closest to the work should influence decisions that affect their practice,&nbsp;individuals&nbsp;feel safe&nbsp;to speak up,&nbsp;get involved in&nbsp;quality improvement,&nbsp;collaborate&nbsp;across disciplines,&nbsp;and take ownership&nbsp;for&nbsp;the&nbsp;outcomes&nbsp;of their work.&nbsp;Councils&nbsp;become&nbsp;empowered,&nbsp;communication flows bi-directionally, and decision-making is grounded in&nbsp;expertise&nbsp;rather than&nbsp;positional authority.&nbsp;&nbsp; [Image: Nurses and clinical leaders participating in shared decision-making through governance councils ] What Happens When Culture Undermines Governance&nbsp; Even&nbsp;the most&nbsp;well-designed governance structures will struggle in a culture where fear, disengagement, or hierarchy dominate. In&nbsp;these&nbsp;environments, participation becomes transactional,&nbsp;follow-through&nbsp;suffers, and professionals may&nbsp;not feel heard&nbsp;or&nbsp;supported.&nbsp;Councils&nbsp;may exist in form, but not in function.&nbsp;&nbsp; Professional Governance as an Expression of Organizational Culture&nbsp; Ultimately, professional&nbsp;governance is not just a structure; it is an&nbsp;expression of&nbsp;an&nbsp;organization’s&nbsp;culture.&nbsp;Organizations that intentionally cultivate healthy cultures create&nbsp;the conditions&nbsp;where professionals are empowered to lead meaningful change&nbsp;and drive&nbsp;better outcomes for patients, teams, and the organization.&nbsp; How Daily Behaviors Shape Governance and Decision-Making&nbsp; Culture is&nbsp;continuously shaped over time.&nbsp;It’s&nbsp;reinforced daily through&nbsp;the&nbsp;behaviors, language, and actions&nbsp;of everyone in the organization.&nbsp;Every interaction – how feedback is given and received, how decisions are discussed, how&nbsp;council work&nbsp;is&nbsp;supported&nbsp;–&nbsp;shapes an organization’s&nbsp;culture.&nbsp;&nbsp; Strengthening professional governance begins with an honest look at culture.&nbsp;Start with an individual reflection, examining how&nbsp;your own&nbsp;daily behaviors, decisions, and interactions&nbsp;either&nbsp;support or undermine professional governance.&nbsp;By intentionally modeling trust, mutual respect, open and honest communication, and consistent visible support,&nbsp;we create conditions&nbsp;where&nbsp;councils are trusted partners in decision-making. When culture and councils are aligned, decision-making at the&nbsp;point-of-care&nbsp;becomes the norm, not the exception.&nbsp; [Image: Relationship-centered healthcare culture built on trust, communication, and mutual respect ] Tools to Help&nbsp;Strengthen&nbsp;your&nbsp;Professional Governance&nbsp;Journey&nbsp; To help organizations reflect, assess, and move forward with confidence, we offer practical tools and expert-led support designed specifically for health care teams.&nbsp; Download our free Shared Governance Survey.  Use this brief assessment to explore how culture, trust, and decision-making show up in your current governance structure- and&nbsp;identify&nbsp;opportunities for growth.&nbsp; Want to go deeper?&nbsp; Our team partners with organizations across the country to strengthen professional governance.&nbsp; Whether you are building councils, reinvigorating engagement, or preparing for Magnet® or Pathway to Excellence® designation, our consultants can help you align culture and governance so decision-making at the point of care becomes the norm.  Contact our team to learn more about Professional Governance/Shared Governance education, consulting, and workshops.  References:&nbsp; Creative Health Care Management (2023).&nbsp;Leading an empowered organization. Minneapolis, MN: Creative Health Care Management, Inc.&nbsp; Medeiros, M., &amp; Guanci. (Eds.).&nbsp;(2025).&nbsp;Considerations in professional governance. Creative Health Care Management.&nbsp; Van Wagoner, K., &amp; Martin, T. (Eds.). (2025).&nbsp;Essentials of a caring culture: The interprofessional relational model. Creative Health Care Management&nbsp; This content was developed under human authorship and editorial oversight, with optional support from AI tools used to enhance clarity and efficiency.&nbsp;

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### Lead from the Wild™ 

- **URL:** https://chcm.com/news-events/lead-from-the-wild/
- **Published:** 2026-01-09
- **Modified:** 2026-01-09
- **Author:** Gen Guanci

**Categories:** Uncategorized

**Excerpt:** Lead from the Wild™ invites leaders to step outside traditional frameworks and learn from nature’s wisdom. By observing elephants, salmon, and ecosystems, leaders discover steadiness, purpose, and grounded clarity—skills urgently needed in today’s rapidly changing world. 

Lead from the Wild™:&nbsp;Why Nature Is the Leadership Teacher We Need Now Step into any wild place,&nbsp;a quiet marsh at sunrise, a forest waking after rain, the dusty heat of the African bush,&nbsp;and leadership is everywhere. It is in the way elephants navigate uncertainty with steadiness, the way salmon push upstream with purpose, the way ecosystems adapt, collaborate, and sustain themselves across generations.&nbsp; Nature has been teaching&nbsp;leadership for&nbsp;far longer than humans have been writing about it. And right now, in an era defined by rapid change and constant demands,&nbsp;Lead&nbsp;From&nbsp;the Wild™&nbsp;is offering leaders exactly the kind of grounded, instinctive wisdom they are craving&nbsp;through nature-based education.&nbsp; Leaders&nbsp;today&nbsp;are&nbsp;stretched between competing priorities: to be strategic yet human, decisive yet inclusive, innovative yet steady. Traditional leadership development-&nbsp;built on frameworks, competencies, and lengthy theory-&nbsp;remains&nbsp;valuable, but many leaders are asking for something more. They are asking for&nbsp;a way to think, feel, and lead with clarity in the middle of complexity. They want learning that is meaningful, memorable, and directly applicable in the moments that matter most.&nbsp;This is where the wild becomes a powerful classroom.&nbsp; Why Nature Has Always Been a Leadership Teacher&nbsp; Every ecosystem holds a pattern worth studying. Herds, flocks, migrations, pollination cycles, predator–prey balance;&nbsp;all of it is leadership in motion. Nature teaches through pattern, rhythm, and relationship, and humans are wired to learn exactly that way.&nbsp; When someone hears “lead like an elephant” or “this is a salmon season,” the lesson lands deeper than logic. It bypasses defensiveness and taps into curiosity&nbsp;such as “Do I steady my team the way a matriarch calms her herd?” or “Am I holding to my purpose the way&nbsp;a&nbsp;salmon&nbsp;holds to&nbsp;its upstream path?”&nbsp; Nature does not&nbsp;teach in&nbsp;dot points. It teaches through story, movement, and lived experience.&nbsp;Leaders who learn from nature begin to see their organizations the way ecologists see ecosystems.&nbsp;&nbsp;Not&nbsp;as isolated individuals, but as interconnected networks where everything influences everything.&nbsp; In a forest, no single tree&nbsp;determines&nbsp;the forest’s health.&nbsp;In a workplace, no single leader or policy&nbsp;determines&nbsp;culture.&nbsp; Perhaps the&nbsp;greatest gift nature offers leaders is the reminder to listen; to intuition, to atmosphere, to the subtle shifts in energy that numbers alone cannot explain. Nature invites leaders back into awareness.&nbsp; [Image: Health care leader reflecting in nature — finding clarity and grounded decision-making ] Why This Approach Matters Now&nbsp; We are living through one of the most accelerated chapters of leadership in history. Technology is shifting fast. Workforce expectations continue to evolve. Teams are dispersed across states, time zones, and screens. People want leaders who bring steadiness, honesty, and genuine&nbsp;connection.&nbsp; The nature-based leadership education seen with&nbsp;Lead&nbsp;From&nbsp;the Wild ™&nbsp;is not a novelty,&nbsp;it is a necessity.&nbsp;Nature gives leaders what they often lack: grounding. It reminds&nbsp;us&nbsp;that&nbsp;seasons change, conditions shift, growth is never&nbsp;linear,&nbsp;and pressure is not a sign of failure.&nbsp; Lead From the Wild ™&nbsp;and nature-based metaphors also create immediate shared language across teams.&nbsp;&nbsp;Phrases such as&nbsp;“Let’s bring some elephant steadiness into this conversation,”&nbsp;or,&nbsp;“We’re in a salmon season,&nbsp;this effort is upstream, but&nbsp;it’s&nbsp;purposeful.”&nbsp;Level set teams.&nbsp;These images are instantly understandable. Nature makes leadership accessible.&nbsp; Why Nature-Based Leadership Works&nbsp; Lead from the...

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### Is Magnet® Designation Worth It?

- **URL:** https://chcm.com/news-events/is-magnet-designation-worth-it/
- **Published:** 2026-01-05
- **Modified:** 2026-01-05
- **Author:** Gen Guanci

**Categories:** Thought Leadership, Magnet

**Excerpt:** Is Magnet® worth it? In 2026, the data says yes. Explore how Magnet® drives measurable improvements in outcomes, turnover, patient satisfaction, and reimbursement- and why more organizations are treating it as a strategic investment rather than an accolade. 

Is Magnet® Designation&nbsp;Worth it&nbsp;in 2026?&nbsp;:&nbsp;A Data-Driven Business Case for Nursing Excellence&nbsp; As someone who has worked alongside nurse leaders for decades,&nbsp;I’m&nbsp;often asked, “Is Magnet® really worth it?”&nbsp;It's&nbsp;a valid question. When&nbsp;you’re&nbsp;balancing budgets, managing workforce challenges, and navigating accreditation pressures, pursuing another recognition program can feel overwhelming.&nbsp; But here’s the reality in 2026 the data has caught up with the values. Magnet® designation isn’t just about pride; it’s about performance and outcomes. More than a credential, Magnet® is a transformational framework that improves clinical outcomes, strengthens workforce stability, and generates a measurable return on investment (ROI).  [Image: Nursing shared governance council discussing improvement strategies aligned with Magnet® principles. ] Magnet®&nbsp;Designation: A Strategic Imperative&nbsp; The Magnet Recognition Program®, administered by the American Nurses Credentialing Center (ANCC),&nbsp;identifies&nbsp;health care&nbsp;organizations committed to nursing excellence, innovation, and superior outcomes.&nbsp;&nbsp; As of June 2025, there are:&nbsp;&nbsp; This data underscores the growing global recognition of the Magnet Recognition Program® as a benchmark for nursing excellence and quality patient care.&nbsp; Quantifying the Impact: Outcomes and Return on Investment (ROI)&nbsp; When clients ask me what the ROI of&nbsp;Magnet®&nbsp;really looks like, I point to the compelling data from Dr. Karen&nbsp;Drenkard’s&nbsp;October 2023 JONA Supplement article,&nbsp;which&nbsp;remains&nbsp;a resource I regularly reference when helping teams build business cases.&nbsp; Key ROI Metrics:  Magnet® designation is not theory or a dream state- it is financial, operational, and clinical impact rooted in evidence.  [Image: Nurse providing patient-centered care, demonstrating the clinical excellence central to Magnet® organizations. ] The Future of Nursing Depends on&nbsp;a Culture of Excellence Validated by&nbsp;Magnet®&nbsp;Designation&nbsp; Whether or not your organization formally applies for designation, aligning with&nbsp;Magnet®&nbsp;principles&nbsp;and building a culture&nbsp;of excellence&nbsp;is a future-proofing strategy. Nursing leaders are being called to do more than manage. They&nbsp;are being called to advocate, inspire, and innovate.&nbsp;Magnet's®&nbsp;emphasis on equity, well-being, and professional autonomy helps&nbsp;position nursing&nbsp;as a strategic driver of excellence. The future of nursing depends on environments where nurses are supported to lead at every level.&nbsp; Why Now?&nbsp; In&nbsp;the post-pandemic&nbsp;era,&nbsp;where workforce burnout and clinical complexity continue to challenge health&nbsp;care systems,&nbsp;Magnet®&nbsp;offers a proven model for transformation. Organizations that embrace the journey,&nbsp;whether seeking designation or aligning with the principles,&nbsp;reap measurable benefits. The time is now to reset the&nbsp;value&nbsp;narrative around nursing and build a culture that ensures excellence today and sustainability tomorrow.&nbsp; If your organization is evaluating the financial and operational value of Magnet®, now is the time to act. CHCM helps leaders turn data into a compelling ROI narrative that drives decision-making and supports long-term success.  Explore how we can support your Magnet® journey by contacting us today and scheduling a consultation.  Let your commitment to nursing excellence speak through outcomes.  [Image: Experienced nurse mentoring a colleague, reflecting development and empowerment emphasized in Magnet® cultures. ] Frequently Asked Questions (FAQs)  What is Magnet® designation?Magnet® designation is a recognition awarded by the ANCC to health care organizations that demonstrate excellence in nursing practice, leadership, and outcomes. Is Magnet® designation financially worth it?Yes. Organizations that achieve Magnet® recognition often report millions in cost savings through reduced nurse turnover, improved patient outcomes, and higher reimbursement. Where can I get help building our business case for pursuing Magnet® designation?CHCM can help you build a compelling business case that focuses on your organizational strengths, opportunities for improvement, and addresses...

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### Nurses Week 2026: Speakers Available

- **URL:** https://chcm.com/news-events/nurses-week-2026-speakers-available/
- **Published:** 2025-12-18
- **Modified:** 2025-12-18
- **Author:** Gen Guanci

**Categories:** Leading an Empowered Organization

**Excerpt:** National Nurses Week 2026 (May 6–12) is the perfect time to celebrate, inspire, and invest in your nursing teams. Creative Health Care Management (CHCM) offers engaging in-person and virtual presentations led by experienced nurse leaders, with topics ranging from professional governance and leadership to well-being, innovation, and cultures of excellence. Each session can be customized to meet your organization’s unique goals and audience. 

Are you looking for inspirational speakers for&nbsp;National Nurses Week 2026-&nbsp;whether for a conference, retreat, celebration, or special event? This year’s theme,&nbsp;“The Power of Nurses”,&nbsp;celebrates the resilience, compassion, and leadership that&nbsp;define&nbsp;the profession and&nbsp;shape&nbsp;the future of health care. It recognizes the strength nurses bring to every challenge, the impact they make through human connection, and the influence they have on outcomes, culture, and change. Our team of dynamic speakers helps organizations educate, inspire, and intentionally celebrate nurses by honoring the power, impact, and importance of the work they do every day.&nbsp; National Nurses Week is May 6th – 12th 2026, and to honor nurses, celebrate nurses, and recognize the nursing profession, Creative Health Care Management (CHCM) is offering an array of speakers and topics to help organizations support National Nurses Week. &nbsp; [Image: Nurse leader delivering an inspirational keynote during National Nurses Week ] CHCM Supports National Nurses Week CHCM offers in person and virtual presentations and workshops by nurses, for&nbsp;nursing&nbsp;professionals to highlight the appreciation for nurses around the world.&nbsp;We look forward to being a part of how you celebrate National Nurses Week 2026.  &nbsp; Below are just a few examples of topics we speak&nbsp;on. We also partner with organizations to create custom sessions designed around your specific goals and challenges.&nbsp; National Nurses Week 2026 Example Speaking Topics:   The History of National Nurses Week&nbsp; Florence Nightingale is considered the founder of modern nursing because she was the first nurse who formally trained others to become nurses. She served as a leader, role model, and mentor for battlefield nurses during the Crimean War. Her knowledge and skills drastically reduced infections and saved many lives. &nbsp; National Nurses Week was created by the International Council of Nurses (ICN)&nbsp;as&nbsp;early as&nbsp;1953 and has been celebrated regularly since 1965.  While May 6th to 12th is the designated Nurses&nbsp;Week celebration week in the US, other countries celebrate it at&nbsp;different times.  In the United Kingdom, an annual service is held at Westminster Abbey by a “passing of the lamp” celebration. Australia has a Nurse of the Year award ceremony and distributes several other awards throughout the week. Middle Eastern countries celebrate Arab Nurses and Midwives Day on November 3rd. &nbsp; In the United States, the first proclamation for National Nurses’ Week began from the&nbsp;hard work&nbsp;of Dorothy Sutherland of the U.S. Department of Health, Education, and Welfare. Dorothy sent a proposal to then President Eisenhower in 1953 to create an official nurse day. &nbsp; National Nurses Week, a time for nurses to celebrate their achievements and the contributions they make to society, was first&nbsp;established&nbsp;in 1954 by the American Nursing Association (ANA). The first Nurses Week in the U.S. was held in 1954 from October 11th to 16th to honor the 100th anniversary of Florence Nightingale’s historic mission. The National Nurses Week celebration now begins on May 6th, Florence Nightingale’s birthday, and goes through May 12th.&nbsp;&nbsp;  [Image: Health care professionals participating in a Nurses Week educational workshop ] Celebrate National Nurses Week 2026 With Creative Health Care Management!  CHCM has a worldwide presence, with our thought leaders having...

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### Ten Tips for Writing to the 2023 Magnet® Manual

- **URL:** https://chcm.com/news-events/ten-tips-for-writing-to-the-2023-magnet-manual/
- **Published:** 2025-12-12
- **Modified:** 2025-12-12
- **Author:** Marky Medeiros

**Categories:** Leading an Empowered Organization

**Excerpt:** Organizations writing to the 2023 Magnet® Manual face the exciting task of translating excellence into narrative. These ten tips help leaders and writers craft clear, outcome-driven, strategically aligned Magnet® documents that honor nursing impact, elevate organizational excellence, and meet updated requirements with confidence.

Ten Tips for Writing to the 2023 Magnet® Manual: A Guide for Nursing Leaders and Writing Teams  As of 2024, all organizations pursuing Magnet® designation must align their submissions with the 2023 ANCC Magnet® Application Manual. Across the world, nursing leaders and writing teams are engaged in the rewarding work of translating best practices into narrative.  The 2023 standards present a powerful opportunity, not just to meet criteria, but to strategically showcase the value of nursing across every care setting. This is your organization’s first formal introduction to Magnet® Appraisers. It’s the moment to illuminate the impact of nursing excellence, elevate the value of point-of-care nurses’ input into practice, articulate the importance of nurses driving quality, safety, innovation, and outcomes for patients, families, and communities, and document the importance of strong visionary nursing leadership.&nbsp; The Magnet® document is not just a recording of excellence, it’s a celebration. It’s your chance to own and share the extraordinary work your teams do every day.&nbsp;&nbsp; Recognize excellence. Tell your story. Lead with pride.  [Image: A nurse thoughtfully writing notes on a clipboard, capturing important details for patient care excellence.] 1. Start with Clarity: Know What the Source of Evidence (SOE) is Asking Break down each Source of Evidence (SOE): Does it require an outcome, or does it require evidence? Empirical outcome (EO) examples require improved outcomes with quantitative data and two evidence-based references in APA format. Non-Empirical outcomes require validated structures and processes that illustrate operational excellence. 2. Write with Strategic Precision Respond only to what the standard is asking. Avoid telling them more than what they asked for in the Source of Evidence (SOE). Use clear, direct language. Keep it positive. Dot point formats can help maintain focus—especially for Empirical outcome (EO) submissions where clarity and structure matter. 3. Echo the Language of the Source of Evidence Align your language with the wording of the manual. This makes it easier for appraisers to recognize that you’ve answered the standard directly and thoroughly. 4. Leverage Analyst Tips Within the Manual The 2023 manual provides ANCC analyst guidance embedded within many Sources of Evidence (SOEs). They provide guidance and offer insight into expectations and eliminate ambiguity. 5. Explain Acronyms Define every acronym and abbreviation on first use. What’s obvious internally may be unclear to appraisers. Ensure universal clarity to avoid confusion or misinterpretation. 6. Follow the Empirical outcome (EO) Graphing Formula Without Exception For Empirical outcomes (EOs), include:  7. Honor Structural Empowerment Requirements SE3, SE5, and SE7 ask for action plans related to BSN and certification rates—at both the organization and unit/divisional levels. No additional evidence is required, but the action plan must be data-driven and achievable. 8. Prioritize Retention Metrics in EP12EO Retention is a major focus in the 2023 manual. Define a baseline turnover goal, then demonstrate progress year-over-year with intentional, outcome-based strategies. It’s not just about data, it’s about story, accountability, and impact. 9. Keep Ambulatory Requirements Top of Mind The 2023 manual expects ambulatory exemplars across various standards. Include examples...

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### The Significance of Magnet® Recognition 

- **URL:** https://chcm.com/news-events/the-significance-of-magnet-recognition-2/
- **Published:** 2025-12-08
- **Modified:** 2025-12-08
- **Author:** Gen Guanci

**Categories:** Magnet

**Excerpt:** Discover why Magnet® recognition remains a premier credential for nursing excellence and how Magnet® hospitals improve outcomes, retention, and patient care quality.

The health care landscape is becoming increasingly complex as the population ages and chronic conditions rise. This shift has dramatically increased the demand for highly skilled nurses and high-performing care environments. Employment projections from the Bureau of Labor Statistics anticipate strong, steady growth in&nbsp;registered nurses over the next decade, underscoring the importance of organizations attracting and retaining exceptional nursing talent.&nbsp; Nurses today are intentional about where they choose to practice. They seek organizations that prioritize excellence, professional development, and meaningful involvement in care decisions. For this reason, Magnet®-recognized organizations remain among the most sought-after settings for nursing practice.&nbsp;Magnet®&nbsp;environments consistently demonstrate stronger shared governance/ professional governance, higher job satisfaction, better staffing stability, and improved clinical outcomes.&nbsp; [Image: Nursing team exemplifying high-performing care environment] Research continues to show that&nbsp;Magnet®&nbsp;designation benefits patients, nurses, and organizations alike through improved patient satisfaction, stronger nurse communication, better financial performance, and significantly lower rates of hospital-acquired conditions and mortality. Magnet®&nbsp;organizations also report higher levels of nurse engagement and far fewer nurses intending to leave their roles.&nbsp; For hospital executives, clinical leaders, and health care decision-makers, understanding&nbsp;Magnet®&nbsp;recognition and why it remains a premier international credential for nursing excellence is essential.&nbsp; What Is a Magnet®&nbsp;Hospital?&nbsp; A Magnet®&nbsp;hospital is one that has been recognized for nursing excellence, exemplary patient care, and a culture that supports innovation, collaboration, and continuous improvement. Administered by the American Nurses Credentialing Center (ANCC), the Magnet®&nbsp;Recognition Program identifies organizations where nurses are empowered to lead improvements in care delivery and the associated outcomes, influence organizational strategy, and advance professional practice.&nbsp; Achieving Magnet®&nbsp;designation requires a multi-year organizational commitment and includes:&nbsp; • An electronic application signaling intent to pursue Magnet®&nbsp; • A comprehensive written document demonstrating how the organization meets Magnet®&nbsp;standards&nbsp; • An onsite visit to validate, clarify, and amplify the written document&nbsp; • Commission on Magnet® (COM) review and final decision by the COM and ANCC&nbsp; Because the standards are rigorous and evidence-based, only about 10% of U.S. hospitals are designated Magnet®, with 642 Magnet® organizations recognized as of December 4, 2025.&nbsp; The Origin and Purpose of the Magnet®&nbsp;Recognition Program&nbsp; The Magnet®&nbsp;program grew from a 1983 American Academy of Nursing study that examined what distinguished the hospitals that were able to successfully recruit and retain nurses during the time of a nursing shortage. Using those findings, the ANCC established the Magnet®&nbsp;Recognition Program in 1990. Four years later, in 1994, The University of Washington Medical Center became the first designated Magnet®&nbsp;hospital.&nbsp; At its core, Magnet®&nbsp;designation exists to:&nbsp; • Elevate nursing excellence&nbsp; • Strengthen interprofessional practice&nbsp; • Improve patient outcomes through strong nursing leadership&nbsp; • Create environments where nurses thrive, innovate, and influence care delivery&nbsp; Research consistently shows that Magnet®&nbsp;hospitals have:&nbsp; • Lower patient-to-nurse ratios&nbsp; • Reduced surgical mortality&nbsp; • Fewer hospital-acquired infections&nbsp; • Shorter lengths of stay&nbsp; [Image: Nurses participating in shared governance meeting ] How Hospitals Achieve Magnet® Designation&nbsp; Magnet®&nbsp;designation is based on meeting evidence-based standards and demonstrating sustained excellence. Requirements include:&nbsp; • A healthy work environment&nbsp; • Strong nursing professional practice&nbsp; • Innovation and improvement grounded...

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### Self-Care Suggestions for Health and Wholeness in Nursing 

- **URL:** https://chcm.com/news-events/self-care-suggestions-for-health-and-wholeness-in-nursing/
- **Published:** 2025-12-01
- **Modified:** 2025-12-01
- **Author:** Gen Guanci

**Categories:** Uncategorized

Suggestions for Self-Care: A Compassionate Guide for Health and Wholeness&nbsp; Self-care in nursing is not a luxury; it is a necessity. In a world that demands so much from our time, energy, and attention, caring for ourselves is an essential act of preservation and empowerment. The following suggestions are not rules, but invitations to live with intention, balance, and compassion. Use these as a gentle guide to come back to yourself.&nbsp; Clarify Your Values&nbsp; Take time to explore what truly matters to you, your core values, your sense of purpose, and the activities or relationships that bring you joy. When your daily choices align with your values, you experience greater integrity, peace, and fulfillment. Ask yourself: What do I stand for? What do I want to be remembered for?&nbsp; Be Truthful to Yourself&nbsp; Honesty is a cornerstone of healing. Acknowledge what harms you, drains you, or keeps you stuck. Then, courageously name what nourishes and uplifts you. Honoring your truth allows you to choose the path of healing and liberation.&nbsp; [Image: Nurse journaling to reflect on their personal values and purpose. ] Take One Healing Action Daily&nbsp; Healing is cumulative. Identify simple actions, such as drinking water, journaling, saying no, or asking for help, that support your wholeness. Each day, take one intentional step toward nurturing yourself.&nbsp; Create Moments of Peace&nbsp; Peace is found in stillness, nature, ritual, or even silence. Identify what helps you feel grounded and calm, then prioritize it regularly. Peace isn’t always the absence of noise, it’s the presence of inner stillness amidst life’s chaos.&nbsp; [Image: Quiet moment in nature representing inner stillness and peace. ] Retrain Your Inner Dialogue&nbsp; Pay attention to the inner voices narrating your life. Are they kind, encouraging, and honest, or critical and defeating? Practice replacing harsh self-talk with affirming language that honors your efforts and humanity.&nbsp; Practice Meditation and Self-Reflection&nbsp; Even a few minutes of quiet reflection can shift your entire day. Whether it’s mindfulness, breathwork, or reflective journaling, these practices deepen your awareness and reconnect you with your inner wisdom.&nbsp; Ask Yourself Big Questions&nbsp; Personal insight often begins with reflection. Ask: 'What would I choose to do even if I wasn’t being paid?' or 'What can I release?'. These questions help clarify passion, burnout, and the boundaries you need to reclaim.&nbsp; Care for Your Body&nbsp; Physical self-care is foundational. Nourish yourself with healthy food, joyful movement, adequate rest, and routine medical care. Your body is the vessel through which your spirit moves; honor it accordingly.&nbsp; Build Meaningful Relationships&nbsp; Connection is medicine. Seek and invest in relationships that offer mutual support, honesty, laughter, and compassion. It’s okay to let go of those that cause harm or leave you feeling diminished.&nbsp; Welcome Joy, Laughter, and Play&nbsp; Life is meant to be lived, not just survived. Integrate moments of fun, creativity, spontaneity, and humor. Laughter relieves stress and brings people together.&nbsp; Nurture Emotional and Spiritual Health&nbsp; Your emotional and spiritual wellbeing deserve daily attention. Practice openness, seek reflection, find support in community,...

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### 6 High-Impact Success Strategies for Shared Governance/ Professional Governance 

- **URL:** https://chcm.com/news-events/6-high-impact-success-strategies-for-shared-governance-professional-governance/
- **Published:** 2025-11-19
- **Modified:** 2025-11-19
- **Author:** Gen Guanci

**Categories:** Uncategorized

**Excerpt:** Strengthen shared and professional governance with 6 high-impact strategies for successful Unit-Based Councils. Improve engagement, outcomes, and Magnet® readiness.

Unit-Based Council Excellence: 6 High-Impact Success Strategies for Shared Governance /Professional Governance  In today’s high-stakes health care environment, thriving organizations know that excellence is achieved not by chance, but through intentional structures that empower the frontline. Unit-Based Councils (UBCs) are more than committees; they are engines of shared decision-making and governance, critical for clinical excellence, staff engagement, and Magnet® and Pathway to Excellence® (PTE®) designations.&nbsp; Shared or Professional Governance: A Foundation for Health Care Excellence&nbsp; Shared governance and professional governance shifts decision-making from top-down to team-driven. It enables nurses and interprofessional team members to align organizational goals with bedside wisdom. With shared ownership, collaboration becomes a competency, not a coincidence. The result? Higher engagement, lower turnover, and better patient outcomes.&nbsp; What Are Unit-Based Councils?&nbsp; Unit-Based Councils&nbsp;also called other terms such as Unit Practice Councils (UPCs) are the frontline expression of shared and professional governance. These teams represent specific departments and work units, providing a structured forum to elevate ideas, identify barriers, and implement solutions. They are the heartbeat of transformation, directly influencing safety, quality, and culture at the point-of-care.&nbsp; [Image: Nurse leader guiding a shared governance discussion with frontline staff to support team-driven decision making.] 6 High-Impact Unit-Based Council Success Strategies&nbsp; 1. Empower Through Education and Professional Growth&nbsp; Equip&nbsp;Unit Practice Councils&nbsp;with ongoing access to certification support, workshops, and professional development resources. Professional growth isn’t a perk; it’s a retention strategy. Unit-Based Councils can lead peer learning initiatives that build both competence and confidence.&nbsp; 2. Utilize Best Practices&nbsp; Unit-Based Councils&nbsp;create continuity in care by identifying evidence-based practices, benchmarking performance, and implementing standards across units. This eliminates variability, elevates safety, and drives clinical excellence.&nbsp; 3. Prioritize the Patient Experience&nbsp; Unit-Based Councils champion patient and family-centered care by embedding feedback loops, inviting patients to co-design care plans, and using satisfaction data as a quality metric. The patient voice belongs in governance.&nbsp; 4. Lead with Evidence and Innovation&nbsp; Engage&nbsp;Unit-Based Councils&nbsp;in local research, QI projects, and evidence translation. Partner with nurse scientists and data analysts to measure and improve care. These teams don’t just implement innovation, they generate it.&nbsp; 5. Create Systems for Issue Escalation and Action&nbsp; Establish electronic submission tools and clear pathways for issue review, feedback, and action. Unit-Based Councils&nbsp;must be equipped to raise concerns and empowered to resolve them. Transparency and timeliness are key.&nbsp; 6. Share Power, Decisions, and Accountability&nbsp; Leadership must respect, support, and act upon&nbsp;Unit-Based Council&nbsp;recommendations. Councils flourish when decision-making authority is distributed, roles are clearly defined, and accountability is mutual. This is the true essence of shared governance. Leaders must articulate decision- making guidelines in order for councils to be successful.&nbsp; The Takeaway:&nbsp;Unit-Based Councils&nbsp;Drive Outcome Improvement Momentum&nbsp; When unit-based councils thrive, so do your outcomes. These structures are not only instrumental in achieving ANCC Magnet® or Pathway to Excellence® recognition, they are vital for sustaining the culture of excellence those designations reflects. Excellence isn’t a project, it’s a practice....and&nbsp;unit-based councils&nbsp;are how you practice every day.&nbsp; [Image: Nurses engaging in professional development activities to support competency growth and empower unit-based...

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### Balancing Personal and Professional Well-Being in Health Care

- **URL:** https://chcm.com/news-events/balancing-personal-and-professional-well-being-in-health-care/
- **Published:** 2025-11-12
- **Modified:** 2025-11-12
- **Author:** Sara Sullens

**Categories:** Uncategorized

**Excerpt:** Explore how health care professionals can sustain personal and professional well-being through balance, resilience, and organizational support.

Balancing Personal and Professional Well-Being in Health Care: A Call to Action for Every Nurse  Nursing is more than a profession- it’s a calling. A nurse’s commitment to compassionate, expert care is what sets the standard for health care excellence. Yet, behind every extraordinary caregiver is a human being navigating the complex balance of personal and professional well-being.  At Creative Health Care Management, we believe that sustaining a thriving nursing workforce requires more than clinical skill or organizational support. It requires attention to the whole person, nurturing the mind, body, and spirit of those who care for others.&nbsp; [Image: Nurses talking and demonstrating a friendly working relationship.] Personal Well-Being: The Foundation of Resilience  Personal well-being is not a luxury; it’s a necessity. It encompasses physical health, mental and emotional stability, meaningful relationships, and personal fulfillment. When these elements are out of alignment, the consequences often spill into professional performance, leading to stress, disengagement, or even compromised patient care.&nbsp; For nurses working long shifts, managing critical decisions, and witnessing human suffering daily, personal well-being can feel elusive. Yet it is precisely this demanding environment that makes it essential. Self-care, healthy boundaries, strong social connections, and time away from work are not indulgences, they’re professional imperatives.&nbsp; Professional Well-Being: More Than Job Satisfaction  Professional well-being goes beyond enjoying your work. It includes feeling valued, having a voice in decisions, access to development opportunities, and experiencing a sense of purpose in your role. It’s about cultivating a work environment where nurses are empowered, engaged, and emotionally safe.&nbsp; When nurses have the tools and support to thrive professionally- through shared decision-making, adequate resources, recognition, and growth- they are better equipped to deliver the high-quality care our health care systems demand.&nbsp; Striking the Balance: What’s in Your Control?  While systemic challenges like staffing shortages and resource constraints are real and impactful, many of these factors lie outside the direct control of individual nurses. But not everything does.&nbsp; What is within your control is how you respond:&nbsp; These are not just acts of self-preservation, they are leadership behaviors that model sustainable practice for the profession.&nbsp; [Image: Hands forming a heart symbol to represent caring for the caregivers.] Organizational Responsibility: Partnering for Wellness  Health care organizations have a responsibility to create cultures that support both personal and professional well-being.&nbsp;&nbsp; This includes:&nbsp; Leaders must actively engage with their teams to ensure these resources are accessible, visible, and aligned with the real-world needs of today’s nursing workforce.&nbsp; Final Reflection: A Collective Commitment  The well-being of nurses is a professional priority and an organizational imperative. It is only when we honor the whole person behind the role that we can truly support the longevity and vitality of the profession.&nbsp; As we continue to champion caring relationships, leadership development, and excellence in outcomes, let us not forget: sustainable excellence begins at the intersection of personal and professional well-being.&nbsp; Let’s care for the caregivers, because they are the heart of health care.&nbsp; Ready to take the next step toward a culture of well-being?&nbsp;...

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### Introducing the Interprofessional Relational Model™ (IRM) 

- **URL:** https://chcm.com/news-events/introducing-the-interprofessional-relational-model-irm/
- **Published:** 2025-11-05
- **Modified:** 2025-11-05
- **Author:** Kathleen Van Wagoner

**Categories:** Uncategorized

**Excerpt:** Explore the evolution of Relationship-Based Care into the Interprofessional Relational Model, transforming health care culture, teamwork, and patient experience worldwide. 

Honoring the Legacy of Relationship-Based Care®  More than 20 years ago, Creative Health Care Management introduced Relationship-Based Care: A Model for Transforming Practice, often referred to simply as the Relationship-Based Care® book. This groundbreaking work described a model for care delivery and provided a transformational framework for how we lead, collaborate, and connect in health care.  At its heart, Relationship-Based Care (RBC) positioned relationships, beginning with self, as the foundation for healing and excellence. It asks us to understand our accountability to self: being aware of who we are, how we manage our energy, and caring for ourselves with the same love and compassion we show to others. This personal work allows us to show up as the best version of ourselves and be the supportive colleagues our teams need- so that together, we can deliver the excellence in care our patients and families deserve.  The three sacred relationships,&nbsp;beginning with&nbsp;the relationship with&nbsp;self,&nbsp;are central to healing, helping team&nbsp;members across the care&nbsp;continuum reconnect with meaning, purpose, and the humanity of their work.&nbsp; The Global Impact of Relationship-Based Care®  Since its introduction, Relationship-Based Care has been widely adopted around the world, improving patient safety, quality of care, and the lived experience of both patients and caregivers. Over time in the ever-changing health care landscape, the model has naturally evolved- giving rise to the Interprofessional Relational Model (IRM)™.  [Image: Interprofessional Relational Model graphic showing four key relationships- Self, Colleagues, Patients and Families, and Community- integrated with images of diverse health care workers collaborating. ] The Interprofessional Relational Model™: Expanding the Vision  The Interprofessional Relational Model honors the core values of Relationship-Based Care while expanding them. It recognizes that relational care is not the sole responsibility of nurses or any single discipline. Instead, relational care is a shared commitment across all roles in health care, from frontline clinicians to environmental services, therapists to executives, and community partners.  Healing today is the work of many hands, hearts, and minds, working together.&nbsp; The Key Relationships  At the heart of the Interprofessional Relational Model are the three foundational relationships of Relationship-Based Care, with the recognition of a fourth key relationship, community, necessary to sustain a caring culture:  The Essentials: A Roadmap for Relational Practice  Supporting these relationships are six Essentials- a contemporary evolution of Relationship-Based Care’s original dimensions- that guide organizations in embedding relational practice system-wide:  Together, these Essentials give organizations the structure and language to cultivate a truly relational culture- one where people feel seen, heard, and supported.  Why The Interprofessional Relational Model™ Matters in Today’s Health Care  The Interprofessional Relational Model embraces the concepts of Relationship-Based Care, strengthening and expanding them, while offering a modernized, scalable framework for today’s complex health care environment.  Whether you’re just beginning your journey or building on decades of cultural transformation, the Interprofessional Relational Model invites all of us to reimagine what’s possible when relationships are not an afterthought, but the foundation of everything we do.  At its core, the Interprofessional Relational Model is about team members cultivating healthy connections, with themselves, their colleagues, patients and families, and the broader community. When we commit to caring for one another across roles, disciplines, and settings, we don’t just improve outcomes- we restore the heart of...

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### Shared Governance VS Professional Governance

- **URL:** https://chcm.com/news-events/shared-governance-vs-professional-governance/
- **Published:** 2025-10-31
- **Modified:** 2025-10-31
- **Author:** Marky Medeiros

**Categories:** Shared Governance

**Excerpt:** Discover the difference between Shared Governance and Professional Governance in health care—and why what you call it matters less than how you use it. Learn how these models empower staff, improve outcomes, and elevate professionalism across disciplines.

It doesn’t matter so much what you call it as much as how you utilize the principles to improve practice and the practice environment.   - Marky Medeiros, MSN-RN Why What You Call It Matters Less Than How You Use It&nbsp; In today’s evolving health care landscape, the terminology used to describe governance models can significantly influence how staff and leaders understand and implement them. Whether your organization calls it Shared Governance, Professional Governance, Shared Decision Making, or another term, what truly matters is how these principles are operationalized to improve patient care, the work environment, and professional practice.&nbsp; The Many Names of Governance&nbsp; Nursing and interprofessional governance structures go by many names:&nbsp; While some terms may refer to similar structures, others represent entirely different approaches. Understanding “why an organization chose its terminology” is critical to grasping the intent and function of its governance model.&nbsp; Understanding Key Terminology&nbsp; Shared Decision Making (SDM)&nbsp; Shared Decision Making, as defined in the Pathway to Excellence® 2024 Application Manual, is:&nbsp; “A dynamic partnership between leadership, nurses, and other healthcare professionals that invites active engagement, promotes collaboration, and facilitates deliberation &amp; decision making, resulting in ownership of practice &amp; accountability for improving care quality &amp; patient outcomes” (ANCC, 2023, p.107).&nbsp; Shared Decision Making is essentially the “action of governance” the collaborative process where teams come together to make decisions about practice and the practice environment. It’s a verb: &nbsp;Shared Decision Making can happen in councils, staff meetings, shift changes, or any area where care decisions are made.&nbsp; Shared Governance (SG)&nbsp; Shared Governance has been used for over 40 years to empower point-of-care staff to analyze practice and outcome measures, create action plans, and implement decisions. Tim Porter-O’Grady initially chose the term &nbsp;Shared Governance over “Professional Governance” because it was more widely accepted by administration at the time. &nbsp; “The use of the term shared rather than professional at the time was expediency, nothing more and nothing less.”&nbsp;&nbsp; Excerpt: JONA, Volume 47, Number 2, pp 69-71, 2017: A Response to the Question of Professional Governance Versus Shared Governance; Tim Porter-O’Grady, DM, EdD, ScD(h), APRN, FAAN, FACCWS&nbsp; &nbsp;Shared Governance emphasizes partnership, equity, accountability, and ownership.&nbsp; Professional Governance (PG)&nbsp; Professional Governance evolved from Shared Governance to reflect a “broader, professional accountability” (Porter-O’Grady) across disciplines.   It is:&nbsp; “A collaborative framework that empowers professionals to influence decisions about their practice, quality, and work environment through shared leadership, accountability, and evidence-based structures” (, Guanci &amp; Medeiros).&nbsp;  Professional Governance incorporates the same core principles as Shared Governance and adds:   Responsibility, Authority, and Accountability&nbsp; Effective governance depends on three pillars:&nbsp; [Image: Nurses and health care professionals collaborating in a governance council meeting] From Shared Governance to Professional Governance: Why It Matters&nbsp; Moving from Shared Governance to Professional Governance is more than a name change- it represents a cultural shift toward professionalism and accountability:&nbsp; Key Principles of Professional Governance&nbsp; Leadership and Governance&nbsp; Professional Governance is a leadership model. By participating in councils, staff develop leadership skills, see the bigger picture of the organization, and...

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### Activities for Nurses Week 2026

- **URL:** https://chcm.com/news-events/activities-for-nurses-week/
- **Published:** 2025-10-21
- **Modified:** 2025-10-21
- **Author:** Sara Sullens

**Categories:** Leading an Empowered Organization

**Excerpt:** Celebrate Nurses Week 2026 with meaningful recognition ideas, wellness activities, and inspiring presentations from Creative Health Care Management (CHCM). Discover creative ways to honor and support your nursing team.

What is National Nurses Week? National Nurses Week (May 6–12) is a time to honor the dedication, expertise, and compassion of nurses everywhere. Nurses stand with us in our most vulnerable moments, reducing pain, providing comfort, and offering hope. It takes a rare combination of skill and heart to serve others in times of hurt, fear, and suffering. This week also raises awareness about the nursing profession, shining a light on the challenges and opportunities facing nursing staff, students, health care teams, patients, and families. The celebration’s roots trace back to 1982, when nurse leaders created the National Nurses Week Foundation to increase recognition of nursing. In 1991, President George H.W. Bush signed the official proclamation making May 6–12 National Nurses Week, ending on Florence Nightingale’s birthday. Ways to Celebrate Nurses Week 2026 There’s no single way to honor nurses, it’s about meaningful recognition, connection, and care. Here are some creative ideas to celebrate your team: 1. Transform the Unit into a Celebration Space Decorate the nurses’ station with balloons, photos, and thank-you notes. A festive, personalized space lifts spirits and shows appreciation. 2. Share Thoughtful Gifts Practical gifts like compression socks, sleep masks, or wellness items make a difference. Small touches, a handwritten thank-you card, a certificate for a car wash, or a favorite snack go a long way. 3. Nourish Nurses with Healthy Food Provide fresh, energizing options for on-the-go meals and snacks. Fruit, wraps, or an on-the-go salads are small but powerful acts of care. 4. Host a Nurses Week Party Plan a celebration that brings people together. Whether it’s an ice cream social, a coffee-and-pastry bar, or a themed gathering, shared moments of joy strengthen connection. 5. Create Opportunities for Rest and Renewal Offer massage chairs, therapy dog visits, or meditation breaks. Nurses give so much; intentional time for restoration matters. [Image: Therapy dogs ready to interact with a nurse during a workplace wellness break.] 6. Spotlight Wellness Consider a mini health fair for your staff: blood pressure checks, relaxation stations, and resources for self-care. A focus on wellness tells nurses their health is a priority, too. 7. Personalize your “Thank You” A handwritten card is one of the simplest, most heartfelt ways to show appreciation. Try phrases like: [Image: Close-up of a handwritten thank-you note to a nurse.] CHCM Nurses Week Presentations Another meaningful way to celebrate Nurses Week is by bringing your team together for an educational and inspiring presentation. Inviting a skilled speaker helps promote reflection, connection, and renewed excitement for the work nurses do every day. These sessions not only celebrate accomplishments but also spark motivation and unity across teams. At Creative Health Care Management (CHCM), we believe Nurses Week is more than celebration, it’s renewal. Our presentations re-energize staff with humor, inspiration, and practical strategies. Sessions can be offered in-person or virtually, tailored to your team, and repeated to reach all shifts. Presentation Topics include: Looking Ahead Nurses Week 2026 is a chance to celebrate resilience, compassion, and the future of...

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### Finding the Right Health Care Consultant Partner for Your Journey to Excellence 

- **URL:** https://chcm.com/news-events/finding-the-right-health-care-consultant-partner-for-your-journey-to-excellence/
- **Published:** 2025-10-14
- **Modified:** 2025-10-14
- **Author:** Gen Guanci

**Categories:** Uncategorized

**Excerpt:** Learn how to choose the right health care consultant for your culture of excellence journey. Avoid common mistakes, evaluate proposals, and find a health care consulting partner who fits your organizational culture. 

Embarking on a journey to excellence is never a short sprint—it’s a multiyear transformation. For health care organizations, hospitals, and businesses alike, the question often arises: Should we do it alone or bring in an expert health care consultant?&nbsp; The right health care consultant can save you time, money, and energy, while also accelerating progress toward your goals. The wrong one, however, can slow your journey and even jeopardize outcomes. Here’s how to navigate the process and find the right health care consultant partner for your culture of excellence journey.&nbsp; Why Use a Health Care Consultant for Your Journey to Excellence?  If you’ve ever struggled through a project only to later discover that expert guidance could have streamlined everything, you know the value of experience.&nbsp;&nbsp; A seasoned health care consultant brings:&nbsp; • Objectivity: An external perspective helps identify blind spots and readiness gaps.&nbsp; • Expertise: Health care consultants have a deep knowledge of excellence journeys across different organization types, sizes, and geographies.&nbsp; • Best Practices: Health care consultants can provide proven strategies, saving you from reinventing the wheel.&nbsp; • Confidence Building: Health care consultants educate and validate stakeholders, instilling trust in the process.  Common Mistakes in Hiring a Health Care Consultant&nbsp; Not every health care consultant&nbsp;relationship succeeds. Organizations often stumble by:&nbsp; • Choosing based on cost alone.&nbsp; • Skipping a proper readiness assessment.&nbsp; • Failing to clarify the scope of work.&nbsp; • Expecting too much for too little.&nbsp; • Neglecting reference checks.&nbsp; • Accepting cookie-cutter recommendations that don’t fit organizational culture.&nbsp; Pro tip: Do your homework before hiring to avoid costly missteps.&nbsp; Preparing to Hire: The 'Pre-Dating' Phase&nbsp; Before you sign a contract, think of health care consultant selection as a pre-dating phase—time to decide what you cannot live without and what you’re willing to compromise on. &nbsp; Consider:&nbsp; • Products and Services You Need: From education and coaching to readiness assessments, document reviews, site visit prep, and year-after support.&nbsp; • Virtual vs. In-Person Support: Will you benefit more from face-to-face sessions, or will remote coaching and virtual workshops suffice?&nbsp; Clarity upfront ensures you attract the right partner.&nbsp; [Image: Health Care Consultant Meeting Virtually with Health Care Executive] Health Care Consultant Selection Criteria&nbsp; When evaluating health care consultants, look beyond credentials. &nbsp; Ask:&nbsp; • How many organizations have they supported, and with what outcomes?&nbsp; • Do they have experience with organizations like yours (acute care, pediatric, rehab, cancer, international)?&nbsp; • Are they full-time health care consultants with availability to support you?&nbsp; • Do they bring a team approach or operate solo?&nbsp; • What do their past clients say about their strengths—and their opportunities for improvement?&nbsp; Remember: cost should never be the top criterion. While budgets matter, the cheapest option may be the most expensive mistake in the long run. Where to Find the Right Health Care Consultant&nbsp; • Word of Mouth: Recommendations from satisfied clients are gold.&nbsp; • Conferences and Networking: Engage with health care consultants in person and see their expertise firsthand.&nbsp; • Social Media: Monitor conversations for who is trusted—and who...

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### What Does an Engaged Health Care Employee Look Like? 

- **URL:** https://chcm.com/news-events/engaged-health-care-employee/
- **Published:** 2025-09-22
- **Modified:** 2025-09-22
- **Author:** Gen Guanci

**Categories:** Uncategorized

What Does Employee Engagement Mean in Health Care?&nbsp; Employee engagement is more than just job satisfaction. An engaged employee shows up every day with energy, commitment, and a sense of purpose that fuels both individual performance and organizational success. In today’s competitive health care and business environments, engagement is directly tied to retention, patient experience, safety outcomes, and organizational culture. But what does an engaged employee actually look like?&nbsp; Traits of an Engaged Health Care Employee  They Connect to Purpose&nbsp; Engaged employees know how their work links to the organization’s mission and values. They can articulate not just what they do but why it matters. In health care, this might mean a nurse who sees every patient interaction as part of advancing compassionate care, or a team member in finance who recognizes how accurate billing supports patient trust and organizational sustainability They Demonstrate Energy and Enthusiasm&nbsp; Engaged employees bring energy into their roles. This doesn’t mean they’re always cheerful.&nbsp; Instead, it means they consistently demonstrate commitment and positive momentum. Enthusiasm is contagious, raising the performance of those around them.&nbsp; They Take Initiative&nbsp; Rather than waiting for direction, engaged employees proactively identify problems, share ideas, and look for solutions. They lean into shared/ professional governance and shared leadership structures. They Build Relationships&nbsp; True engagement shows up in relationships. Engaged employees collaborate effectively, communicate openly, and contribute to a culture of trust. They are invested not only in their own success but also in the success of their team.&nbsp; [Image: Health care team demonstrating accountability and teamwork during patient care] They Commit to Growth&nbsp; Engaged employees actively seek out learning and development opportunities. They embrace feedback, pursue education, and adapt to change with resilience. In health care especially, they view competency and professional growth as essential to delivering safe, quality care.  They Demonstrate Accountability&nbsp; An engaged employee owns their work and follows through on commitments. They understand that their actions reflect on both themselves and the organization. Accountability is a hallmark of sustainable engagement and one of the strongest predictors of long-term retention.&nbsp; Why Engagement Matters in Health Care&nbsp; Organizations with highly engaged employees see higher retention, lower burnout, stronger patient outcomes, and improved financial performance. Engagement is not a “nice-to-have”, it is an imperative that fuels cultures of excellence and long-term success.&nbsp; Key Takeaway for Leaders&nbsp; An engaged employee connects to purpose, demonstrates energy, takes initiative, builds relationships, commits to growth, and models accountability. By creating a culture that nurtures these traits, leaders can transform their organizations into environments where both people and outcomes thrive.  Looking to build engagement in your organization? Explore how CHCM helps health care leaders strengthen culture and outcomes. Contact us today! 

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### Wellness for Nurses

- **URL:** https://chcm.com/news-events/wellness-for-nurses-2/
- **Published:** 2025-09-16
- **Modified:** 2025-09-16
- **Author:** Gen Guanci

**Categories:** Leading an Empowered Organization

**Excerpt:** Nurse wellness is not a luxury—it’s a strategic imperative. Discover how health systems can create sustainable cultures that support nurse well-being. 

Wellness for Nurses: A Strategic Imperative for Health Systems  Nurses Are the Heart of Health Care—and They Are Hurting  Wherever I go, whether it's a national conference or a quick site visit, I see the same look in nurses’ eyes: compassion, fatigue, dedication, and sometimes quiet despair. Nurses are the heartbeat of health care, and yet, too often, they are expected to thrive in environments that don't support their own wellness.&nbsp; In this moment, when we ask so much of our nurses, we must also commit to giving them the support and care they so freely give others. Wellness is not a luxury for nurses. It is a professional necessity and a leadership responsibility.&nbsp; The Physical and Mental Toll of Nursing I’ve heard countless stories from nurses who are working 12-hour shifts with barely enough time to hydrate, let alone pause to stretch or reflect. The physical and emotional demands of nursing are not new, but they’ve intensified. As leaders, we cannot ignore the warning signs any longer. We have to stop pretending that wellness will ‘fit in’ once everything else is handled. It has to come first.  Physical Health Risks Let’s be honest: most nurses are experts at putting themselves last. It’s no surprise that fewer than half meet basic activity recommendations. They are managing patient loads, helping coworkers, charting, mentoring, and navigating supply shortages, often all in one shift. It’s no wonder they end the day in pain, physically depleted, and with little time for recovery.  We need to build systems that make physical health sustainable. This includes injury prevention, proactive ergonomic assessments, and yes, time to move, eat, and rest. We can’t afford to normalize physical breakdown as a consequence of care.  Mental Health Matters  Nurse Burnout isn’t a buzzword...it’s a warning bell. We lose too many nurses not because they lack skill or passion, but because their mental health deteriorates in silence. I’ve had nurses tearfully admit they’re afraid to say they’re struggling because they think it makes them weak.  It’s time to change that narrative. Mental wellness is not optional, it’s essential to safe, compassionate practice. We need environments that foster psychological safety, debriefing, peer support, and easy access to mental health resources. If we truly value our nurses, we must actively care for the minds behind the care.  Reclaiming Wellness in the Nursing Workforce&nbsp; Too often, wellness programs are treated like checkboxes; offered in theory, but never truly integrated into the daily experience of nursing. We need to move beyond yoga posters in breakrooms and think more strategically. Nurse wellness isn't a side initiative; it's a foundational part of workforce sustainability.&nbsp; When I consult with organizations, I encourage leaders to ask themselves: Would you want your loved one to be cared for by a nurse who is running on empty? If the answer is no, then what are we doing to ensure that doesn’t happen?&nbsp; Practical Wellness Activities That Make a Difference&nbsp; Wellness for nurses doesn’t require an elaborate budget. It starts with intention....

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### Essential Traits of Transformational Leadership in Health Care 

- **URL:** https://chcm.com/news-events/transformational-leadership-healthcare/
- **Published:** 2025-09-05
- **Modified:** 2025-09-05
- **Author:** Gen Guanci

**Categories:** Uncategorized

**Excerpt:** Discover the essential traits of transformational leadership in health care and how CHCM empowers leaders to inspire, innovate, and drive lasting change.

Essential Traits of Transformational Leadership for Today’s Health Care Leaders In today’s rapidly evolving health care landscape, effective leadership transcends traditional management as it requires the ability to inspire, innovate, and transform. At Creative Health Care Management (CHCM), we recognize transformational leadership as a pivotal force in driving organizational excellence and cultivating a culture of empowerment and innovation.  Understanding Transformational Leadership Transformational leadership is a relational, values-driven leadership style that emphasizes inspiration, innovation, and shared vision rather than authority and control. It creates conditions where individuals are trusted and empowered to lead from every level of the organization. This style promotes individual autonomy, respects professional expertise, and aligns naturally with professional governance structures that support shared decision-making, ownership, and accountability. By elevating both the individual and the collective, transformational leaders cultivate cultures where professional empowerment is not only encouraged but expected.  The Four Essentials of Transformational Leadership in Health Care  Transformational leadership is characterized by the leader’s capacity to inspire and motivate teams to exceed expectations while fostering an environment where innovation thrives. &nbsp; This leadership style emphasizes the following essentials of transformational leadership in health care:&nbsp; By embodying these components, transformational leaders not only drive performance but also foster personal and professional growth among team members.  [Image: Four essential traits of transformational leadership: influence, inspiration, stimulation, consideration] The Evolution of Transformational Leadership Theory The concept of transformational leadership was first introduced by sociologist James V. Downton in 1973 and later expanded by James MacGregor Burns in 1978. Burns emphasized the role of leaders in inspiring followers through vision and personality. In 1985, Bernard M. Bass further developed the theory by introducing the Multifactor Leadership Questionnaire (MLQ) to assess a leader’s transformational qualities, solidifying the model’s relevance in contemporary leadership studies.  Application in Today’s Health Care Settings In our rapidly evolving health care environment, transformational leadership is instrumental in navigating complex challenges and fostering a patient-centered culture. Leaders who adopt this style:  By prioritizing empathy, adaptability, and continuous improvement, transformational leaders in health care create environments where both patients and staff can thrive.  Developing Transformational Leadership Skills CHCM’s Leading an Empowered Organization (LEO) program is specifically designed to cultivate transformational leadership competencies in health care professionals, focusing on the key attributes that drive this style of leadership.  Through mentorship and targeted training, LEO equips aspiring leaders with the tools necessary to inspire teams and drive meaningful change within their organizations.  Conclusion Transformational leadership is a catalyst for innovation, engagement, and excellence in health care. By embracing its core principles, leaders can effectively navigate the complexities of modern health care environments, fostering cultures that prioritize collaboration, continuous learning, and patient-centered care. At CHCM, we are committed to guiding health care organizations in cultivating transformational leadership to achieve sustained success and improved outcomes. Ready to cultivate transformational leadership in your organization? Learn more about CHCM’s LEO Program or contact us today! [Image: Creative Health Care Management’s Leading an Empowered Organization (LEO) program for transformational leadership] Frequently Asked Questions What is transformational leadership...

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### Shared/ Professional Governance Council Facilitators: An Overlooked Best Practice

- **URL:** https://chcm.com/news-events/shared-governance-council-facilitators/
- **Published:** 2025-08-28
- **Modified:** 2025-09-05
- **Author:** Gen Guanci

**Categories:** Shared Governance

**Excerpt:** Unlock the power of developmental facilitation in shared/ professional governance. Learn why skilled council facilitators are essential to autonomy, engagement, and Magnet® success. 

Introduction In the realm of leadership and shared governance, the use of a skilled facilitator is a highly effective yet often underutilized best practice. Shared governance council facilitators play a critical role in:&nbsp; However, many health care organizations either overlook this role or misassign facilitators as council leaders, undermining their full potential.&nbsp; Defining the Facilitator Role in Shared Governance&nbsp; Defining the facilitator role within shared governance and professional governance councils is essential. Facilitators should not be limited to task-driven organizers who manage logistics and agendas. This type of support, known as “basic facilitation”, addresses immediate needs but encourages long-term dependency.&nbsp;&nbsp; In contrast, organizations seeking Magnet® recognition, autonomy, and sustainable governance success should embrace developmental facilitation.&nbsp; What is Developmental Facilitation?&nbsp; Developmental facilitation is a strategic, long-term approach that empowers councils to function independently. It helps embed shared governance and professional governance into organizational culture by:&nbsp; Importantly, developmental facilitators are process experts—not content experts. Their value lies in guiding teams through effective communication, collaboration, and council management. This neutral stance enhances psychological safety, builds leadership capacity, and ensures shared governance and professional governance structures thrive without external dependency.&nbsp; Desired Outcomes of Shared Governance Facilitation&nbsp; A foundational step in facilitation is defining success. For shared governance and professional governance councils, success means assuming responsibility, authority, and accountability (RAA) for clinical practice and related outcomes. These outcomes include improvements in patient satisfaction, quality indicators that exceed benchmarks, and increased staff engagement. Facilitation should focus on helping councils define and achieve their own goals, not the facilitator’s agenda.&nbsp; Traits of Effective Shared Governance Facilitators&nbsp; High-impact facilitators share key traits essential for success in professional governance environments:&nbsp; Neutrality: able to remain neutral, with no vested interest in the outcome&nbsp; Flexibility: Able to pivot based on council needs&nbsp; Adaptability: Responsive to organizational dynamics&nbsp; Proactivity: Anticipates challenges and clears barriers&nbsp; Responsiveness: Engaged and thoughtful in real-time&nbsp; Resilience: Maintains calm and professionalism under stress&nbsp; Courage: Willing to address difficult issues and guide growth&nbsp; These qualities support the facilitator's ability to empower staff-led councils, drive shared decision-making, and promote a high-performing governance structure.&nbsp; In shared governance and professional governance, the facilitator’s purpose is not to dictate direction, but to guide councils toward their own vision. Developmental facilitation strengthens council leadership, nurtures shared accountability, and supports the long-term sustainability of governance frameworks aligned with Magnet® and Pathway to Excellence® standards.&nbsp; To learn how to strengthen shared governance and professional governance councils through facilitation training or strategic support, contact Gen Guanci at gguanci@chcm.com or submit a consultation form today.&nbsp;

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### Considerations in Professional Governance: Beyond the Structure 

- **URL:** https://chcm.com/news-events/considerations-in-professional-governance-healthcare-leaders/
- **Published:** 2025-08-20
- **Modified:** 2025-08-20
- **Author:** Gen Guanci

**Categories:** Uncategorized

**Excerpt:** Discover how our brand new publication, "Considerations in Professional Governance," helps health care leaders create meaningful, sustainable, and measurable governance systems. 

By Gen Guanci and Marky Medeiros&nbsp; When most people hear the term professional governance, their minds go immediately to the visible elements such as councils, bylaws, and meeting schedules. While these are important, they are simply the framework. The true strength of professional governance lies in the underlying principles, the culture that supports it, and the shared commitments that sustain it. Without those, the structure becomes an empty shell.&nbsp; That’s the focus of our book, Considerations in Professional Governance. It is not a ‘how-to’ manual.&nbsp; Instead, it’s a strategic and reflective book designed to help leaders, managers, and point-of-care and service professionals understand why governance matters, how it should function, and what it takes to keep it relevant and impactful.&nbsp; Why Professional Governance Matters Now&nbsp; Health care experiences constant and complex change. From staffing shortages to generational differences in the workforce, from rapid advances in technology to increasing patient expectations, leaders are facing pressures that require adaptive, collaborative approaches and point of care staff are looking for ways to voice ideas and make a lasting impacts on patient care.&nbsp; &nbsp;Professional governance offers one such approach, creating a forum where the people doing the work have voice in the decisions that shape it.&nbsp; However, simply having a governance structure in place does not guarantee effectiveness. Without intentional leadership, clear role expectations, the authority to make decisions, and a culture of accountability, governance can quickly lose its relevance. At its best, professional governance is the bridge between strategic leadership and point-of-care expertise.&nbsp; Inside Considerations in Professional Governance&nbsp; Considerations in Professional Governance examines not just the mechanics of governance, but the deeper issues that make it successful. The book encourages readers to think critically about these core elements:&nbsp; •&nbsp; Clarity of Purpose&nbsp; Governance must be firmly anchored to the organization’s mission, vision, and values so that every decision is aligned.&nbsp; •&nbsp; Shared Accountability&nbsp; Every role, from the point-of-care nurse and interprofessional partners to the CNO, has specific responsibilities that keep governance functioning effectively.&nbsp; •&nbsp; Cultural Alignment&nbsp; Structures succeed only when the surrounding culture values trust, transparency, and mutual respect.&nbsp; •&nbsp; Strategic Integration&nbsp; Governance should be a living system that both informs and is informed by the organization’s priorities, quality goals, and patient outcomes.&nbsp; • Measurement &amp; Outcomes&nbsp;&nbsp; Governance without metrics is guesswork. Data-driven evaluation ensures the work has impact and evolves with changing needs.&nbsp; How It Works with Shared Governance That Works (SGTW)&nbsp; If our earlier work, Shared Governance That Works, is the hands-on, tactical playbook for building and operating governance councils, then Considerations in Professional Governance is the strategic guidebook that ensures those councils remain vital and relevant over time.&nbsp; •&nbsp;&nbsp; Shared Governance That Works focuses on the mechanics such as council roles, structure, bylaws, and engagement strategies.&nbsp; •&nbsp;&nbsp; Considerations in Professional Governance focuses on the bigger picture of leadership mindset, cultural readiness, long- term sustainability, and integration with organizational goals.&nbsp; Together, these resources provide a complete governance roadmap. One that equips teams to launch governance well and ensures it thrives as...

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### Facilitating the Journey to Excellence: Core Competencies for Magnet® Program Directors 

- **URL:** https://chcm.com/news-events/magnet-program-director-core-competencies/
- **Published:** 2025-08-11
- **Modified:** 2025-08-11
- **Author:** Sara Sullens

**Categories:** Uncategorized

Stepping into the role of Magnet® Program Director (MPD) is both an exciting opportunity and a formidable responsibility. For those just beginning the journey, getting started is often the hardest part. But once underway, the MPD role offers countless possibilities to influence nursing practice, elevate outcomes, and shape a culture of excellence across the organization.  Whether you're learning the Magnet® Model Components, diving into the sources of evidence, or leading a writing team through document preparation, one truth remains: the MPD role is pivotal to building, sustaining, and showcasing professional nursing excellence.  At Creative Health Care Management, we've partnered with and coached hundreds of MPDs across the country. What sets the most effective MPDs apart? It’s not just their passion, it’s their competency in key areas that drive sustainable success throughout the Magnet® journey. Here’s our perspective on what those core competencies are- and why they matter.   MPD Competencies: The Core of Magnet® Leadership  Mastering the Magnet® Framework  MPDs must go beyond knowing the standards- they must embody them.  Deep knowledge of Magnet® principles, the evolution of the Model, and the rationale behind each source of evidence forms the backbone of the role.   More importantly, MPDs must communicate why Magnet® matters: to the organization, to frontline nurses, and, ultimately, to patients and families. When this vision is clearly articulated, it becomes a rallying point for system-wide excellence.  Leading with Influence  MPDs are often at the helm of multiple initiatives:  The ability to lead, inspire, and engage others around a shared vision is essential.  It’s not just about managing tasks; it’s about creating ownership, building trust and sustaining momentum.  Communicating Across the Continuum  One of the most overlooked yet essential competencies of an MPD is effective communication. MPDs must speak the language of:  Whether advocating for resources or explaining strategic initiatives, the MPD must be a skilled translator of vision to action.  Managing the Program Like a Project  Make no mistake--Magnet® is a long term, nursing-driven initiative. It requires:     MPDs must manage timelines, documentation, data, and cross-department collaboration while balancing big-picture strategy with detailed execution.  Championing Professional Practice  At the heart of Magnet® is professional nursing practice. MPDs must:   It’s not about static frameworks- MPDs lead the charge in making excellence dynamic and visible.  Navigating the Phases of the Magnet® Journey  The journey to Magnet® designation is not a linear checklist- it’s a transformation process that evolves through four distinct but interconnected phases.  Each phase calls for a different focus, mindset, and skillset from the MPD.  Application Phase: Building the Foundation  This is the strategic launchpad of the journey. During the pre-application and application phase, the MPD leads a comprehensive assessment of organizational readiness. This includes:   MPDs must also ensure all eligibility criteria are met and determine the right timing for submission. Success in this phase requires the ability to mobilize leadership support, set priorities, and create a roadmap that guides the journey forward.  Document Development Phase: Telling the Story of Excellence  This is where the organization’s narrative comes to...

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### The DAISY Award® in Nursing: Honoring Compassion and Care

- **URL:** https://chcm.com/news-events/how-to-get-a-daisy-award/
- **Published:** 2025-07-28
- **Modified:** 2025-07-28
- **Author:** Gen Guanci

**Categories:** Leading an Empowered Organization

**Excerpt:** Discover the meaning behind the DAISY Award® and why it's one of the most heartfelt recognitions a nurse can receive. Every nurse has the potential to be honored.

If you’ve ever heard a colleague say, “I was nominated for a DAISY Award,” and wondered what that really means, or whether it could ever be you, this is for you. The DAISY Award isn’t just about recognition. It’s about honoring the essence of nursing. And I believe every nurse, no matter their role or setting, has the potential to receive it. [Image: Daisy Foundation Recognition Program | CHCM] What Is the DAISY Award, and Why Does It Matter? The DAISY Award was created in 1999 by the family of Patrick Barnes, a young man who died of an autoimmune disease. During his hospitalization, his family witnessed firsthand the incredible compassion, skill, and humanity of the nurses who cared for him. They didn’t want those extraordinary moments to fade away, they wanted to say thank you in a way that would live on. And so, The DAISY Foundation was born. DAISY stands for Diseases Attacking the Immune System, but today, its meaning transcends the acronym. It has become an internationally recognized program that honors nurses for something deeper than task completion or technical skill; the ability to touch lives in profound, human ways. More than 5,000 health care organizations and schools of nursing across 30 countries participate in the DAISY Award program. Each nomination is a powerful testament to the nurse’s impact, not in grand gestures, but in deeply felt presence and compassion. Being nominated means that someone experienced your care in such a meaningful way, they took the time to write it down. What Makes the DAISY Award So Special? In a health care world where metrics and outcomes often dominate the conversation, the DAISY Award reminds us what matters most, human connection. This award isn’t about being the most senior nurse on the unit. It’s not about awards already won or initials after your name. It’s about how you make people feel when they are most vulnerable. It’s about the nurse who advocates when no one else is listening. The one who explains things until they make sense. The one who offers a calm hand, a kind word, or simply stays present when there are no answers. To be nominated for a DAISY Award means that your presence, your being, not just your doing, made someone feel seen, safe, or supported. It means you changed someone’s story for the better. Who Can Be Nominated? Any licensed registered nurse can be nominated. Yes, any. Whether you’re in acute care, long-term care, public health, education, or still in school, you are eligible. This award is not about your title, it’s about the impact you have. [Image: Nursing Profession | CHCM] What Happens After You're Nominated? Once submitted, nominations are reviewed by your organization’s DAISY Committee. Even if you’re not selected as that cycle’s honoree, every nomination is meaningful. Many organizations share the nomination with you in the form of a printed letter, a pin, or a personal note. Honorees typically receive a certificate, the hand-carved "Healer's Touch" sculpture, and, yes, often...

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### Reclaiming Ownership: Engagement in Shared Decision Making Begins with Us

- **URL:** https://chcm.com/news-events/reclaiming-ownership-engagement-in-shared-decision-making-begins-with-us/
- **Published:** 2025-07-22
- **Modified:** 2025-07-22
- **Author:** Sara Sullens

**Categories:** Uncategorized

**Excerpt:** Discover how shared decision making empowers nurses, enhances engagement, and transforms professional governance in today’s health care environment.

In today’s health care landscape, shared decision making (SDM) isn’t just a best practice—it’s the foundation for professional autonomy, collaboration, and transformational outcomes. During a recent webinar: Empowering RNs: Ownership Over the Practice Environment through Shared Decision Making, we explored what real engagement looks like—and why it must be more than attendance at a council meeting or a checkbox on a governance form.&nbsp; Engagement is Ownership.&nbsp; True engagement in shared decision making (SDM) begins with a mindset shift: from compliance to commitment. Nurses at every level- especially those at the point-of-care and point-of-service- must see themselves as owners of their practice environment, not just participants in a process. That ownership fuels a culture where innovation is expected, accountability is welcomed, and nursing excellence thrives.&nbsp; Three Keys to Advancing Engagement in SDM:&nbsp; It’s Time to Ask: As I often say: Shared decision making is not a meeting. It’s a mindset. And that mindset must be nurtured through intentional leadership, inclusive processes, and relentless follow-through.&nbsp; [Image: Diverse group of health care professionals in discussion, demonstrating shared decision making and collaborative nursing leadership] If you missed the webinar here are the Top 10 Takeaways from Empowering RNs: Ownership Over Practice Environment Through Shared Decision Making.  1. Shared Decision Making (SDM) is a Dynamic Partnership&nbsp; SDM is a collaborative process between nurses, leaders, and other health care professionals that fosters mutual accountability, improves patient outcomes, and enhances work-life balance.&nbsp; SDM is not limited to councils—it happens in huddles, staff meetings, and even hallway conversations.&nbsp; It’s a culture and mindset.&nbsp; 2. Empowered RNs are the Backbone of Quality Care&nbsp; Provision 4 of the ANA Code of Ethics emphasizes RNs’ authority over their own practice. SDM operationalizes that authority in meaningful, visible ways. When nurses are engaged in decision-making, it strengthens professional autonomy, reduces burnout, and improves retention and patient care outcomes.&nbsp; 3. The Core Principles: Partnership, Equity, Accountability, Ownership&nbsp; These principles support a culture where nurses not only have a voice but also share responsibility in advancing practice.&nbsp; These principles shift the culture from “us vs. them” to “we”, laying the foundation for inclusive, high performing professional practice environments. Empowerment happens when RNs are able to shape workflows, influence policies, and advocate for improvements directly impacting their practice and practice environment.&nbsp; 4. Barriers Exist—But Can Be Overcome&nbsp; Hierarchy, lack of time, insufficient training, poor communication, and resistance to change are common barriers to SDM.&nbsp; Naming them helps organizations address them intentionally through leadership support and strategic planning.&nbsp; 5. Leadership Support is Crucial&nbsp; Leaders must be visible, provide protected time, mentorship, and education to ensure RNs can meaningfully engage in SDM.&nbsp; Leaders don’t have to attend every meeting, but they must set clear expectations, support chairs and co-chairs, and follow through on removing barriers.&nbsp; 6. Level of Authority Should Be Clear and Transparent&nbsp;&nbsp; Councils and groups working on projects or making decisions need to understand and know their level of authority. They need to know whether they are gathering input, making recommendations, or empowered to act.&nbsp;...

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### Holistic Well-Being in Health Care: Redefining What It Means to Heal

- **URL:** https://chcm.com/news-events/holistic-approaches-to-well-being-and-health/
- **Published:** 2025-07-17
- **Modified:** 2025-07-17
- **Author:** Gen Guanci

**Categories:** Uncategorized

**Excerpt:** Discover why true health care transformation starts with whole-person well-being—and how CHCM is helping make healing human again. 

At Creative Health Care Management, we believe in a future of health care that sees the whole person, not just the diagnosis. We know that well-being is not a luxury or an add-on. It is the essential foundation of sustainable health outcomes, workforce resilience, and community vitality.&nbsp; Health systems across the country are feeling the strain of clinician burnout, fragmented care, rising costs, and patients who feel unseen. What if the answer isn’t more efficiency, but more humanity?&nbsp; It’s time to reclaim health care as a healing profession. That means acknowledging the full picture of what keeps people well...physical vitality, emotional resilience, spiritual grounding, social connection, and a sense of purpose. These dimensions are not secondary to care...they are care!&nbsp; [Image: Health care working holding a heart in her hands to symbolize workplace compassion] Redefining What It Means to Be Healthy&nbsp; For too long, health care has focused on fixing problems rather than promoting well-being. We’ve measured success by what we eliminate; disease, symptoms, and risks, rather than what we grow; hope, capacity, meaning, and community. Holistic care flips that script. It asks not just “What’s the matter with you?” but also “What matters to you?”&nbsp; True well-being is about more than blood pressure and lab results. It’s about the ability to participate fully in life, to have meaningful relationships, to recover from stress and adversity, and to live with purpose. When health care expands its lens to include these factors, outcomes improve. So does trust.&nbsp; [Image: Diverse group of health care professionals stacking hands in unity, symbolizing teamwork, collaboration, and support in medical and nursing environments.] Bringing Prevention, Connection, and Support to the Forefront&nbsp; When we talk about holistic approaches to health and wellness, we’re not talking about vague or feel-good ideas. We’re talking about integrating social determinants of health, trauma-informed care, behavioral health, spiritual care, and coaching models into the very fabric of our health systems. This is evidence-based, accountable, and outcome-oriented work.&nbsp; We also know that prevention doesn’t begin with screening. It begins with connection...with listening, understanding, and co-creating paths forward with those we serve. It requires us to know the communities we serve and to partner with them, not merely treat them.&nbsp; Health Doesn’t Stop at the Hospital Door&nbsp; Whether it’s housing insecurity, food access, transportation, loneliness, or caregiver stress, these factors influence healing more than anything we prescribe. Holistic care bridges that gap between the clinical and the personal. It demands that we engage in the realities of people’s lives, not just their bodies.&nbsp; At CHCM, we work with organizations to make this a reality—not just as a program, but as a culture. We help teams redesign systems around relationship-based care, shared leadership, and professional practice models that elevate voice, meaning, and trust.&nbsp; [Image: Smiling health care professionals walking through hospital hallway, engaged in conversation and collaboration, symbolizing mentorship and teamwork in nursing and medical practice.] Structure, Strategy, and Accountability Are Essential&nbsp; Let’s be clear, holistic doesn’t mean unstructured. The most impactful well-being programs are...

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### Is Your Health Care Workplace Toxic? 

- **URL:** https://chcm.com/news-events/is-your-health-care-workplace-toxic/
- **Published:** 2025-07-10
- **Modified:** 2025-07-10
- **Author:** Gen Guanci

**Categories:** Uncategorized

**Excerpt:** Is your hospital or clinic struggling with burnout, gossip, or disengaged leadership? Discover 10 warning signs of a toxic health care culture and learn how to start rebuilding a safe, thriving work environment. 

10 Signs of a Toxic Health Care Culture and How to Start Healing&nbsp; It Often Starts Subtly…&nbsp; You hear the sighs. See the eye rolls. Ideas are shot down or ignored. Nurses dread their next shift. And no one’s really talking about what’s wrong.&nbsp; But make no mistake: a toxic health care culture is not “just the way it is.” It’s a red flag, and one that deeply affects staff safety, patient outcomes, and your professional well-being.&nbsp;&nbsp; You may be saying “Our culture is not really toxic, it is just dysfunctional or unhealthy, so perhaps I don’t really need to do anything right now”.&nbsp; In my work with hospitals and health systems across the globe, I’ve seen culture make or break an organization. And I’ve seen cultures rapidly deteriorate from dysfunctional and unhealthy, to downright toxic. Here’s how to recognize the signs, and what to do next.&nbsp; 10 Signs You’re Working in a Toxic Health Care Culture&nbsp; 1. Psychological safety is nonexistent.&nbsp;&nbsp; People don’t feel safe speaking up.&nbsp; 2. Gossip is rampant and unaddressed.&nbsp;&nbsp; Rumors take the place of open dialogue.&nbsp; 3. Blame is louder than learning.&nbsp;&nbsp; Mistakes result in shame, not growth.&nbsp; 4. Leadership is disengaged or inconsistent.&nbsp;&nbsp; Visibility is rare, follow-through even rarer.&nbsp; 5. Turnover is high—and no one’s asking why.&nbsp;&nbsp; Exit interviews? Ignored.&nbsp; 6. Passive aggression is the norm.&nbsp;&nbsp; Feedback, if given, is weaponized.&nbsp; 7. Burnout is brushed aside.&nbsp;&nbsp; Compassion fatigue is normalized.&nbsp; 8. Innovation is stifled.&nbsp;&nbsp; “We’ve always done it this way” is the default.&nbsp; 9. Micromanagement thrives.&nbsp;&nbsp; Trust is replaced with control.&nbsp; 10. Values are just posters on the wall.&nbsp;&nbsp; Culture and behavior don’t align.&nbsp; Why This Culture Crisis Matters&nbsp; Unhealthy culture isn’t just unpleasant...it’s unsafe and unsustainable.&nbsp; A broken culture leads to:&nbsp; What Health Care Leaders Can Do to Address Workplace Toxicity  The good news? You don’t have to overhaul everything to start healing. Start small—but start.&nbsp; You’re not overreacting. You’re not imagining things. It’s okay to stop surviving and start rebuilding.&nbsp; And you don’t have to fix it alone.&nbsp; How CHCM Can Help Rebuild a Healthy Organizational Culture&nbsp; At Creative Health Care Management, we partner with hospitals, systems, and nursing teams to:  Ready to Take the First Step?&nbsp; Download our free Culture Health Survey or book a confidential conversation with me.  Because culture doesn’t fix itself...leaders do.&nbsp; Be the leader who starts it.&nbsp;

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### Tips to Master the Magnet® Recognition Process

- **URL:** https://chcm.com/news-events/magnet-recognition-process-tips/
- **Published:** 2025-06-26
- **Modified:** 2025-06-26
- **Author:** Gen Guanci

**Categories:** Magnet

Earning Magnet® Recognition isn’t easy, but that’s what makes it meaningful. The Magnet® Recognition process can be long and intense, but with the right strategy and the right partner, it’s absolutely doable. After decades in health care, we’ve learned what works (and what doesn’t). Here are our best tips to help you get there with confidence. Steps in the Magnet® Recognition Process 1). Hire a Program Director This journey begins by picking a Magnet® Program Director. Make sure they have key qualities like proven leadership, experience in professional governance, and more.&nbsp; Within our Magnet® consulting services, we offer program director education and coaching, along with comprehensive journey support. You can begin this process with confidence, knowing you and your director don’t have to tackle it alone. 2). Assess Your Organization You may already be thinking about applications and documentation, but before you get to that, you need to prepare. Start with a readiness assessment to see where your organization stands. This identifies your strengths and weaknesses and collects baseline data so you can prioritize areas of improvement.&nbsp; To truly know how far you are from the American Nurses Credentialing Center (ANCC) requirements, it’s best to hire an external, unbiased consultant. We recommend finding someone who has many years of experience working with organizations that have successfully attained Magnet® status.&nbsp; Here at Creative Health Care Management, we can provide readiness assessments for your organization. We have over 100 years of collective experience helping organizations small and large achieve this designation. And with an almost 100% success rate, you can count on us to provide grounding information to guide your strategy. 3). Make a Plan Becoming a Magnet® designated hospital starts with a project plan. Once you know your shortcomings, craft a detailed plan and timeline. Include phases like:&nbsp; Be as specific as possible when outlining your plan. Each phase has multiple components, so write out exactly what’s involved in each one so you don’t miss any deadlines. The Magnet® Recognition process requires commitment from the entire organization, so once the plan is created, share it with your staff. 4). Develop a Budget While you’re planning, don’t overlook the importance of creating a budget. It will depend on the results of your gap analysis and will span across multiple years. Be sure to include the following items: The key to a good budget is realistic numbers. If you’re not sure what to expect, reach out to a Magnet® consultant to get you started. Talk to the Experts [Image: Four doctors and nurses look at a laptop on a table as they prepare for the Magnet Recognition process.] 5). Transform Your Culture Now it’s time to get your entire staff involved. Educate them about the Magnet® Model and the five key components of success:&nbsp; These need to be clearly embraced by your organization through new infrastructure and programs that support professional governance, nursing research, peer review, evidence-based practice, and more. Deeply embed these programs in the workplace and encourage your staff to use...

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### 50 Years of Nursing: My Story. My Legacy.

- **URL:** https://chcm.com/news-events/50-years-of-nursing-my-story-my-legacy/
- **Published:** 2025-06-25
- **Modified:** 2025-06-25
- **Author:** Gen Guanci

**Categories:** Uncategorized

**Excerpt:** In this powerful reflection, CHCM CEO Gen Guanci looks back on 50 years in nursing—from bedside beginnings to shaping the future of the profession.

  It’s hard to believe—June 5th will mark 50 years since I first became a nurse. I remember the feeling of putting on that crisp white uniform, brand new clinic shoes, and cap, stepping onto the unit for the first time, and thinking, “This is where I belong.” I didn’t know then the depth of the journey I was beginning or how much this profession would shape me.   Then and Now: Adapting to a Changing Profession  Back then, everything was different. I charted on paper, learned IV flow rates by heart, and gave care with minimal technology. I learned how to read a patient’s face before I learned to read a cardiac monitor. I relied on the wisdom of the nurses who came before me, and soon, others began to rely on me. &nbsp; Over the years, I’ve seen it all—miraculous recoveries, heartbreaking losses, quiet acts of courage, and incredible breakthroughs. I’ve adapted to new technologies and adjusted to wave after wave of change. From handwritten notes to electronic records, from basic vital signs to predictive analytics—I’ve kept learning, evolving, growing. &nbsp; From Bedside to Boardroom: A Nurse’s Career Journey  I’ve gone places in my career I never thought I would... from working as an ICU nurse in the Greater Boston area and Bermuda, to being a published author, to being a sought-after consultant, and now CEO of the best consultant company I know-  Creative Health Care Management!   I’ve witnessed the transformation of nursing. I’ve seen our roles expand, our voices grow stronger, and our impact deepen. I’ve been a caregiver, an educator, a mentor, a leader, and an advocate. I’ve helped new nurses find their footing and watched them grow into leaders.&nbsp; What Hasn’t Changed: The Power of Human Connection  Through it all, I’ve stayed rooted in the one thing that hasn’t changed: the human connection. &nbsp; Some moments will stay with me forever: the first patient I lost, the first thank-you card I received, the deep connections forged with several patients, the time I stood up for what was right... even when it was hard and could have been career limiting, the laughter with colleagues that carried us through the hardest days. &nbsp; Nursing today looks different. It’s faster, more complex, and more demanding. Nurses are expected to be everything: tech-savvy, evidence-based, and emotionally resilient. It’s a lot! But I see the strength in today’s nurses, and I’m proud to have been part of laying the groundwork they now build upon. &nbsp; The Legacy I Hope to Leave  This isn’t just a career I chose. It’s a calling I answered. And even after 50 years, I still feel the purpose in my heart. While I am no longer “at the bedside,” I know I am continuing to make a difference in this profession I so deeply love. &nbsp; As I reflect on all that I’ve seen and done, I ask myself: What will I carry with me, have I made a difference in the lives of other nurses, and what legacy will I leave? &nbsp;...

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### Professional Practice in Nursing: It's Time We Start Owning It 

- **URL:** https://chcm.com/news-events/professional-practice-in-nursing-its-time-we-start-owning-it/
- **Published:** 2025-06-20
- **Modified:** 2025-06-20
- **Author:** Gen Guanci

**Categories:** Uncategorized

**Excerpt:** It’s time to own what makes nursing a profession. Explore how true professional practice empowers nurses to lead, grow, and transform health care. 

We say it all the time, nursing is a profession. But what truly makes us professional? Is it the degree we hold? The license we carry? The compassion we offer?&nbsp;The truth is- none of those alone are enough. It’s the combination...the body of nursing knowledge, commitment to evidence-based practice, self-regulation, peer accountability, and the therapeutic relationship with patients, that defines professional nursing practice. Yet in too many health care organizations, “professional practice” is a buzzword on a banner, not a lived, empowered reality.&nbsp;&nbsp;&nbsp; It’s time we change that.  Professional Nursing Practice is More Than Caring&nbsp; Yes, caring is the essence of nursing. But caring doesn’t make us professionals. What makes us professionals is the clinical judgment and evidence-informed decisions behind the care we provide.&nbsp;&nbsp; Suzanne Gordon, author of Code Green once said:&nbsp;&nbsp; “Nurses know that they can and do act on clinical judgment. Now they need to tell the public this.”&nbsp;&nbsp; That’s not just about public image- it’s about professional identity and nursing empowerment. We need to speak proudly and plainly about what we know, why it matters, and how professional nursing practice changes lives.&nbsp; Nursing Education, Certification, and the Courage to Grow&nbsp; Nursing has long struggled with a clear standardization of required educational preparation. While other health professions have moved to advanced entry-level degrees, nursing still offers a fragmented path- and that creates confusion about our professional standing.&nbsp;&nbsp;But research is clear:&nbsp;&nbsp; Linda Aiken’s studies found that hospitals with higher percentages of BSN-prepared nurses had better patient outcomes.&nbsp;&nbsp; Still, resistance to standardizing entry-level education continues.&nbsp;&nbsp;Beyond formal education, national certification in nursing specialties validates expertise. While fear and cost remain significant barriers, organizations that support certification support- through funding upfront and offering exam prep resources- are investing in clinical excellence and signaling trust in their nursing workforce.&nbsp; Continuing Nursing Education is Not a Checkbox&nbsp; Most states require continuing education for nurses, but true professionals don’t just learn because the license demands it. They learn because they’re committed to growing, improving care, and impacting others.&nbsp;&nbsp; In high-performing health care organizations professional development isn’t just encouraged, it’s embedded in the culture:&nbsp; That’s what professional nursing practice looks like in action.&nbsp; The Real Work of Professional Nursing Practice&nbsp; Professional nursing practice is not just a committee or a policy. It’s an identity and an ownership mindset.&nbsp; When nurses feel empowered and accountable for practice, they don’t just perform- they lead, advocate, and transform.&nbsp; Let’s Elevate Professional Nursing Practice Together&nbsp; If we want to retain top talent, reduce burnout, and deliver safer, more compassionate care, we must elevate professional nursing practice beyond aspiration. It must become a non-negotiable part of how we lead, grow, and sustain health care teams.&nbsp;&nbsp;Let’s stop being quiet about what we know.&nbsp;Let’s stop apologizing for our expertise.&nbsp;Let’s stop waiting for permission to lead.&nbsp;&nbsp;Because professional nursing practice isn't just what we do, it’s who we are.&nbsp; Ready to Lead the Way?&nbsp; Join us at the Creative Health Care Management 2026 Elevating Professional Practice in Health Care Convention! This split 3-day convention is...

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### Overcome Nursing Burnout: 5 Career-Changing Solutions

- **URL:** https://chcm.com/news-events/overcome-nursing-burnout/
- **Published:** 2025-06-06
- **Modified:** 2025-06-16
- **Author:** Ruth Kitzmiller

**Categories:** Leading an Empowered Organization, Re-Igniting the Spirit of Caring, Relationship-Based Care, Shared Governance

Nursing burnout is on the rise, and your patients are paying the price. One study found that staff burnout was directly connected to decreased patient safety, lower patient satisfaction, and lower quality of care. So how do you keep your nurses engaged (and your patients safe) during a burnout epidemic?  Today we’re going to outline five solutions to help your nurses reconnect with their profession. Nursing Burnout: The Basics Nursing burnout is a state of mental and physical exhaustion due to being overworked and understaffed. It’s a widespread issue in health care and can directly impact the quality of care patients receive. Due to the high-stress nature of the job and demanding work environments, burnout affects about 62% of nurses.  Several factors contribute to burnout, including staff shortages and high turnover. When teams are understaffed, nurses work overtime, increasing stress and fatigue. This also leads to higher patient-to-nurse ratios, placing even more pressure on individual nurses and taking a significant toll on their mental health. Burnout is often confused with compassion fatigue. While the two are heavily related, they are different. Compassion fatigue is common in occupations that deal with trauma on a daily basis, such as police officers, therapists, social workers, and health care workers. The emotional strain of caring for others in distress can lead to detachment, cynicism, and eventually burnout. Signs of Nursing Burnout If you notice these symptoms in you and your staff, then you may have a burnout problem on your hands.  So what do you do if your team is struggling with burnout? You can’t change the job description, but there are a few things you can change. [Image: Two healthcare workers discuss nursing burnout prevention strategies on the steps] Addressing Burnout in Nursing Teams Nursing burnout is inevitable, but it can be managed. By recognizing the symptoms early and tackling the problem at a cultural level, you can create lasting change in your organization. The key to overcoming burnout is implementing health care staff engagement programs that help nurses rediscover their passion. 1). Reigniting the Spirit of Caring Workshop Our first innovative burnout solution for hospitals is Re-Igniting the Spirit of Caring (RSC), a three-day workshop that helps teams reset, refocus, and reconnect. This health care staff engagement program will teach you how to care for patients more effectively and meaningfully.  Participants hear directly from former patients, gain fresh perspective, and feel inspired to be leaders of change. RSC tackles nursing burnout head-on by helping staff renew their sense of purpose and compassion. After the workshop, many report greater joy in their work, along with noticeable improvements in engagement, retention, and overall wellbeing. Hear From Past Participants:    “I had an amazing time. The workshop was very challenging, inspiring and it did re-ignite my desire to improve as a caregiver.”   “I can’t say enough good things about this. It was truly life-changing in addition to career changing. Please continue to have guest patients come tell their stories. The emotions were raw and...

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### Data-Driven Excellence: Empowering Health Care Teams to Own Outcomes

- **URL:** https://chcm.com/news-events/data-driven-excellence-empowering-health-care-teams-to-own-outcomes/
- **Published:** 2025-05-20
- **Modified:** 2025-05-20
- **Author:** Gen Guanci

**Categories:** Uncategorized

**Excerpt:** Discover how frontline data ownership empowers nurses and health care leaders to drive quality, safety, and meaningful improvement in patient care.

In today's health care landscape, there is no doubt that the measurement of quality and safety is not just a best practice—it is an organizational imperative. At the core of this imperative lies data. Data provides the lens through which we view performance, uncover gaps, and guides improvement strategies. But to harness the true power of data, organizations must invest in a comprehensive infrastructure that not only supports data collection and reporting, but also makes the information accessible, meaningful, and actionable.  The encouraging shift is that data is increasingly moving out from behind closed doors and into the hands of those who can make the greatest impact—those who touch patients every day. When frontline nurses and staff gain access to relevant data, their ability to understand, respond to, and most importantly, take ownership of that data becomes a catalyst for change. Ownership is the foundation of accountability and improvement. As I once said, “Data is the autograph of the work they are doing—or not doing.” This simple but powerful truth is often the tipping point, awakening health care staff to the reality that outcomes are not external—they directly reflect the care delivered.  Why Frontline Data Ownership Matters Health care data ownership is arguably the most critical success factor in achieving and sustaining quality and safety outcomes. Yet many organizations unintentionally hinder this by presenting data in formats designed for executive review rather than frontline engagement. Metrics that resonate with senior leaders may be confusing, irrelevant, or overwhelming to bedside clinicians. When it comes to presenting data in health care, one size most certainly does not fit all. To foster real frontline staff engagement, data must be translated in a way that is intuitive and meaningful to those who will act upon it.  From Data Awareness to Action However, focusing solely on how data is reported is not enough. While clear and relevant reports are essential, they are just the beginning. True improvement requires action—and not just any action. It requires comprehensive, iterative action plans co-created with those who will be responsible for executing them. Plans developed without input from the clinical staff are less likely to succeed, let alone be sustained. In contrast, when bedside nurses and clinical staff are engaged from the start, they bring essential insights that make the plans more realistic, targeted, and effective.  Building a Culture of Ownership This engagement must be ongoing and embedded into the organizational culture. Staff must feel empowered not only to understand the data but to use it as a tool to drive and sustain improvement. Data reports that resonate with them, paired with action plans they helped shape, build the foundation for true ownership. And with that ownership comes increased motivation, greater accountability, and a deeper commitment to health care excellence.  In building this culture, we would do well to remember the wisdom of an ancient Chinese proverb: “An owner in the business will not fight against it.” When caregivers see themselves as owners—not just employees—their mindset shifts. They don’t resist...

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### Create your future: My Call to You as We Close Nurses Week 2025

- **URL:** https://chcm.com/news-events/create-your-future-my-call-to-you-as-we-close-nurses-week-2025/
- **Published:** 2025-05-09
- **Modified:** 2025-05-09
- **Author:** Gen Guanci

**Categories:** Uncategorized

As Nurses Week 2025 comes to a close, I hope you've had a chance to celebrate—both personally and within your organizations. You've heard powerful stories, seen inspiring spotlights, and perhaps even reflected on your own journey in this incredible profession. But I believe that no celebration should conclude without a call to action.&nbsp; So, as we wrap up this week, I want to leave you with this question:&nbsp; &nbsp;What will you commit to—today—to advance our profession?&nbsp; Nursing Is a Profession- Let's Own It We must continue to elevate nursing as a profession. That means embracing the tenets of professional practice and taking ownership of our individual growth and our collective future.&nbsp; These are some of the tenets I hold close:&nbsp; Ending Horizontal Hostility—Now This one is personal. I’ve seen it. I’ve experienced it. And I’ve read the statistics that should stop us in our tracks:&nbsp; And yet, only 20% of these issues are ever addressed. Why? Fear. Discomfort. Silence.&nbsp; But here's the truth: Silence kills.&nbsp;In one case study, nurses avoided calling an on-call physician out of fear—and patients suffered for it. We cannot afford to let fear override our responsibility to speak up.&nbsp; We must develop a culture of intolerance for hostility and a comfort with crucial conversations. You deserve to work in a space where professionalism, respect, and safety go hand in hand.&nbsp; So I Ask Again… What Will You Commit to?  Not next week.&nbsp;Not next month.&nbsp;Today.&nbsp; Will you pursue a certification?&nbsp;Start mentoring a colleague?&nbsp;Speak up in a shared governance meeting?&nbsp;Choose kindness when someone feels isolated?&nbsp; Let’s create our future.&nbsp;Not just for ourselves, but for the next generation of nurses who are watching—and counting on us to make things better.&nbsp;

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### Understanding the Difference Between Nursing Peer Review and Peer Feedback

- **URL:** https://chcm.com/news-events/understanding-the-difference-between-nursing-peer-review-and-peer-feedback/
- **Published:** 2025-04-24
- **Modified:** 2025-04-24
- **Author:** Sara Sullens

**Categories:** Uncategorized

At Creative Health Care Management, we’ve named 2025 the Year of Professional Practice—because we believe that continuous professional growth is essential to delivering excellent care. Two key tools in nursing professional development are peer review and peer feedback. While both are vital, they serve different purposes and follow different processes.  What Is Nursing Peer Review?  Nursing peer review is a structured process in which nurses of similar rank offer feedback to each other on patient care, using established standards of practice as a guide. Face-to-face discussions promote collaboration and mentorship, while written feedback allows nurse leaders to identify trends and areas for improvement in care delivery. This process is a shared effort among nurses to enhance patient outcomes and support professional growth through mutual learning. It is not a formal performance evaluation, nor is it linked to decisions about an individual’s role or compensation (University of Tulsa, 2024).&nbsp; The Six Principles of Peer Review:  How this looks in practice can vary from one organization to another.  In some settings, a Nursing Review of Practice Council is established. This council serves as a forum where cases related to nursing practice are reviewed by a group of peers. When a case is referred, the involved nurses often present the situation themselves, fostering transparency and shared learning in a supportive, non-punitive environment. If there are no active cases to review, the council may examine case studies instead—focusing on process improvement and reinforcing evidence-based practices across the organization.  What Is Peer Feedback?  The ANCC Magnet® Recognition Program (2021) defines peer feedback “An objective process of giving and receiving deliberate input to identify areas of strength and opportunities for improvement for a nurse peer”. Unlike peer review, peer feedback can be formal or informal, and while it may align with performance reviews, it can occur independently.  Key Differences Between Peer Review and Peer Feedback:  What May it Look Like in Practice:  In organizations that align peer feedback with their core values or Nursing Professional Practice Model (PPM), the process becomes more than just evaluation—it becomes a reflection of the culture and standards that guide nursing care.&nbsp; Peer feedback is structured around the key components of the organization’s PPM—such as collaboration, compassion, accountability, excellence, and evidence-based practice. These values serve as a framework for both giving and receiving feedback.&nbsp; Nurses are invited to observe and reflect on their peers’ practice through the lens of these shared values. For example:&nbsp; Who Is a Peer?  A peer doesn’t have to be someone from your department. It could be a nurse you collaborate with regularly, someone on a professional shared governance council, or a colleague from another unit with similar education or clinical expertise.&nbsp; There are times when a nurse may not have an exact peer in the same role within the organization. Take, for example, a situation where there is only one Advanced Practice Registered Nurse (APRN) on staff. Who can serve as their peer for feedback? In these cases, it's helpful to consider individuals with similar clinical...

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### Your Guide to the Six Essentials of a Caring Culture

- **URL:** https://chcm.com/news-events/essentials-caring-culture/
- **Published:** 2025-04-03
- **Modified:** 2025-04-04
- **Author:** Kathleen Van Wagoner

**Categories:** Relationship-Based Care

Culture is the cornerstone of excellent patient care. And our Relationship-Based Care Model provides the framework you need to transform your culture. By integrating the six essentials of a caring culture, you can create a workplace where employees feel engaged, patients receive the highest-quality care, and your organization thrives. What are the Six Essentials of a Caring Culture? The six essentials of a caring culture are the foundation of our Relationship-Based Care (RBC) Model. Integrating these into your caregiving practice is the first step to culture transformation:&nbsp; [Image: A circular graphic representing the Relationship-Based Care Model and the essentails of a caring culture] 1. Healthy Culture A healthy culture goes beyond treating injuries and illnesses. It builds an environment where patients, families, and employees feel supported physically, emotionally, and psychologically. It’s about treating all people with respect and using best practices to improve the well-being of every person in the organization. The design of calming spaces, promoting work-life balance, and encouraging open communication can create a supportive environment for all. When organizations cultivate a healthy culture, job satisfaction increases while burnout and turnover decrease. You’ll also notice stronger team cohesion and compassion, which benefits your patients and their trust in the health care system. 2. Leadership Improving health care culture starts at the top. Leaders set the tone for the organization through inspiration, positive influence, and clear expectations. Leaders both model and encourage staff members to live the mission through their behaviors, supported by the values and strategic direction. Strong leaders empower their employees, show empathy in decision-making, and foster a culture of collaboration and respect. Under their leadership, staff strive to continuously improve their relationships and processes.&nbsp; RBC is successful when your leaders model cultural values on a daily basis and can articulate what they appreciate when they notice others modeling those same values. Accountability measures, check-ins, performance reviews, and leadership development programs help your leaders stay committed to sustaining positive change. And when leaders are held accountable, your health care teams become more engaged.&nbsp; Accountable leaders are more apt to sustain positive change and keep their teams engaged.&nbsp; Engaged teams have improved patient/family satisfaction, are more positive and likely to be innovators, have an increased sense of well-being and workplace fit, higher retention, and an increase in productivity. 3. Collaboration A shared purpose brings people together. As one of the essentials of a caring culture, collaboration can help the interprofessional team coordinate more effectively to create a healthier workplace culture. When you have mutual goals and include the members who bring value to the outcome, trust, respect, and cohesion among your team become visible and lasting. A team-based approach helps distribute workloads more evenly, reduces stress and burnout, and provides mutual support for your entire staff. This reduces medical errors and inefficiencies in your day-to-day work. Organizations that prioritize collaboration see higher retention rates and better patient outcomes. Why? Because an engaged and well-supported staff provides higher-quality care. Interprofessional practice takes teamwork a step further and emphasizes collaboration...

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### Maximize Your Hospital’s Success: Understanding Pathway to Excellence® vs. Magnet®

- **URL:** https://chcm.com/news-events/pathway-to-excellence-vs-magnet/
- **Published:** 2025-03-03
- **Modified:** 2025-03-20
- **Author:** Marky Medeiros

**Categories:** Magnet

Is your team ready to demonstrate your commitment to excellent care? You’ve probably heard of Magnet® and Pathway to Excellence®, but choosing the right designation for health care organizations can be a struggle, especially with your busy schedule. Today, we’re going to break down the differences between the Pathway to Excellence® vs. Magnet® designations so you can pick the best one for your health care facility. Magnet® Designation Overview Magnet® designation is awarded by the American Nurses Credentialing Center (ANCC), demonstrating excellence in nursing. Only a small percentage of hospitals in the U.S. achieve this status, but it’s not just about the prestige. It’s about recognizing the role of nurses in spearheading change, creating strong teams, and improving patient outcomes. The designation is valid for four years, after which time an organization may choose to apply for redesignation. Our team at Creative Health Care Management provides services to help you on your Magnet® journey, including:&nbsp; Pathway to Excellence® Overview The Pathway to Excellence® designation highlights a health care organization’s commitment to fostering a positive work culture. Also awarded by the American Nurses Credentialing Center (ANCC), this program emphasizes creating a healthy, supportive environment where nurses can flourish. Earning this recognition establishes your facility as a top place for nurses to work. Like Magnet® designation, this designation also lasts four years, after which time an organization may choose to redesignate. If you’re interested in creating a positive practice environment for your staff, we can help. We offer services including:&nbsp; [Image: ] Pathway to Excellence® vs. Magnet®: Key Differences Comparing health care excellence designations can get a little complicated. When deciding between Pathway to Excellence® vs. Magnet®, it’s important to know their similarities along with their differences. Both programs focus on enhancing your organization’s culture and transforming your workforce to achieve excellence. But the purpose, process, criteria, and costs differ.&nbsp; Purpose Magnet®: The primary goal of this designation is to recognize organizations that provide excellent nursing care and have excellent patient outcomes.&nbsp; Pathway to Excellence®: This recognition highlights hospitals with positive practice and work environments that help nurses thrive.&nbsp; Designation Process Magnet®: The Pathway to Excellence® vs. Magnet® applications are not equal. Magnet® requires a more demanding approach that relies heavily on detailed, data-driven evidence. The journey may be long and complex, but CHCM’s experts are here to partner with you every step of the way. The Magnet® designation process includes:&nbsp; Pathway to Excellence®: With no on-site visit, the Pathway to Excellence® application process, while comprehensive, is not as rigorous. The steps are as follows:&nbsp; Designation Criteria Magnet®: To be eligible for Magnet® designation, you must answer “yes” to the following questions:&nbsp; In addition to these basics, there are five Magnet® components your hospital must address.&nbsp; Pathway to Excellence®: Want to know if your facility will qualify? You must reply “yes” to the questions below. Unlike ANCC Magnet Recognition®, your CNO does not need a master’s degree. In addition, you do not need to be part of an external database of nurse-sensitive...

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### The Power of Opportunity 

- **URL:** https://chcm.com/news-events/the-power-of-opportunity/
- **Published:** 2025-02-03
- **Modified:** 2025-02-03
- **Author:** Ruth Kitzmiller

**Categories:** Uncategorized

Each day, not just each new year, presents itself with opportunities.&nbsp; Opportunities to learn and grow as nurses, leaders, and advocates committed to nursing excellence and advancing the health and well-being of those around us.&nbsp; As we seize these opportunities, we capture a moment to advance the nursing profession.&nbsp; Every individual that has called themselves a nurse has advanced the nursing profession.&nbsp; We do this by using the knowledge we have gained through caring for patients, formal schooling, reading, being involved in professional organizations, attending conferences, sharing ideas around the nurse’s station, being involved in interprofessional activities, and so much more. This knowledge and experience have led nursing to be the most trusted profession for the 22nd year in a row according to a 2023 Gallup survey1.&nbsp; How do we continue to be the most trusted profession? How do we continue to advance the nursing profession?&nbsp; How do we continue to advance nursing professional practice?&nbsp; Just as our beloved colleague, Marie Manthey stated in her 7/26/2021 bits of wisdom “when in doubt, just take the next first step”2.&nbsp; Like Marie and so many nurses before us, we must continue to “take the next first step” with each opportunity we are given. The nursing profession didn’t become the most trusted profession by happenstance, it came with hard work and dedication to us, our colleagues, and our patients.&nbsp; Every encounter we have to explain nursing’s role in the healthcare system is an opportunity to increase the knowledge base of those around us and to advance our profession. Nurses have to be the voice of nursing.&nbsp; We have to present our knowledge and expertise at every opportunity.&nbsp; At each opportunity convey the following:&nbsp; Our work to advance nursing and our professional practice is ever evolving. It is unpredictable and sometimes out of our control.&nbsp; We do, however, have experts that have learned before us and have given us the tools to meet each opportunity with presence.&nbsp; We just have to “take the next first step”.&nbsp; 1 Jones, B. M. B. a. J. M. (2024, October 16). Ethics ratings of nearly all professions down in U.S. Gallup.com. https://news.gallup.com/poll/608903/ethics-ratings-nearly-professions-down.aspx&nbsp; 2 Manthey, M. (2022, April 28). 7/26/21 bits of wisdom — Marie Manthey’s Musings. Marie Manthey’s Musings. https://www.mariemanthey.com/musings/bits-of-wisdom&nbsp; 3 American Nurses Association (2017). Code of Ethics for Nurses with Interpretive Statements. Nursesbooks.org.&nbsp;

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### Advancing Professional Practice 

- **URL:** https://chcm.com/news-events/advancing-professional-practice/
- **Published:** 2025-02-03
- **Modified:** 2025-02-03
- **Author:** Gen Guanci

**Categories:** Uncategorized

When asked if nursing is a profession, the response is an overwhelming YES. Yet, when asked what makes that so, most struggle to explain. Is it our education? Is it our numbers? Is it the fact that we carry a license? Internet search results show a profusion of professional practice models (PPM) and limited references explaining what professional practice is.&nbsp;&nbsp; The Creative Health Care Management, Culture of Excellence team has dedicated 2025 to advancing and understanding nursing professional practice. To that end, starting with this edition, you will see a focused professional practice article in our quarterly Excellence Exchange newsletter, free webinars addressing topics such as various professional practice components, and social media posts that deepen the understanding of professional practice.  &nbsp; What is Professional Practice?&nbsp; As mentioned earlier, internet search results for nursing professional practice displayed various PPMs yet limited explanations of what makes up professional practice.&nbsp; While many know that a PPM is "a schematic description....that depicts how nurses practice, collaborate, communicate, and develop professionally to provide the highest quality care...." (ANCC, 2023 Magnet Application Manual, pg 200), they struggle to articulate what professional practice is. When we look at nursing, we know that no one factor or tenet makes us a professional. It is a combination of several tenets, including the following.&nbsp; Well-defined and standardized body of knowledge&nbsp; No matter where an individual completes their entry education or how long it takes to achieve essential licensure, all must pass a State licensure examination based on the same standardized body of knowledge. &nbsp;&nbsp; Code of ethics and a system of values&nbsp; While every profession has a code of ethics, nursing is governed by the American Nurses Association Code of Ethics for Nurses, which outlines the principles and values that must guide the behavior and decision-making of a nurse. It is the "social contract that nurses have with the U.S. public. It exemplifies our profession's promise to provide and advocate for safe, quality care for all patients and communities." (https://www.nursingworld.org/practice-policy/nursing-excellence/ethics/code-of-ethics-for-nurses/, retrieved 2.2.2025)&nbsp;&nbsp; Continued professional development&nbsp; Professional development includes ongoing education to ensure competence with the rapid healthcare changes and advancement in formal education, including BSN, MSN, and DNP achievements. In her book Notes on Nursing, Florence Nightingale shares, "Unless we are making progress in our nursing every year, every month, every week, take my word for it we are going back" (Nightingale, 1860).&nbsp; Control over nursing practice and the practice environment&nbsp; No matter the profession, professionals control their practice within the confines of regulatory requirements and licensure scope of practice. The same is true for nursing. The most common demonstration of this is seen through the operationalization of shared decision-making/shared governance in which those delivering the care are empowered to make data-driven decisions, create associated action plans, and foster ownership of the outcomes of the plans.&nbsp; Driven by evidence-based practice, practice-based evidence, and research&nbsp; Gone are the days when nursing only did things because "that is how we always did it."  Today's nurses ask questions such as "Why do we...

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### “Love Bombing” with Grady Memorial Hospital

- **URL:** https://chcm.com/news-events/love-bombing-with-grady-memorial-hospital/
- **Published:** 2025-01-07
- **Modified:** 2025-01-07
- **Author:** Kathleen Van Wagoner

**Categories:** Relationship-Based Care

Creative Health Care Management would like to acknowledge Leah Satonica and Rachel Algeo, authors of “Designing a Supportive Culture to Flourish Together” published in the December 2024 Journal of Nursing Management column, “Relationships Matter.” The authors describe the proud history of Grady Memorial Hospital, located in the heart of Atlanta.&nbsp;Grady is recognized as an early leader, treating all people with the same intentions of quality and compassionate care regardless of race or socioeconomic status, and that proud legacy continues today. Since 1892 Grady’s mission emphasizes the delivery of quality, comprehensive health care in a compassionate, culturally competent, and ethical manner. Grady recognizes the health care team as equally important when extending compassion and connection. Leah and Rachel share the use of Relationship-Based Care as a transformative foundation for a culture of compassion and excellence by promoting psychological safety, empathy, respect, and mutual support. Using their shared leadership structure, the staff are able to study outcomes and identify the best interventions. The team Leah and Rachel work with identified the need to support colleagues, especially during difficult and intense experiences. Working with their teams they designed the multi-disciplinary Relationship-Based Care Council focusing on an opportunity to learn and develop strategies to remind ourselves and each other that a healthy connection, relating to each other (regardless of discipline), and how we care for ourselves matters. It rests on the idea that we can’t pour from an empty cup.&nbsp;&nbsp; What is "Love-Bombing"? One of the first RBC Council initiatives is affectionately known as “Love-Bombing.”&nbsp; Love Bombing is offered to other units/departments that might need to be noticed or given a compassionate boost.&nbsp;The monthly Love Bomb entails council members donating self-care items for a basket to be delivered to the in-need unit. A second basket is designed to pass organically among departments.&nbsp;The department that is holding the “Love Bomb” basket listens for another department and recognizes a need, such as a traumatic event or a hardship, the basket is filled again with self-care gifts and paid forward. Both baskets have self-care items, donated and collected solely by the RBC council.&nbsp;“Love Bombing” is one of many creative exemplars being sparked in the organizations as we look for opportunities to strengthen the relationships that we have with ourselves and colleagues. We would love to hear more about your experiences and stories. How do you find joy and purpose in your work and relationships?&nbsp;How are you helping others know their joy?&nbsp;

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### Understanding the Role of the Journey to Excellence Champion (JOE)

- **URL:** https://chcm.com/news-events/understanding-the-role-of-the-journey-to-excellence-champion-joe/
- **Published:** 2024-10-22
- **Modified:** 2024-10-22
- **Author:** Marky Medeiros

**Categories:** Leading an Empowered Organization

Recently I have had several questions regarding the role of the Magnet® or Pathway to Excellence® champion on a journey to excellence and wanted to respond with some thoughts. The Role of the Magnet® or Pathway to Excellence® Champion Whether you call them champions, ambassadors, or anything else, these individuals are critical to the success of your journey. Champions/Ambassadors are clinical staff and interprofessional partners who are the leaders of the journey from a staff perspective. They are in a unique position, as they are educated and informed on the logistics, meaning, and importance of the journey to the organization. They are prepared to answer questions from their peers and inform others what the journey is all about. They are versed in how to respond to naysayers and those wanting more information regarding the journey. Champions/Ambassadors are informal leaders in the organization and on their units who can help spread the why and the excitement regarding the journey. They are great for bringing examples of excellence forward when writing a document and are excellent communicators at all phases of the process of designation and redesignation when taking information back to their units. In some organizations they are part of the shared governance councils and have an ongoing presence as decision-makers in the organization. In other organizations they may form at some point prior to document writing. (Hopefully at least two years prior to designation/redesignation). This group is usually led by the Magnet ® or Pathway to Excellence® Program Directors with a clinical staff member as a co-lead. As with any other group, getting started is the hardest part. Who should be in the group? Informal leaders in the organization, staff members that are looked up to by their peers, council members/chairs and anyone interested in the process. Be sure to include inpatient and ambulatory areas and representatives from as many areas as possible. What should they talk about? Here are a few topics to get your group started. Information about the journey- The who, what, why, and significance to the organization. Educate the group regarding all phases of the journey and what is important in each phase. Aligning the journey with excellence and not a designation/award/reward. Data – Nursing sensitive indicators, core measures, patient experience, employee engagement, turnover, retention, left without being seen, any indicator that measures success in their area/department/clinic. How is data displayed and disseminated? Do they have quality boards, huddle boards, staff meetings where they share information regarding outcome data? How does the clinical staff know about their outcome data? The champions/ambassadors can help educate/reinforce the ANA code of ethics, and what to do in an ethical situation. What resources are available in an ethical situation? They must know what is happening in the unit councils and organizational level councils. Have the champions report on the UBC projects, work groups, improved outcomes, initiatives, etc. Champions are responsible for making sure everyone is prepared for the journey, for the document, for the site visit or the survey. Knowing...

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### Leadership Development for Nursing Staff

- **URL:** https://chcm.com/news-events/leadership-development-for-nursing-staff/
- **Published:** 2024-10-15
- **Modified:** 2025-02-17
- **Author:** CHCM

**Categories:** Thought Leadership

Leadership development programs for nursing staff provide tools and training to grow organizational leaders. This article covers a few leadership competencies and programs Creative Health Care Management offers. Learn what management skills are presented and the benefits, including critical thinking skills and practical strategies for nurse leader development to improve team morale, leading to better patient care and career growth for nurse leaders. Key Points [Image: Empowered Nurse Leaders in a Health Care Setting | CHCM] Leading an Empowered Organization (LEO) by Creative Health Care Management Creative Health Care Management’s Leading an Empowered Organization (LEO) framework is a guiding structure for nurse leaders and future emerging leaders who want to develop their leadership skills. Its global reach is evident, with over 200,000 leaders having completed the LEO program—a testament to its success and international recognition. This program goes beyond traditional leadership training. It helps participating nurse managers and directors continually sharpen their skills. Six Core Competencies of Empowered Leaders Six key competencies are the foundation of the LEO model, which are essential for empowered nursing leaders: These core skills are necessary for nurse leaders to create a cohesive work environment where staff can grow. What sets the Leading an Empowered Organization (LEO) framework by CHCM apart? Through its foundation principle of&nbsp;Responsibility + Authority + Accountability (R+A+A), the LEO program’s key characteristics are decentralization and empowerment. Applying this formulaic approach to leadership across all levels of an organization means decision-making freedom and responsibility for the decisions made. The result is shared ownership among nursing professionals and team members, higher engagement among health care staff, and better patient care. The practical strategies and tools provided through this program go beyond a simple reorganization of command structures. They give participants actionable knowledge to increase management effectiveness, especially for navigating complex health systems. To embed these new skills into practice after the program is completed, follow-up activities reinforce learning so that application principles are based on empowerment and decentralized authority within these organizations. [Image: Various Nursing Leadership Development Programs | CHCM] Nursing Leadership &amp; Development Programs Health care needs skilled nurse leaders. Creative Health Care Management’s leadership development programs are designed to align with quality and safety education for nurse competencies, such as the American Nurses Credentialing Center&nbsp;Magnet®&nbsp;and&nbsp;Pathway to Excellence®&nbsp;Standards so that you can be assured of industry best practices. These programs develop nursing practice for new and experienced nurse leaders to prepare them for certification exams. By participating in these programs, nurse leaders can continually develop their skills to stay effective and competent in their roles. At the core is ongoing nurse leader development, which allows nursing leaders to be excellent and widely recognized as effective leaders in the health care sector. Customize Organizational Needs to Develop Effective Nursing Leadership The consultants at Creative Health Care Management customize organizational needs to develop effective nursing leadership. This includes setting a vision with staff and empowering them with critical thinking and additional resources. This means nurses have access to leadership skills and the knowledge they...

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### CHCM Annual Facilitator Gathering

- **URL:** https://chcm.com/news-events/chcm-annual-facilitator-gathering/
- **Published:** 2024-10-09
- **Modified:** 2025-02-17
- **Author:** Tina Martin

**Categories:** Uncategorized

The 2024 CHCM Annual Facilitator Gathering took place September 24 – 26, hosted by UC Davis in Sacramento, CA. This year we had 38 participants who enjoyed three days of networking with colleagues from organizations across the United States and around the world who share a passion for Relationship-Based Care! Tina Martin, Kathleen VanWagoner, and Donna Wright, CHCM Consultants, facilitated the three-day event. Those in attendance facilitate one or more of our three licensed programs: Re-Igniting the Spirit of Caring; Leading an Empowered Organization; and See Me as a Person. Over the course of the event, we discussed a wide range of topics, including how a relationship-based care culture supports diversity, equity, and inclusion; using Leading an Empowered Organization principles to empower our patients to take ownership of their healthcare; sharing our RBC stories and writing for publication; and evaluating and communicating the value of a relationship-based care culture. Day 3 was an “international day” with a focus on our international franchises along with presentations by our facilitator colleagues from New Zealand and the United Kingdom. And of course, we held space for attendees to share best practices with each other, which is often the most valuable part of the event. Some comments from the evaluation highlighted the impact the participants gained and included: “This was just a wonderful time together. I am so grateful that we all were able to come together. What a special group of humans.” “I love the gatherings to meet with like-minded people and deepen the connections.” “Overall I felt rejuvenated and recommitted to this work, as well as taking away practical tools.” Remember, attendance every two years at an Annual Facilitator Gathering is a requirement to maintain your Facilitator certification with CHCM. Knowledge gained at the Annual Facilitator Gatherings helps to sustain and advance proficiency in facilitating. These Gatherings include development of new skills, sharing of best practices, along with reflection and troubleshooting challenges in facilitation. We recognize that as wonderful as in-person gatherings are, they are not possible for everyone. To better meet the diverse needs of our facilitators, we plan to hold a virtual Annual Facilitator Gathering every other year (odd-numbered years), complimented by the in-person gathering every other year (even-numbered years). Our next Annual Facilitator Gathering will be virtual and is planned for September 23 – 25, 2025 – save the date and let us know if there are specific topics you want us to cover. Email your ideas to chcm@chcm.com. Here are some photos of the event – you can just feel the energy and love from the photos! [Image: ] [Image: ]

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### Relationship-Based Care® Designation

- **URL:** https://chcm.com/news-events/relationship-based-care-designation-seals/
- **Published:** 2024-10-09
- **Modified:** 2025-10-27
- **Author:** Tina Martin

**Categories:** Uncategorized

To develop an organization with a Relationship-Based culture takes passionate, focused work and organizations who do this work deserve validation and recognition. Creative Health Care Management now has a formal Designation that exemplifies and recognizes organizations that excel in this important work. Relationship-Based Care Designation validates an organization’s commitment to creating and advancing their Relationship-Based Care culture through excellence in leadership, teamwork, professional practice, system design, and patient and family centered care delivery. Enculturation of Relationship-Based Care principles and values are achieved through relationships, structures, and processes which lead to excellence in care and sustained improvement in outcomes. The Relationship-Based Care Designation period is granted for four years. Organizations choosing to pursue Relationship-Based Care Designation can select from two levels of designation: Relationship-Based Care Designation (RBC-D)&nbsp;validates the organization has met the basic criteria to demonstrate enculturation of Relationship-Based Care principles and values. We are excited to share that two organizations have been granted the Relationship-Base Care with Distinction recognition. UCLA Health and UC Davis Health are the first two organization to apply and receive this designation! Both organizations have fully enculturated the principles of relationship-based care throughout their entire organizations as demonstrated by their excellent patient satisfaction, employee engagement, and quality indicator results. Organizations seeking Relationship-Based Care Designation must meet the following basic criteria by date of self-study document submission: For more information on RBC Designation, click here.

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### Nurse Precepting: What are Nursing Preceptors

- **URL:** https://chcm.com/news-events/nurse-precepting-what-are-nursing-preceptors/
- **Published:** 2024-09-18
- **Modified:** 2025-02-17
- **Author:** CHCM

**Categories:** Thought Leadership

Nurse precepting is when experienced nurses mentor new or student nurses during their clinical training. This article covers the role, requirements, benefits, strategies, and challenges of being a nurse preceptor. Quick Facts What is a Nurse Preceptor? [Image: Nurse Preceptor Guiding a Nursing Student in a Clinical Setting | CHCM] A nurse preceptor is key to teaching, training and supervising students during clinical rotations. They help newly graduated, or students transition into the nursing role, develop the clinical skills for quality care. Clinical preceptors play a big part in this. Nurse preceptors have many responsibilities. They support, teach and mentor new nurses to achieve their first level of nursing competence. This means: The preceptorship is usually for a minimum of 6 weeks, longer for specialty departments. Nurse preceptors are key to developing engaged nurses by sharing their expertise and experiences. They build confidence and productivity in new nurses through observation, direct supervision and written evaluations. Nursing profession preceptors play a vital role in the overall quality of care. Qualifications and Requirements for Nurse Preceptors To be a nurse preceptor you need a combination of education, experience, and licensure. Nurse preceptors are usually LPNs, RNs or ARNPs. All nursing staff, including registered nurses and midwives with a BSc in Nursing are eligible to be preceptors. This inclusivity means more experienced nurses can share their knowledge and help address the nationwide nursing shortage and accommodate clinical placements for nursing students. Benefits of Being a Nurse Preceptor [Image: Benefits of Being a Nurse Preceptor, Including Mentorship and Professional Growth | CHCM] Being a nurse preceptor has many benefits beyond the student. Precepting develops leadership and confidence through teaching and mentoring. This will add to your resume and increase your influence in healthcare and the nursing profession. The benefits of being a nurse preceptor are many and can be broken down into three areas: professional growth and leadership development, contribution to nursing education and continuing education and credential renewal. Each of these has its own rewards and opportunities for personal and professional development. Professional Growth and Leadership Development Precepting hones existing skills while teaching others, a balance of teaching and learning. Preceptors gain teaching experience and improve their clinical skills while mentoring preceptees, which enhances their professional practice. This dual role creates a learning and collaborative environment. Specific, timely and actionable feedback helps develop nursing competencies. Praise and constructive feedback help preceptees learn and preceptors develop their leadership and communication skills, personal and professional growth. Contribution to Nursing Education Preceptors develop and prepare nurses by sharing their expertise and experiences. This is especially valuable given the growing nursing shortage in the US. Preceptors enable nursing schools to increase and expand student enrollment, to help address this issue. Their impact on nursing programs is huge as preceptors teach nursing students the skills for clinical practice and patient care. Regular feedback helps nursing students know their strengths and areas for improvement. Being a preceptor allows experienced nurses to give back to the profession, shape the confidence...

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### Growth Mindset and Strategies for Effective Nursing Teams

- **URL:** https://chcm.com/news-events/growth-mindset-and-strategies-for-effective-nursing-teams/
- **Published:** 2024-08-26
- **Modified:** 2025-02-17
- **Author:** CHCM

**Categories:** Uncategorized

Nursing teams play a crucial role in healthcare, ensuring patients receive comprehensive and effective care. This article will cover the roles within nursing teams, their responsibilities, how leadership can enhance their function, and strategies to tackle common challenges. We’ll also explore the benefits of the team nursing model and shared governance. Key Takeaways Understanding the Role of Nursing Teams [Image: A Diverse Group of Nursing Teams Collaborating in a Nursing School | CHCM] Nursing teams play a pivotal role in healthcare, providing quality patient care through collaboration. Team roles often include registered nurses, nursing career, Nurse Practitioner, and support staff, all unified by shared goals. The team nursing model excels in implementing collaboration, particularly during staffing challenges such as those seen during the COVID-19 pandemic. This collaboration results in better patient outcomes and increased job satisfaction among nurses. Team Composition Nursing teams are composed of various professionals, including nurses, nurse practitioners, physician assistants, unlicensed assistive personnel, and support staff. The team nursing model often includes registered nurses, licensed practical nurses, and unlicensed assistive personnel, each fulfilling critical roles. The team leader nurse oversees the care provided by clinicians and support staff, ensuring cohesive efforts towards patient care. A successful nursing team approach depends on recognizing and leveraging each member’s unique skills and strengths. Evaluating team members’ abilities can guide task delegation and management within the unit. Factors such as the hospital setting, and patient count can affect a nursing team’s effectiveness. Understanding these dynamics helps optimize team performance and patient care. Key Responsibilities Nursing teams handle a broad range of responsibilities, including patient assessment, medication administration, PPE oversight, ventilator management, patient repositioning, assisting with ADLs, family communication, and more. Unlicensed assistive personnel deliver essential personal care, measure vital signs, and distribute meal trays. Licensed practical nurses administer medications, perform technical tasks, and support both unlicensed assistive personnel and registered nurses. Effective delegation necessitates clearly understanding each team member’s knowledge, experience, training, and qualifications. Aligning tasks with the appropriate skills and abilities ensures efficient and effective team operations. The Impact of Leadership on Nursing Teams [Image: Nursing Schools and Hospitals With a Physician Assistant and Other Nurses Learning About the Growth Mindset | CHCM] Leadership is crucial for improving care quality and team effectiveness in nursing. Leading an empowered organization, known as the LEO framework, for example, helps to cultivate leadership skills and empowers nursing teams, enabling leaders to foster an empowered staff. A well-led team nursing model enhances patient safety and care quality through effective delegation and resource utilization. Qualities of an Effective Team Leader An effective nursing team leader combines: These interpersonal skills are vital for effective delegation and a collaborative team environment. Nurse leaders also promote inclusivity and transparency, which are essential for building a cohesive team. Shared governance encourages nurses to collaborate with other healthcare professionals, enhancing teamwork and care delivery. This partnership promotes collaboration among nurses and interdisciplinary teams, enhancing nursing team effectiveness, patient care, and job satisfaction. Delegation Best Practices Effective delegation is crucial in...

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### Top Tips to Boost Nursing Engagement and Improve Job Satisfaction

- **URL:** https://chcm.com/news-events/top-tips-to-boost-nursing-engagement-and-improve-job-satisfaction/
- **Published:** 2024-08-13
- **Modified:** 2025-02-17
- **Author:** CHCM

**Categories:** Uncategorized

Nursing engagement directly impacts job satisfaction and patient care quality. Engaged nurses are more motivated, stay longer, and provide better care. This article outlines what nursing engagement is, why it is essential, the challenges involved, and practical strategies to improve it. Expect insights on creating a supportive and engaging work environment for nurses. Key Takeaways Understanding Nursing Engagement [Image: Nurse Engaged in Patient Care | CHCM] The concept of nurse engagement refers to the level of motivation and inspiration experienced by nurses in their daily work. It measures how their work captivates and actively involves them. It is a multifaceted concept that encompasses commitment, satisfaction, and connection with their job, organization, and the nursing profession. Engaged nurses are more likely to provide high-quality patient care, exhibit lower turnover rates, and experience higher job satisfaction. Conversely, disengaged nurses can negatively impact patient outcomes and increase healthcare costs due to higher turnover rates. Healthcare organizations are increasingly focusing on nurse engagement strategies to address staff shortages and improve retention. The benefits of higher nurse engagement extend beyond individual nurses to the entire organization, leading to improved patient safety, better teamwork, and enhanced organizational outcomes. A supportive and engaging work environment begins with a clear grasp of the factors that influence nurse engagement. What is Nurse Engagement? Nurse engagement refers to the commitment and satisfaction nurses have with their jobs, their organizations, and the nursing profession as a whole. Nurse engagement can be categorized into four levels: Greater nurse engagement correlates directly with positive workforce outcomes, including reduced burnout and lower staff turnover. Additionally, it contributes to higher job satisfaction among nurses. In hospitals with highly engaged nurses, patients reported more favorable ratings, lower prevalence of pressure ulcers, and overall improved patient satisfaction. This underscores the importance of creating an engaging work environment for nurses. Importance of Nurse Engagement Patient safety, quality of care, and patient experience outcomes greatly depend on nurse engagement. Engaged nurses are more likely to stay in their jobs, reducing turnover rates and associated costs. Improved nurse engagement has been linked to better patient safety, fewer medical errors, and enhanced patient satisfaction. Collegiality and feeling valued by colleagues also play a significant role in maintaining high levels of nurse engagement. Achieving designations like Magnet® and Pathway to Excellence® is associated with higher nurse engagement and improved patient outcomes. These designations reflect a commitment to nursing excellence and a positive work environment that supports nurse engagement and retention. By prioritizing nurse engagement, healthcare organizations can enhance both patient and nurse outcomes. Factors Affecting Nurse Engagement Complex demands, limited resources, and lack of support are among the factors that can affect nurse engagement. The pressures of shifting priorities and high patient loads can lead to disengagement and burnout among nurses. Limited resources, such as insufficient professional development opportunities, employee recognition, and workplace supplies, can also negatively impact nurse engagement. Support in the form of inclusivity and ensuring physical and psychological safety is crucial for maintaining high levels of nurse engagement. Nurses...

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### How Can We Reignite Workforce Engagement Post-Pandemic?

- **URL:** https://chcm.com/news-events/how-can-we-reignite-workforce-engagement-post-pandemic/
- **Published:** 2024-08-08
- **Modified:** 2024-07-17
- **Author:** Marky Medeiros

**Categories:** Leading an Empowered Organization

Assessing the Current State In the wake of the pandemic’s disruptions, many organizations experienced a lull in workforce participation. The engagement levels within organizational councils or committees naturally fluctuated. Now, as we emerge from the pandemic’s aftermath, the question arises: How do we reinvigorate these essential teams? The starting point lies in acknowledging our current state and embracing the opportunity for renewal. Conducting a thorough assessment of the current level of engagement and participation helps identify areas that need attention. This evaluation can include surveys, feedback sessions, and performance reviews to gauge the extent of disengagement and understand the underlying causes. Aligning Efforts with Mission, Vision, and Values To reinvigorate workforce participation, it is crucial to align the efforts of councils and committees with the organization’s mission, vision, and values. This alignment serves as the compass guiding their work towards meaningful outcomes. Communicating the organization’s goals and how each team’s efforts contribute to achieving these goals can reignite a sense of purpose among team members. When individuals understand how their contributions fit into the larger picture, they are more likely to feel motivated and engaged. Regularly revisiting and reinforcing this alignment through meetings, communications, and strategic planning sessions ensures that everyone remains focused and committed. Nurturing a Culture of Education and Inclusivity An essential aspect of revitalization involves nurturing a culture of education and inclusivity, especially for new staff, nurses, and emerging leaders. Providing comprehensive orientation on council and committee structures, clarifying their purpose, and emphasizing their significance fosters a sense of ownership and commitment. Some organizations offer ongoing education sessions, ensuring that as new members join or assume leadership roles, they are equipped with the knowledge and understanding to excel. This continuous learning environment helps build confidence and competence, enabling individuals to contribute effectively to the team’s success. Empowering Teams Through Continuous Improvement The journey towards reinvigorating councils and committees is about continuous improvement. It’s about embracing change, fostering a culture of learning, and empowering every team member to contribute meaningfully towards the organization’s collective goals. Implementing regular feedback loops, recognizing achievements, and addressing challenges promptly are key components of this continuous improvement process. Encouraging innovation and allowing teams the autonomy to experiment with new ideas can lead to fresh perspectives and enhanced engagement. Providing the necessary resources and support for these initiatives further empowers teams to take ownership of their projects and drive positive outcomes. Fostering Engagement and Collaboration As we embark on this journey, it’s essential to seize the opportunity to reignite the spirit of engagement and collaboration that propels us toward excellence. Creating opportunities for team-building activities, cross-departmental projects, and open forums for idea-sharing can enhance camaraderie and mutual respect among team members. Regularly celebrating successes, both big and small, helps maintain morale and reinforces the value of each individual’s contributions. By fostering an environment where everyone feels valued and heard, organizations can build a resilient and engaged workforce ready to tackle future challenges together. In conclusion, revitalizing workforce participation post-pandemic requires a multifaceted approach that...

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### Sustaining Shared (Professional) Governance: Crucial Considerations

- **URL:** https://chcm.com/news-events/sustaining-shared-professional-governance-crucial-considerations/
- **Published:** 2024-07-30
- **Modified:** 2024-07-25
- **Author:** Amber Orton

**Categories:** Uncategorized

A strong shared governance culture is foundational to a robust professional practice environment and culture of ownership and excellence. In the best-selling book Shared Governance That Works, my colleagues Gen Guanci and Marky Medeiros define shared governance as a leadership model in which positional leaders’ partner with staff in decision making processes while creating ownership for improvement in practice (Guanci &amp; Medeiros, 2018). The terminology used by organizations to describe staff involvement in decision-making varies. Two of the most common terms seen today include shared governance and professional governance. Shared governance is based on the principles of partnership, accountability, equity, and ownership while professional governance is built on the foundational attributes of accountability, professional obligation, collateral relationships, and decision making. Both concepts are similar and, in my opinion, aim for the same overarching goal – moving from merely participating in decisions to having responsibility, authority, accountability, and ownership for the outcomes of the work that you do. The Terminology: Shared Governance, Professional Governance, Shared Professional Governance, etc. Whether you call it shared governance or professional governance (or even shared professional governance, shared decision-making, shared leadership, collaborative governance, etc.), the terminology you use isn’t nearly as important as what it looks and feels like across the organization – how these concepts come to life and are embedded in your culture. Shared governance is not just a council structure. It’s a way of making decisions; it’s a transformational leadership style where those at the point of care are enabled, empowered, supported, and accountable for decisions related to their practice, practice environment, quality improvement, and professional development/competency. When organizations implement shared governance, initial efforts are often focused on developing and implementing the supporting framework. While those efforts are particularly important, it is equally important to consider what it will take to sustain the structures and processes after implementation. Build your sustainment plan from the beginning by gaining buy in and fostering an unwavering commitment to shared governance success. Here are a few crucial aspects to consider as you develop your sustainment plan. Organizational Support Shared governance must be an organizational priority and supported as such. When resources such as time, people, money, space, or equipment are not sufficiently allocated, or are pulled away, shared governance efforts usually fail. Organizational support includes financial support for time to participate in shared governance, coverage for team members to step away from patient care, and protected time to complete work associated with council or committee membership or involvement in projects. It also includes support for resources such as computers, virtual meeting platforms, software to create documents and presentations, file storage systems, room availability, and initial and ongoing education and training. Education is important to build competence and confidence on topics such as your shared governance model, roles and responsibilities, decision-making procedures, meeting management, data interpretation, library resources, terminology, technology, and more. Some of this education may be necessary for all employees while other aspects may be role specific. It is important that your educational approach extends beyond...

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### Strategic Planning for Success

- **URL:** https://chcm.com/news-events/strategic-planning-for-success/
- **Published:** 2024-07-29
- **Modified:** 2024-08-06
- **Author:** Marky Medeiros

**Categories:** Uncategorized

Strategic Planning for our Cultures of Excellence team is a time to plan for the upcoming year. It is a time to think about “what else” and “how can we make that happen?” During our planning, we proactively think about what may be needed for our clients to be successful, and new ways to partner with and support organizations on any type of journey to excellence, shared/professional governance enhancement, professional practice support, or supporting those aspiring for national recognition. Our two-day session this year produced great ideas, and we are excited to share some new ways to partner and support our colleagues. Strategic Planning Facilitation If you are looking for someone to facilitate strategic planning in your organization, we are here for you? We can lead sessions for shared/professional governance strategic planning, nursing strategic planning, and journey (Pathway to Excellence® or Magnet®) strategic planning. Shared/Professional Governance Assessments Most organizations need to periodically assess council effectiveness for best practices and achievement of outcomes. We have a variety of options, either by an online survey or onsite assessment. Both come with a follow-up report and an action plan for the next steps. Site Visit Bundle Organizations preparing for site visits benefit from a variety of support. We offer Mock Site Visits, support for champions/ambassadors, support for leaders prepping for site visits, site visit logistic support, as well as resources for preparations for site visits. Mentoring support for MPDs, PPDs, and leaders (formal and informal) MPD and PPD Core Competency Course This 10-week multimodal learning opportunity is available twice a year, starting in January and in September. This cohort learning opportunity provides the learner access to material, resources, networking opportunities, and the ability to discuss questions with a consultant. MPDs/PPDs who have participated in this course highly recommend it. Bridging Pathway to Excellence to Magnet® We offer comprehensive assessments for organizations who are PTE designated to determine action planning, next steps, and the development of roadmaps for organizations bridging from PTE to Magnet. Keynotes on a Variety of Topics For Nurse’s Week celebrations, workshop/conference focused, professional practice focused, inspirational, educational, and more. If you are interested in any of the above support or have questions, reach out to me to learn more. For a list of potential keynote topics contact us at CHCM@CHCM.com. Marky Medeiros @ mmedeiros@chcm.com MAGNET®, Magnet Recognition Program®, ANCC Magnet Recognition®, Journey to Magnet Excellence®, Pathway to Excellence® Program,&nbsp;Pathway to Excellence&nbsp;in Long Term Care®, Demographic Data Collection Tool®, DDCT®, Practice Transition Accreditation Program® (PTAP) are registered trademarks of the American Nurses Credentialing Center (ANCC). The products and services of&nbsp;Creative Health Care&nbsp;Management are neither sponsored nor endorsed by ANCC. All rights reserved. The content presented in here is the expressed opinion of the author and not that of the American Nurses Credentialing Center (ANCC).

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### How Can We Diversify Nursing Team Participation?

- **URL:** https://chcm.com/news-events/how-can-we-diversify-nursing-team-participation/
- **Published:** 2024-07-25
- **Modified:** 2024-07-17
- **Author:** Marky Medeiros

**Categories:** Leading an Empowered Organization

Implement Term Limits Certainly, diversifying participation in nursing teams is vital for fostering fresh perspectives and ensuring broad representation. One effective strategy is to implement term limits for committee members. Introducing term limits can help prevent stagnation and create opportunities for new faces to get involved. This ensures a regular influx of fresh ideas and perspectives, avoiding the dominance of a few long-standing members and promoting dynamic team engagement. Regularly rotating team members also encourage a culture of continuous improvement and innovation. New members bring different experiences and viewpoints, which can lead to more creative problem-solving and enhanced team performance. Open Communication and Transparency Maintaining open lines of communication is essential to ensure that all staff members, regardless of their tenure or experience, are aware of the council’s activities, goals, and accomplishments. Transparency in communication encourages interest and engagement from a broader spectrum of team members. Regular updates through meetings, newsletters, or digital platforms can keep everyone informed and involved. When staff members feel they have access to information and that their input is valued, they are more likely to participate actively in team activities and initiatives. Focus on Unit-Specific Issues Identifying and addressing hot topics or pressing concerns within the unit or council’s purview can attract participation from a wider range of staff members. By focusing on issues that directly impact the daily work and well-being of the team, you can motivate individuals who may not have been involved previously to contribute their insights and efforts. Engaging staff in discussions and decision-making processes related to unit-specific challenges can foster a sense of ownership and accountability. This approach not only diversifies participation but also leads to more relevant and practical solutions to the issues at hand. Leadership Changes and Strategic Direction Leadership changes and shifts in strategic direction can significantly impact staff engagement. It’s important to provide education and orientation sessions for both new and existing leaders to ensure they understand and embrace the organization’s shared decision-making culture. Familiarizing leaders with the structure of shared governance or professional governance within the organization is crucial. Emphasizing the leaders' role in facilitating staff involvement in decision-making processes helps create an inclusive environment where everyone feels empowered to contribute. When leaders actively support and promote staff participation, it sets a positive example and encourages more team members to get involved. Fostering a Culture of Inclusivity and Continuous Learning In essence, fostering a culture of inclusivity and continuous learning is essential for expanding participation in nursing teams. Encouraging diversity in participation involves recognizing and valuing the unique contributions of each team member. Providing ongoing education, training, and development opportunities ensures that all staff members are equipped with the skills and knowledge needed to participate effectively. Organizations can create mentorship programs, workshops, and other learning initiatives to support staff in their professional growth. By investing in the development of all team members, organizations can build a more inclusive and engaged workforce. Diversifying nursing team participation requires a multifaceted approach that includes implementing term limits, promoting...

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### How Can We Improve Attendance for Our Committee?

- **URL:** https://chcm.com/news-events/how-can-we-improve-attendance-for-our-committee/
- **Published:** 2024-07-18
- **Modified:** 2024-07-17
- **Author:** Marky Medeiros

**Categories:** Leading an Empowered Organization

Clarify Purpose and Expectations Improving attendance at committee meetings is a common challenge, but there are strategies to address it effectively. The first step is to clarify the purpose and expectations. Ensure that all members understand the purpose and responsibilities outlined in the committee’s charter or bylaws. Clear communication about the importance of attendance and active participation can motivate members to prioritize their commitment. When members see the value and impact of their participation, they are more likely to make it a priority. Regularly reminding them of the committee’s goals and the significance of their contributions can reinforce their sense of responsibility and engagement. Flexible Attendance Policies Recognize that life events can impact attendance. Many organizations implement flexible attendance policies allowing members to find replacements if they are unable to attend. Additionally, offering virtual attendance options can accommodate members who cannot meet in person, maintaining engagement regardless of location. Flexibility in attendance policies shows an understanding of members’ diverse needs and commitments. By providing alternatives, you ensure that everyone has the opportunity to participate, even when circumstances prevent physical attendance. Leverage Advocacy from Current Members Encourage active committee members to advocate for the value of participation. When current members share their positive experiences and the impactful work being done, it can inspire others to prioritize attendance and involvement. Personal testimonials and peer encouragement can be powerful motivators. When members hear about the benefits and satisfaction their peers derive from active participation, they are more likely to commit to attending meetings regularly. Incorporate Recording and Playback Consider recording meetings and offering playback options for those unable to attend live sessions. However, it’s essential to ensure that members remain engaged, whether by requiring feedback or participation in subsequent discussions based on the recorded content. Providing recorded sessions allows members to stay informed and contribute even if they miss a live meeting. To maintain engagement, consider setting up follow-up activities or discussions where members can share their thoughts and insights from the recordings. Monitor Engagement Implement measures to assess engagement beyond mere attendance. This could include requiring attendees to provide feedback or demonstrate how they plan to apply meeting outcomes in their practice. Monitoring engagement helps identify areas for improvement and ensures that members are not just attending but actively participating and benefiting from the meetings. Regular assessments and feedback loops can help maintain high levels of engagement and accountability. Ultimately, fostering a culture of engagement and accountability is key to improving committee attendance. By clearly communicating expectations, offering flexibility, leveraging advocacy, incorporating technology, and monitoring engagement, organizations can create environments where members are motivated to actively participate in shared decision-making processes. With these strategies in place, committees can achieve higher attendance rates and more effective outcomes.

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### Human Connection in Healthcare

- **URL:** https://chcm.com/news-events/human-connection-in-healthcare/
- **Published:** 2024-07-12
- **Modified:** 2025-02-17
- **Author:** CHCM

**Categories:** See Me as a Person

Human connection in healthcare is fundamental to delivering compassionate, effective, and patient-centered care. It involves recognizing the humanity in each patient, understanding their unique experiences and emotions, and building therapeutic relationships. In an environment often dominated by technology, routines, and efficiency, prioritizing human connection ensures that a real human connection remains holistic and tailored to individual needs. These genuine connections not only enhance the quality of healthcare, mental health, and social connections, but also improves patient outcomes, satisfaction, and overall wellbeing. By focusing on human connections, healthcare professionals can navigate the complexities of modern medicine while maintaining the essence of what it means to truly work on building connections when caring for a patient facing physical health challenges or mental health vulnerabilities. [Image: Person Feeling Lonely | CHCM] Understanding the Non-Ordinary State Being sick puts a patient into a non-ordinary state. Being in a non-ordinary state heightens a person’s need for human connection. When we feel lonely and helpless, we may be reminded of how we are social creatures that need others around us. When a patient is recovering or living with illness, social isolation can cause chronic loneliness. Illness may bring out an unknown human nature —being prone to anger, for example. Be Nice and Stop Whining For most of us, it’s not difficult to accept vulnerability in children, nor any of the behaviors that arise from it, including crying, raging, making rash decisions, or being discourteous. It may, however, be more of a stretch for us to foster human connection and accept the same behavior in ourselves or in other adults, even when the behavior arises from the same feelings of dependency, fear, extreme vulnerability, or need. An adult who is this vulnerable— this out of tune with their ordinary way of being—looks strange to us. We want to correct the behavior and bark: “Be nice! Stop whining!” When an adult makes their fear or vulnerability known, we may respond with astonishment, irritability, a loss of creativity about available practical actions, and (let’s face it) a reduction in empathy. At a moment when a real connection matters most in caregiving, it may be least available to the patient and most elusive to the caregiver. No Social Connection The person lying in the bed in a non-ordinary state, with no social connection or social interactions, scared to death about their upcoming surgery, ashamed of being so afraid, suddenly feeling as if they has no control over their life or their body, may rage at the nurse who fails to arrive in the room quickly enough. That they need gentle soothing would be entirely obvious to us if they were a baby, and we would know just what to do. But they're a grownup. Why doesn’t they just pull themself together? It’s because non-ordinary states make us behave in non-ordinary ways. If we are able to understand the non-ordinary state of a patient, we become less likely to take personally the patient’s non-ordinary behavior. And if we tune out the...

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### Engaging Staff Teams on your Journey to Excellence

- **URL:** https://chcm.com/news-events/engaging-staff-teams-on-your-journey-to-excellence/
- **Published:** 2024-07-09
- **Modified:** 2025-02-17
- **Author:** Marky Medeiros

**Categories:** Leading an Empowered Organization

The Importance of Engaged Staff Teams One fundamental truth emerges in the pursuit of excellence within healthcare organizations: the invaluable role of engaged staff teams. The efficacy of shared governance councils, in particular, cannot be overstated. These councils epitomize shared decision-making, focusing on both patient care and the work environment. Harnessing the insights and expertise of clinical staff in these processes invariably leads to tangible improvements. Cultivating Leaders Through Involvement Why does the involvement of clinical staff in decision-making matter so much? It’s about cultivating leaders. Those who actively participate in organizational decision-making often emerge as the next generation of leaders within the institution. Reflecting on my leadership journey, I recall pivotal moments—joining committees, engaging in shared governance councils, and contributing through articles. These seemingly small actions ripple into significant impacts, not just in fostering engagement but also in grooming future leaders. Beyond National Recognitions When we speak of Journeys to Excellence, it’s crucial to broaden our perspective beyond national recognitions like the Pathway to Excellence® or Magnet® recognition. While these accolades hold merit, the essence lies in continuously improving practice and the practice environment. Even organizations not actively pursuing national recognition can foster excellence by focusing on enhancing outcomes for patients and the workforce. Revitalizing Shared Governance The landscape of teams driving excellence encompasses shared governance and professional governance teams. In many organizations today, considerable efforts are directed toward implementing, revitalizing, or enhancing these structures. Yet, it’s essential to recognize that the journey doesn’t end with implementation. Over time, the need for revamping becomes apparent—whether it’s reevaluating council structures or introducing new ones to address evolving needs. A Relentless Pursuit of Improvement In essence, the journey to excellence transcends mere recognition; it’s about a relentless pursuit of improvement, driven by the active engagement of staff at every level. It’s about harnessing the collective wisdom and passion of clinical staff to continually elevate standards of care and create environments where both patients and healthcare professionals thrive. By focusing on these key areas, healthcare organizations can ensure they are not only meeting but exceeding the standards of excellence, fostering an environment where staff engagement and patient care are paramount. Frequently Asked Questions What is shared governance and how does it benefit healthcare organizations?Shared governance is a structural model that allows clinical staff to have a voice in decision-making processes that affect their work environment and patient care. This approach benefits healthcare organizations by leveraging the expertise and insights of frontline staff, leading to improved patient outcomes, increased job satisfaction, and the development of future leaders within the organization.How can an organization start implementing shared governance councils?To implement shared governance councils, an organization should begin by educating staff about the concept and its benefits. This can be followed by establishing clear goals and objectives for the councils, selecting enthusiastic and representative members, and providing ongoing support and resources. It’s important to foster a culture of open communication and continuous feedback to ensure the councils are effective and adapt to evolving needs.Is it...

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### Role Clarity in Complex Healthcare Systems

- **URL:** https://chcm.com/news-events/role-clarity-in-complex-healthcare-systems/
- **Published:** 2024-06-17
- **Modified:** 2024-06-17
- **Author:** Kathleen Van Wagoner

**Categories:** Leading an Empowered Organization

Creative Health Care Management assists staff at the point of care to explore the complexity of their specific work and enhance the understanding of the varied roles and how together we can create a caring culture, for patients, families and ourselves. We learn that teams who are mindful find that every interaction is an opportunity to create a compassionate relationship with patients/families, and each other and therefore experience an overall increase in patient satisfaction and staff engagement. Patients recognize the importance of the connection with their care team, and how the connection strengthens their ability to trust and engage in their plan of care. (2022. Nelson, J. et al) The 5 Cs: Clarity, Competence, Confidence, Collaboration, and Commitment We know this is not always the case for every care team. Care delivery systems are complex, unpredictable, have overlapping roles, and unclear communication and expectations to name a few reasons why we may feel the frustration of misalignment, fragmentation, and a bit of uncertainty. Despite the complexity of health care, our patients still receive very good care, and the care team gives their all to provide the very best care. I would like to take the opportunity to introduce the “5 C’s” (clarity, competence, confidence, collaboration, and commitment) to create culture that will allow us to flourish in our roles and how to use the concepts to deepen and direct our thinking and actions to provide clarity of self, role, and system; facilitating competence of the necessary clinical and technical, creative and critical thinking, and the relational abilities and skills; confidence emerges when we are clear about our role and the specific competencies needed to excel; collaboration becomes a norm when I am a confident clinician and I enlist the support of colleagues to create and provide the care the patient’s needs; and lastly, the commitment becomes integral to a thriving Relationship-Based Care® (RBC) culture as the courage to do what is right and challenging the status quo when it is best to do. The 5 Cs create infrastructure for team members to own the key relationships of RBC – the relationship with self, colleagues, patients/families, and our professional practice community. When we know that when our values, beliefs and actions align with the organization’s mission, vision, and values we know we have found our niche, and we know we are in the right position, for the right reason and we choose to belong to the team that gives us the space to thrive. I will expand on this conversation over the next several Inspiring Connections newsletters on the 5 Cs and how we are able to reflect and deepen our ways of knowing to discover the wisdom that is quite magnificent when “I” own it. Clarity of Self With this article I will take the opportunity to introduce the value of the 5 C’s and reflect on “clarity of self, role and system,” and pick up with competence, confidence, collaboration, and commitment in future newsletters. Seeking clarity of self benefits...

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### Relational Proficiency in Health Care - Four Practices That Work

- **URL:** https://chcm.com/news-events/relational-proficiency-in-health-care-four-practices-that-work/
- **Published:** 2024-05-31
- **Modified:** 2024-05-31
- **Author:** Tina Martin

**Categories:** Leading an Empowered Organization

Relational proficiency might be a new term for many, but its essence is likely familiar. Consider someone who excels at genuinely building therapeutic relationships and connecting with others within their clinical practice. Who comes to mind as someone who actively listens, expresses genuine curiosity, and engages deeply in conversations? Who is known for their ability to make others feel seen and heard, serving as a trustworthy confidant? Although some individuals may naturally possess the trait of building therapeutic relationships with ease, some may struggle creating therapeutic relationships. Therefore, we have implemented specific practices to demonstrate how relational proficiency can indeed be learned in advancing relationship-based cultures in hospital organizations and clinical practice. [Image: Nurses Looking at Organisational and Systemic Practice and the Systemic and Organisational Perspective | CHCM] Brief Overview: Creating the optimal health care system through crucial dialogues, individuals, and teams across all disciplines and roles will: Our Creative Health Care Management book, "Advancing Relationship-Based Cultures" offers practical guidance on creating and nurturing healthy relationships in health care. Empowering people and providing them with the tools to care for themselves, each other, and the patients and families in their care leads to thriving organizations. Core Relational Practices The four foundational practices—attuning, wondering, following, and holding—are essential for creating, nurturing, deepening, and improving relationships. These practices are critical for establishing meaningful connections not only with patients and families, but with colleagues and with oneself. Learnability of Practices All four practices are skills that can be learned and mastered over time, enhancing one's ability to relate to others effectively. Definition of Practices Attuning Attuning is described as the most essential practice, as it underpins all other relational practices. It involves being fully present and meeting someone exactly where they are. Without attuning, the other practices are not feasible. Wondering This is a practice of exploration and openness, rooted in genuine curiosity about another person. Wondering involves a deliberate refusal to make assumptions, instead seeking to discover more about the other person. Following Following focuses on attentively listening to and sometimes responding to the rhythm and flow of another person's speech, beyond just the content of their words. This practice emphasizes a deep engagement with the other person's verbal and emotional expressions. Holding The practice of holding involves fulfilling commitments, remembering important details shared by others, and listening without defensiveness or quick judgment. This establishes a secure and trustworthy environment. Neurobiological Basis The neurobiological underpinnings of these practices, particularly attuning explains that our brains are naturally equipped to engage in attuning. We have an innate need to connect with others as these relational practices and skills are deeply ingrained in human behavior and have been utilized for thousands of years. This relationship-based care framework not only enhances healthcare delivery but also improves interpersonal interactions across various settings and relationships, promoting a culture of empathy, understanding, and respect. Relationship-based practice includes active listening, curiosity, engaging dialogue, and providing emotional safety. Essential Practices in Providing Exceptional Healthcare But how essential are these practices in...

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### Relationship-Based Care® - Patient and Family

- **URL:** https://chcm.com/news-events/relationship-based-care-patient-and-family/
- **Published:** 2024-05-22
- **Modified:** 2024-05-22
- **Author:** Marky Medeiros

**Categories:** Relationship-Based Care

When discussing patients and families in the context of healthcare, it refers to the patient and the patient family relationships along with the interactions of the healthcare team with the patient and family&nbsp;to create a healthy environment. Emphasizing the patient and family role in Relationship-Based Care and Primary Nursing is important to safety, quality, and patient satisfaction. [Image: Caring and Healing Environment | CHCM] Embracing Family Involvement in Patient Care Creative Health Care Management understands the central role of families in healthcare and that the inclusion of a patient’s family is not just beneficial but essential. Families provide critical support and context that can enhance patient care significantly. Let’s examine family involvement and how it can transform care delivery processes systems and practices. Intentional Inclusion: To make the care experience as effective as possible, healthcare teams must actively involve families in the care process. This includes providing them with necessary information and support, and ensuring they are part of the caregiving team. Proven Benefits: Studies have shown that when families are engaged in the care process, it not only saves costs but also improves the overall safety, quality, patient satisfaction, and care experience. This engagement enhances the management of illnesses, ensures continuity of care, and reduces the likelihood of hospital readmissions. Partnership with Families: In Relationship-Based Care, it’s vital for healthcare providers to work alongside families, respecting their insights and addressing their needs with compassion and attentiveness. Challenging Biases: Healthcare professionals need to reflect on their views about family roles in patient care to avoid biases that can impair therapeutic connections. Positive Family Experiences: Families feel most satisfied with patient care when caregivers are fully present and communicate effectively, ensuring that all actions are clearly coordinated and aimed at supporting the patient. Areas for Improvement: Common factors contributing to family dissatisfaction include poor communication, lackluster teamwork, insufficient individual attention, and a general lack of competence—issues that need addressing to enhance quality and safety in care delivery. [Image: Relationship-Based Care Improves Care for Patients And Families | CHCM] Reflective Practices for Healthcare Providers Shifting towards a more family-inclusive approach in healthcare isn’t just a nicety—it’s a necessity that can lead to better patient outcomes, more effective care practices, and higher satisfaction rates among all involved. The inclusion of family members, as defined by the patient, is crucial. They should be encouraged to collaborate with healthcare providers to ensure the safety and well-being of their loved ones. Evidence shows that involving family and friends in the care process not only reduces costs but also improves the overall experience of care, better manages illnesses, ensures continuity of care, and decreases the likelihood of hospital readmissions due to their intimate knowledge of the patient’s health. This collaborative approach is key to transforming the care delivery system into one that is more patient and family-centered, promoting a culture of compassion, integrity, and excellence in care. Evaluating Language and Attitudes: Reflect on how you talk about and interact with patients’ families. Identify any negative perceptions and...

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### Donna Wright Honored with 2024 Marlene Kramer Lifetime Achievement Award

- **URL:** https://chcm.com/news-events/donna-wright-honored-with-2024-marlene-kramer-lifetime-achievement-award/
- **Published:** 2024-05-14
- **Modified:** 2024-05-07
- **Author:** CHCM

**Categories:** Leading an Empowered Organization

Creative Health Care Management (CHCM) proudly announces that Donna Wright, a stalwart in nursing professional development, has been awarded the esteemed 2024 Marlene Kramer Lifetime Achievement Award by the Association for Nursing Professional Development (ANPD). This accolade, established in 2016, epitomizes the zenith of recognition in the nursing profession and highlights those who have made substantial impacts on the field. [Image: Donna Wright | CHCM] A Legacy of Leadership and Development Donna Wright’s profound influence in nursing extends through her innovative practices and seminal publications, crucial for anyone in the field. Her association with Creative Health Care Management has not only fueled her professional journey but also bolstered her commitment to continued growth among her peers. About Donna Wright, MS, RN, NPD-BC Recognized for her unwavering dedication to the nursing profession, Wright has been a beacon of knowledge and professional practice. Her tenure at CHCM and extensive contributions through books and publications have profoundly and greatly advanced the field. Wright is celebrated not only for her expertise but also for her engaging consulting and speaking style, marked by sharp humor and insightful perspectives. The Impact of Wright’s Work Wright’s groundbreaking work, The Ultimate Guide to Competency Assessment in Health Care, presents a streamlined strategy for evaluating competencies, essential for effective results in healthcare settings. With over 50,000 copies sold globally, her work has set the benchmark for competency evaluation in the industry. The 2024 ANPD Aspire Convention The ANPD Aspire convention was held April 9-12, 2024. Donna was presented the Marlene Kramer Lifetime Achievement Award on April 10, 2024. The event was a significant moment, celebrating the highest honor within the nursing and nursing professional development community. Donna Wright Acceptance Speech https://youtu.be/nLVsLWDgT9k?si=frUiWYZdnlEHqjO1 In her acceptance speech for the Marlene Kramer Lifetime Achievement Award, Donna expressed profound gratitude and honor at receiving this prestigious recognition. She reflected on her long-standing membership with ANPD since its inception over 30 years ago, acknowledging how it has significantly shaped her career. She praised the organization for its creativity, analytical approach, and forward-thinking nature, which have supported her professional growth. Emphasizing her commitment to continuing her passion for professional development in nursing, she highlighted its fundamental role in strengthening the nursing profession. She concluded by thanking the organization for the award, underscoring her appreciation and dedication. Donna Wright was present at Creative Health Care Management’s booth and engaged with attendees, sharing insights, and offering a sneak peek into new technology platforms from Creative Health Care Insight. This interaction presented a unique opportunity to learn directly from a leader whose work has touched every corner of the globe. What is the Marlene Kramer Lifetime Achievement Award? The Marlene Kramer Lifetime Achievement Award is a prestigious accolade in the field of nursing professional development. The award is named after Dr.&nbsp;Marlene Kramer, a distinguished scholar and advocate for nursing education and practice, this award is conferred by the Association for Nursing Professional Development (ANPD). It recognizes individuals who have made significant and lasting contributions to the nursing profession...

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### Celebrate Nurses Week 2024: Appreciation Ideas, Gifts, and Events to Honor Our Heroes

- **URL:** https://chcm.com/news-events/celebrate-nurses-week-2024-appreciation-ideas-gifts-and-events-to-honor-our-heroes/
- **Published:** 2024-05-01
- **Modified:** 2025-08-27
- **Author:** CHCM

**Categories:** Leading an Empowered Organization

Nurses Week, observed from May 6 to May 12, is a period dedicated to appreciating the indispensable service nurses provide. This guide offers straightforward yet meaningful ways to show gratitude to nurses, with practical ideas for gifts and community events that will enrich Nurses Week 2024 for everyone involved. Creative Health Care Management celebrates nurses during National Nurses Week and acknowledges the impact and importance of nurses everyday. Quick Overview Nurses Week 2024: Dates and Significance [Image: Nurses Celebrating National Nurses Week 2024 | CHCM] Be prepared to celebrate! National Nurses Week 2024, a time-honored tradition honoring the invaluable contributions of nurses to healthcare, will run from May 6 to May 12. This year’s national nurses week theme, ‘Nurses Make the Difference’, underlines the integral role that nurses play in the well-being of our communities. National Nurses Week serves not only as a celebration but also as a period for reflection, honoring, and expressing gratitude for the tireless work, dedication, and compassion that nurses exhibit daily. The dates for Nurses Week are no coincidence. They coincide with the birthday of Florence Nightingale, known as one of the founders of modern nursing. Born on May 12, 1820, Nightingale revolutionized healthcare with her evidence-based approach and unwavering commitment to patient care. Her legacy continues to inspire nurses around the world, and her birthday always serves as the national nurses week finale, the perfect culmination of a week dedicated to acknowledging the significant contributions of nurses to healthcare. The Origins of Nurses Week Florence Nightingale, often hailed as the pioneer of modern nursing, has left an indelible mark on the healthcare industry. Her innovative approach to patient care drastically reduced mortality rates, laying the groundwork for the nursing practices we see today. Nightingale’s journey into nursing was not a conventional one. Despite nursing being considered an unsuitable career for women of her class, Nightingale was driven by a personal conviction to pursue this path. She attended the Kaiserswerth Nursing School in Germany to further her understanding of patient care and healthcare management. Nightingale’s work extended beyond the confines of hospitals and nursing schools, embodying Florence Nightingale’s mission to transform the healthcare landscape. She was instrumental in improving sanitation and reducing the mortality rate during the Crimean War. Her reputation as a leader in the field was solidified during this time. In addition to her practical work, Nightingale authored ‘Notes on Nursing’, a seminal work that laid the foundation for nursing education. This influential book emphasized the importance of patient observation and environmental management for health. Her profound impact on nursing in history and her tireless pursuit of improving healthcare standards are one of the reasons why we celebrate Nurses Week today. National Nurses Day and International Nurse Day Kicking off Nurses Week each year is National Registered Nurse Day, celebrated on May 6th. This day is dedicated to highlighting the importance and dedication of registered nurses across the country. This special observance received official recognition in 1982 when President Ronald Reagan proclaimed it,...

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### Creating a Culture of Commitment

- **URL:** https://chcm.com/news-events/creating-a-culture-of-commitment/
- **Published:** 2024-04-24
- **Modified:** 2024-04-24
- **Author:** Ruth Kitzmiller

**Categories:** Competency

Receiving an award for a job well done is an accomplishment for anyone! Receiving a nursing excellence award showcases the culture and commitment of an organization to their nurses, their patients, and their community. It is one of the highest compliments a health care organization can receive. The passageway to a nursing excellence award can be difficult. The work and dedication to create a culture worthy of recognition must involve the entire organization. The organization must be committed to shared decision-making, quality, research, evidence-based practice, well-being, professional development, autonomy, and strategic planning (just to name a few). Although they can be challenging, it is these commitments that lead an organization to a nursing excellence award. How do you create such a culture and commitment? Involve nurses at every level of the organization. The clinical staff know what is occurring at the bedside and the leaders know the vision for the organization. Together, with the assistance of everyone in the organization, they can form an atmosphere of growth and lifelong learning. Create a culture of excellence with strong beliefs, values, behaviors, &amp; basic underlying assumptions that runs to the very core of the organization (Guanci, Feel the Pull 2016). This persuasive, passionate culture will lead you to multiple nursing excellence awards and beyond!

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### Transforming Health Care Through Relationship-Based Care® and Magnet® Recognition

- **URL:** https://chcm.com/news-events/transforming-health-care-through-relationship-based-care-and-magnet-recognition/
- **Published:** 2024-04-16
- **Modified:** 2024-04-29
- **Author:** Gen Guanci

**Categories:** Relationship-Based Care

[Image: RBC and Management | CHCM] A big part of Relationship-Based Care® and Magnet® Recognition is recognizing what it will do to improve nursing excellence and patient outcomes for healthcare organizations. The pursuit of excellence extends beyond the boundaries of individual achievements to encompass the collective efforts of entire organizations. Much like the world's greatest athletes or teams vying for top honors in their fields, health care institutions pursue excellence not just for the accolade but for the profound impact it has on their organization, staff, and most importantly, their patients. A few national recognition programs include the American Nurses Credentialing Center (ANCC): The Magnet Recognition Program® stands out as a beacon of excellence for nursing services. However, achieving such prestigious recognition is not merely about meeting set standards but about embodying the principles of Relationship-Based Care (RBC) at the heart of the institution's culture. [Image: Relationship Based Care | Seal | CHCM] Why Relationship-Based Care Matters RBC is a transformative approach that places relationships at the core of health care delivery. It emphasizes the critical connections between caregivers and patients, among team members, and within the community. By fostering a culture of respect, empathy, and collaboration, RBC not only enhances patient outcomes but also enriches the work environment for health care professionals. The Synergy Between RBC and Magnet Recognition The journey towards Magnet recognition is a rigorous one, demanding evidence of excellence across various aspects of nursing practice and leadership. Yet, it is a journey that aligns seamlessly with the principles of RBC. Institutions that have nurtured a relationship-based culture find themselves naturally equipped to meet and surpass the Magnet model's requirements. This synergy is evident in several key areas: Transformational Leadership Transformational Leadership in Relationship-Based Care and the Magnet recognition program emphasizes inspiring and uniting individuals across the organization to achieve a collective vision or greater good. This leadership style is integral to both RBC and Magnet, focusing on placing the patient and their family at the heart of care. Magnet designation standards expect leaders to be innovative, participative, and advocates for shared decision-making. The goal is to cultivate a setting that prioritizes the intricate needs of patients and families, engaging teams in appreciative and forward-looking dialogues. This approach leverages Appreciative Inquiry techniques, which are foundational to RBC's methodology and execution, aiming to highlight and expand on existing strengths while identifying areas for improvement. Both RBC and the Magnet model champion leadership that inspires and unites. Structural Empowerment RBC encourages individuals who are directly involved with the work to actively participate in creating and enhancing their own operational systems and procedures. This approach aligns with the structural empowerment aspect of the Magnet recognition program and framework, which emphasizes enabling nurses to shape their work environment and ensuring the presence of collective decision-making mechanisms. The facets of system design and interprofessional collaboration within RBC are pivotal, as they underpin the implementation of RBC on a model of shared decision-making. Magnet standards stipulate that employees' perspectives must be reflected in...

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### Strategies for Boosting Nursing Competency

- **URL:** https://chcm.com/news-events/strategies-for-boosting-nursing-competency/
- **Published:** 2024-03-27
- **Modified:** 2025-02-17
- **Author:** CHCM

**Categories:** Competency

Nursing is a dynamic and multifaceted profession that requires a unique combination of knowledge, skills, and personal attributes to provide exceptional patient care. As healthcare evolves and becomes increasingly complex, the demand for highly competent nurses has never been greater. How can healthcare facilities ensure their nursing and healthcare providers are up to the challenge? We will explore various aspects of nursing competency, from defining its attributes and components to assessing and evaluating it in practice. We will also discuss the challenges faced by healthcare institutions in maintaining nursing competence and how education and training can play a crucial role in enhancing it. Key Takeaways Understanding Nursing Competency: Definitions and Attributes [Image: Clinical Competence In Nursing Practice | CHCM] Competency in nursing is a multifaceted concept that encompasses: These attributes are necessary for providing safe and effective patient care. As defined by Takase and Teraoka, nurse competence is the ability to effectively exhibit a set of attributes, including personal characteristics, professional attitude, values, knowledge, and skills, to fulfill one's professional obligations through practice. The American Nurses Association recognizes the importance of integrating multiple elements into competency frameworks, such as technical, cognitive, and emotional aspects of practice, to ensure that nurses evaluate a holistic approach to nursing competency, clinical competence, and professional competence. Assessing and enhancing nursing competency requires identifying various domains of professional competency, including assessing professional competence. These domains include: This holistic approach to nursing competency is essential for providing high-quality care and ensuring the well-being of patients. Professional Development and Growth Maintaining and enhancing nursing competency heavily relies on continuous professional development (CPD). It enables nurses to refresh their knowledge and abilities, stay abreast of the most recent advancements in their field, and acquire new skills. CPD is deemed fundamental to professionalism and lifelong learning in nursing, as it assists nurses in preserving their competence and enhancing the quality of nursing care they provide. Various strategies for those nurses working to stay current with the most recent nursing research, standards, and best practices in their field include: This commitment to ongoing professional growth not only ensures that nurses have the necessary knowledge and skills to provide high-quality patient care but also contributes to their personal satisfaction and career advancement. Components of Nursing Competency [Image: Registered Nurses Providing Nursing Care | CHCM] Nursing competency consists of three primary components: By focusing on providing people-centered care, nurses can tailor their approach to each patient's unique needs and preferences, thus ensuring that the care they provide is personalized, effective, and compassionate. Concurrently, improving nursing quality requires a continuous effort to raise the standard of care provided by nurses, achieved through evidence-based practice and continuous education. Collectively, these components form the foundation of nursing competency, which is essential for delivering high-quality nursing care and achieving optimal patient outcomes. Understanding People Understanding people in nursing involves an objective and deep understanding of each patient, acknowledging their uniqueness, and considering their physical, emotional, social, and spiritual dimensions. Understanding patients on a deeper level is...

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### Celebrating 50 Re-Igniting the Spirit of Caring Workshops at St. Luke's

- **URL:** https://chcm.com/news-events/celebrating-50-re-igniting-the-spirit-of-caring-workshops-at-st-lukes/
- **Published:** 2024-03-17
- **Modified:** 2025-06-26
- **Author:** CHCM

**Categories:** Leading an Empowered Organization

[Image: Celebrating 50 Re-Igniting the Spirit of Caring Workshops at St. Luke's | CHCM] Creative Health Care Management congratulates St. Luke's, Twin Falls, Idaho on meeting a milestone when they offered their 50th Re-Igniting the Spirit of Caring in February. St. Luke's has been offering Re-igniting the Spirit of Caring and partnering with all employees since 2016 to build a stronger, healthier future for all Idahoans. St. Luke's is driven by their mission to improve the health of the people in the communities served. Caring people are at the heart of St. Luke's community -- both within the organization and the larger communities. Each member of the St. Luke's team has a part to play in the success of the organization, contributing to a healthy culture and workforce innovation, key to living the mission and values, and achieving success. Re-Igniting the Spirit of Caring Re-Igniting the Spirit of Caring was chosen by St. Luke's and continues to be offered to all employees as a means of experiencing the healing power of relationships, inspiring and reconnecting with the purpose for choosing to work in the health care profession and to discover the meaning and power of intentional caring in action. New Facilitators St. Luke's and Creative Health Care Management welcome and recognizes Samantha Lopez and Randall Morris as they join the Re-igniting Spirit of Caring team as their newest and most accomplished new facilitators. The Sturdy "Relational" Mammoth St. Luke's host the Re-Igniting the Spirit of Caring at a local museum, where a sturdy "relational" mammoth to watches over the participants. A Past St. Luke's Case Study

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### What's New with RBC?

- **URL:** https://chcm.com/news-events/whats-new-with-rbc/
- **Published:** 2024-03-16
- **Modified:** 2025-06-26
- **Author:** CHCM

**Categories:** Uncategorized

Virtual New Facilitator Practicums Hospitals that have made the commitment to hold one of Creative Health Care Management's workshops (Re-Igniting the Spirit of Caring, See Me as a Person, and Leading an Empowered Organization), now have a new way for their selected facilitators to learn and practice the skills of facilitation. Traditionally, new facilitators attended a three to four day in-person practicum. Beginning in 2024, Creative Health Care Management is now offering a virtual new facilitator practicum option, which consists of four three-hour virtual sessions. A CHCM consultant then meets with them on-site for a few hours to review workshop facilitation the day prior to their first coached workshop. This eliminates the travel expenses to attend a practicum and allows for the ability to offer them more frequently and on an as needed basis. If you are interested in attending a virtual new facilitator practicum, reach out to: Tina Martin cmartin@chcm.com for See Me as a Person Kathleen Van Wagoner kvanwagoner@chcm.com for Re-Igniting the Spirit of Caring Donna Wright dwright@chcm.com for Leading an Empowered Organization Public See Me as a Person and Re-Igniting the Spirit of Caring Workshops Come join us for one of our workshops that is open to the public! Usually, hospitals host a workshop for their own staff and there is no opportunity to "try one out" before making a commitment. In 2024, we are planning on holding two public workshops. Our first one is See Me as a Person Public Workshop, being co-hosted by Encompass Rehabilitation in Reading, Pennsylvania on May 16-17, 2024. Registration is $400 per person for the two day workshop and includes the See Me as a Person book and workbook. To co-host, all we ask is for the organization to provide a room for 30 participants. CHCM provides the food and takes care of registrations. In return, the co-host organization receives three complimentary registrations (a $1200 value!). If you are interested in co-hosting a workshop (either See Me or Re-Igniting the Spirit of Caring), contact Tina Martin cmartin@chcm.com.

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### Improve HCAPHS with Re-Igniting the Spirit of Caring or See Me as a Person Workshops

- **URL:** https://chcm.com/news-events/improve-hcaphs-with-re-igniting-the-spirit-of-caring-or-see-me-as-a-person-workshops/
- **Published:** 2024-03-15
- **Modified:** 2024-03-14
- **Author:** CHCM

**Categories:** Re-Igniting the Spirit of Caring

[Image: HCAPHS | Slide 1 | CHCM] [Image: HCAPHS | Slide 2 | CHCM] Assessing Value - At Creative Health Care Management, we are always assessing our ROI -- Return on Investment -- to ensure our programs provide value. We recently looked at patient satisfaction scores (HCAPHS) for those organizations who regularly offer Re-Igniting the Spirit of Caring or See Me as a Person workshops to their teams. We again found that those hospital have patient satisfaction scores higher than the national average. See data details below. Re-Igniting the Spirit of Caring Workshop The Re-Igniting the Spirit of Caring workshop focuses on reconnecting health care staff with their purpose. It addresses components of burnout and organizations see improved retention from those who have participated in this program due to their renewed sense of joy in their work. The program creates a safe place for health care professionals to reflect on themselves, what they have in common with their coworkers, and how to best serve patients and families. See Me as a Person Workshop The See Me as a Person Workshop teaches four practices to improve quality, safety and the patient experience.&nbsp; Participants gain personal awareness, professional knowledge, and practical and repeatable skills to help practitioners see each patient as a person with his or her own unique care journey. If you are interested in learning more, email us at chcm@chcm.com.

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### The Gold you Hold Within Yourself

- **URL:** https://chcm.com/news-events/the-gold-you-hold-within-yourself/
- **Published:** 2024-03-14
- **Modified:** 2025-06-26
- **Author:** Kathleen Van Wagoner

**Categories:** See Me as a Person

Inspiring Connections welcomes you to spring with encouragement to take the time to reflect on how Spring is arriving for you. Noticing and celebrating the changing of seasons has been essential for many throughout the years. We leave behind the many gifts winter has brought us to be open and accepting of the increasing sunshine and warmth, blooming trees and flowers, and the often-enchanting voices of our feathered friends. Some of us are considering our personal welcome of spring -- preparing space for blooming flowers, getting our bike a tune-up, walking by the lake or mountains, or perhaps it is time for a bit of spring cleaning. In my home we welcome our annual shamrock with the sturdy hope of keeping the plant alive a bit longer than last year and creatively building the trap to lure our elusive and quite mythical leprechaun. The shamrock symbolizes faith, love, hope, and good fortune, and the humble and elusive leprechauns are known for their trickery and being guardians of pots of gold hidden at the end of our rainbows. They are also known to share generously when someone has shown them kindness. Reflecting on Spring Reflecting on how Spring arrives into my life -- I wonder if I take time to intentionally appreciate the kindness the season is offering to me? Do I contemplate my good fortune? Do I intentionally receive the loving kindness others offer to me or do I sometimes, maybe most times, offer an automated thank you and not fully embrace and accept the gift of love and kindness. Nurture the Best of What Already Exists As Spring begins, we do not always recognize all that is occurring beneath the ground as the warm sun encourages the seeds to germinate and the bulbs to push their green tips towards the surface. Similar to how a Relationship-Based Care journey begins, the sun and dirt nurture the very best of what already exists. When we nurture the very best of what is in each of us, we create the loving kindness we offer to ourselves and each other. The relational and caring work comes from the inside‐out, meaning it appeals to and optimizes the very best of what already exists in each of us. Caring about the relationships we have with ourselves and the people who are important to us aligns our purpose and meaning with our personal and professional processes and behaviors. Transforming our Intentions The work of transforming our intentions is not always "what we do," and more about "who we are." Intentionally understanding our purpose, the meaning of the gifts we share with those important to us can lead to great joy. Our wish is for your faith and hope to lovingly turn inward toward yourself, allowing your kindness to emerge and be felt by those around you. Perhaps you will find your leprechaun leading you the gold you hold within yourself. Creative Health Care Management is celebrating the gift of you.

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### Leading the Charge: Director of Nursing

- **URL:** https://chcm.com/news-events/leading-the-charge-director-of-nursing/
- **Published:** 2024-02-28
- **Modified:** 2025-02-17
- **Author:** CHCM

**Categories:** Thought Leadership

Navigating the pathway to become a director of nursing requires a blend of clinical proficiency and administrative acumen. This article cuts through the complexities of the role, outlining the key responsibilities, educational requirements, and skill sets needed, while offering a glimpse into the career trajectory and earnings of a nursing salary in this position and most importantly becoming a nursing leader. Important Points to Cover Exploring the Role of a Nursing Director [Image: Director of Nursing Leading a Team | CHCM] In the dynamic healthcare domain, Nursing Directors have a multifaceted role that includes: The Director of Nursing acts as the guiding force for the nursing staff and plays a crucial role in the overall functioning of healthcare organizations. However, a truly exceptional Nursing Director stands out by: Defining the Position: What Is a Director of Nursing? Assuming the role of Director of Nursing is a significant undertaking. As the head of the nursing staff, they play a crucial role in: What sets apart a Nursing Director? It’s the unique blend of: They are the comforting presence in challenging situations, ensuring the wellbeing of patients and staff. The Intersection of Administration and Care For Nursing Directors, achieving a balance between administrative tasks and direct patient care can be a delicate act. They are responsible for: With the advent of the digital age, health informatics tools have become indispensable for Nursing Directors. These tools aid in reducing clinical distractions, efficiently organizing electronic health record data, and enhancing staff productivity. This, in turn, supports quality healthcare delivery and organizational cost-efficiency. Pathways to Nursing Leadership [Image: Director of Nursing Career Advancement | CHCM] The journey towards becoming a Director of Nursing "DON" or Chief Nursing Officer "CNO" is one of continuous learning and development. It begins with an undergraduate nursing degree and registered nurse qualification. Aspiring registered nurses then pursue advanced education such as a Master of Science in Nursing (MSN), Doctor of Nursing Practice (DNP), or even dual master’s degrees. Leadership positions often require a master’s degree in nursing, healthcare administration, or nursing leadership, with some roles suggesting or requiring doctoral degrees as well. The road to becoming a Director of Nursing is marked by progression through roles such as: This journey requires at years of managerial experience along with a clinical nursing background. But learning doesn’t end at acquiring degrees and certifications. Supplementing nursing education with classes in business, ethics, healthcare policy, or finance enriches a nurse leader’s skill set, preparing them to meet various administrative and operational challenges. From Registered Nurse to Leader The role of a nursing director is a fusion of clinical nursing expertise with vital business and leadership skills. They not only provide patient care but also handle the business side of healthcare, such as budgeting, staffing, and policy-making. These critical leadership and business skills for a nursing director are developed through continuous education and experience. It is this balance of bedside clinical nursing experience, clinical expertise, and leadership acumen that propels a registered nurse to the...

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### Exploring Career Paths in Healthcare Management: Opportunities and Growth

- **URL:** https://chcm.com/news-events/exploring-career-paths-in-healthcare-management-opportunities-and-growth/
- **Published:** 2024-02-22
- **Modified:** 2024-02-28
- **Author:** CHCM

**Categories:** Uncategorized

The healthcare industry is a fast-paced, ever-evolving landscape that requires exceptional professionals to navigate its complexities. Healthcare managers are at the heart of the dynamic healthcare management environment, ensuring the smooth operation of the hospital organization and the delivery of high-quality health care. Creative Health Management, a leader in healthcare consulting, partners with each healthcare manager within the healthcare organization to guide them through these challenges, creating a culture of excellence and innovation. In this blog post, we will explore the diverse roles a healthcare manager, the impact of their work on hospital systems, and the future of healthcare management. Quick Overview Navigating the C-Suite: The Role of Healthcare Management [Image: Healthcare Manager Collaborating with Creative Health Care Management | CHCM] In the C-suite of a healthcare organization, healthcare managers oversee diverse aspects of hospital operations, including health care management. They collaborate with Creative Health Management to excel in shared governance and leadership. These professionals, also known as health care managers, possess a diverse skill set, including: With a projected job growth rate of 32% according to labor statistics, health care management has become a sought-after career choice for individuals seeking stability, career growth, and job satisfaction. The C-suite in healthcare is populated with a variety of executive roles, each owning different aspects of hospital management and operations. A healthcare manager will work closely with other healthcare professionals to ensure smooth functioning within the organization. From managing financial planning to overseeing healthcare operations, healthcare managers contribute significantly to the overall performance and success of the organization. Understanding the C-Suite Landscape in Healthcare A variety of executive roles populate the C-suite healthcare jobs, including: These roles oversee specific aspects of healthcare such as finance, operations, compliance, medical affairs, nursing, strategic planning, information technology, and patient experience. The diverse range of responsibilities within the C-suite necessitates a strong understanding of the healthcare industry and the ability to make informed decisions that align with the organization’s goals. Strategic Partnerships with Creative Health Care Management Creative Health Care Management (CHCM) partners with healthcare administration of small, medium and large healthcare organizations to provide strategic guidance and support for C-suite executives in the realm of health administration and health services management. This collaboration enables all health services managers to make well-informed, data-driven decisions that optimize resources, improve health care, and drive innovation within the organization. Governance and Leadership Excellence A healthcare manager can work with Creative Health Management to ensure effective governance and leadership within hospital organizations. By implementing shared governance models that empower nurse leaders, nursing staff, and interdisciplinary teams to influence decision-making and improve healthcare outcomes, Creative Health Management creates a culture of ownership, accountability, and equity within the healthcare setting. As a result, all healthcare staff are better equipped to navigate the challenges of the healthcare industry and lead their organizations to success. The Impact of Healthcare Management on Hospital Systems [Image: Integrating Technology and Management in Healthcare | CHCM] From advancing certification goals to integrating technology and management practices, healthcare management...

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### Reflection, Assessment and Goals for 2024

- **URL:** https://chcm.com/news-events/reflection-assessment-and-goals-for-2024/
- **Published:** 2024-02-01
- **Modified:** 2025-01-31
- **Author:** Ruth Kitzmiller

**Categories:** Leading an Empowered Organization

Another year is behind us. As 2023 is now a memory, be sure to embrace the possibilities of 2024. Take advantage of the opportunities to reflect, assess, and set goals. Merriam-Webster defines reflection as “consideration of some subject matter, idea, or purpose”. Annual reflection can involve any or all of these. Brandon Gustafson in his article “The Art of Reflection”, describes reflection as “an opportunity to slow down and consciously contemplate”. We need to allow ourselves the time and space to really process what happened in the past to help prepare for the future. This should be done at all levels of an organization to help ensure success of individuals, departments, communities, and a journey to excellence. Everyone from the clinical staff to the executives should afford themselves some time to think about the past year. What are they most proud of? What do they feel could have been done better? What did we learn? What did we change? What do we want to change? Once these things have been identified, then ask, does it matter? Every occurrence / task / item matter and it is how we learn from these that make our reflection even richer. Those items that matter should be shared. Stating accomplishments and hardships out loud or on paper strengthens the learning and insights gained. This learning and insight enhances a journey to excellence for an organization. It is good to remember the occurrences / tasks / work that happened, but deep reflection is “about tapping into every aspect of the experience, clarifying our thinking, and honing in on what really matters” as stated by Geil Browning, Ph.D., the founder and CEO of Emergenetics International. Assessing the Current State Sorting out what really matters can be difficult. Assessing the current state can help. For instance, if zero harm is important to your organization, then you will need to assess your current state. Assessing the current state drives next steps. Assessments should involve interviews with stakeholders at all levels, data review and evaluation, and process flow. This phase is often the most tedious and is sometimes cut short because organizations are eager to solve the problem. Don’t get caught up in solutions until a thorough assessment has been completed. As you begin an assessment remember to assess the organization from the top to the bottom. Interviewing executives to clinical staff in each department. Discovering what matters at each level of the organization will help strengthen your solutions and ensure that no one is feeling unheard. Remember that this work can be tedious, so a few minutes with a department leader that you think doesn’t need to be involved is better than retreating to include them after goals and action plans have been developed. Expending effort on the assessment process will help pinpoint the true root cause of what matters and may shorten the solution implementation. Organizations on a journey to excellence use assessments to provide the foundation for future work and goal setting. Goal Setting Goals need...

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### UCLA Health Receives Relationship-Based Care® Designation with Distinction

- **URL:** https://chcm.com/news-events/ucla-health-designation-with-distinction/
- **Published:** 2023-12-19
- **Modified:** 2025-06-26
- **Author:** CHCM

**Categories:** Uncategorized

We are thrilled and honored that UCLA Health has been awarded the Relationship-Based Care (RBC) Designation with Distinction. This recognition exemplifies our dedication to fostering an RBC culture through exceptional leadership, collaborative teamwork, professional practice, system design, and patient and family-centered care delivery. One of the most powerful lessons RBC teaches us is that to sustain a compassionate and person-centered environment, we must first take care of ourselves and one another. The UCLA Health Commitment to Relationship-Based Care Our commitment to RBC resonates throughout our culture, from system initiatives guided by the voices of our caregivers to everyday moments of compassionate connection. An essential driver of our enculturation of RBC is our Re-Igniting the Spirit of Caring Workshop (RSC). With 14 sessions offered annually, senior leadership ensures that all members of our caregiver community are supported in attending RSC. This workshop is an intentional self-care retreat that fosters the opportunity to reconnect with oneself, colleagues, and their "why" for being a caregiver. Our commitment to RBC is the driving force behind the world-class patient care for which we are recognized. This commitment is not just a part of our identity; it is the essence through which we work tirelessly to realize our vision: "to heal humankind, one patient at a time, by improving health, alleviating suffering, and delivering acts of kindness." Karen A. Grimley, PhD, MBA, RN, NEA-BC, FACHE, FAAN Chief Nursing Executive, UCLA HealthAssistant Dean, UCLA School of Nursing&nbsp; Jessica M. Phillips, PhD, MSN, RN, NPD-BCInterim Executive Director, Nursing Practice, Education, and ResearchCenter for Nursing Excellence, UCLA Health Kelley Anderson MSN-Ed, RN, NPD-BCNursing Professional Development Specialist, Relationship-Based Care Program LeadCenter for Nursing Excellence, UCLA Health

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### The Present

- **URL:** https://chcm.com/news-events/the-present/
- **Published:** 2023-12-18
- **Modified:** 2025-06-26
- **Author:** Tina Martin

**Categories:** Leading an Empowered Organization

December is often a month of busy preparation that ends with a time of reflection over the past year. However, when we are so busy preparing for the future and reflecting on the past, we often lose sight of the present. And since December is the season of giving, it is the perfect time of year to spend some time focused on the present. Be present. Be attuned with yourself. Take time to check in with yourself physically, emotionally, and spiritually. Do you need some time to take a breath? Take time to appreciate what you have in the moment. This can be a hard season to slow down and attune, but it is so important. You will be less distracted once you attune to and care for your own needs. Being present with yourself has a direct correlation with your ability to attune, to be present and connect with others. Attuning with others helps them feel you hear them, you see them, you are there for them. The most wonderful gift we can give others is the gift of ourselves. Consider in this season of giving, to give of yourself to others. Give them your time, your presence. They will likely remember that long after they remember any type of gift you may give them. This season, consider giving yourself the gift of the present and giving others the gift of your presence. Wishing you joy and love in this holiday season and beyond. Tina Martin, DNP, RN, NEA-BCConsultant and Director, Relationship-Based Care ServicelineCreative Health Care Management

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### A Nurse’s Heart Part 2: Listening to the Voice of the Nurse/Care Team

- **URL:** https://chcm.com/news-events/a-nurses-heart-part-2/
- **Published:** 2023-12-18
- **Modified:** 2025-02-17
- **Author:** Kathleen Van Wagoner

**Categories:** Uncategorized

We read in our September Inspiring Connection newsletter the inspiring story “A Nurse’s Heart,” written by Mr.&nbsp;Jeffery Evoy, who shared with us his experience as a patient healing from a complicated procedure and a lengthy hospitalization. Mr.&nbsp;Evoy spoke of the nurses who made a positive difference in his ability to heal as well as for his family who supported him during a trying time. I was struck by Mr.&nbsp;description of the “nurse’s heart.” Mr.&nbsp;Evoy spoke of the “nurse’s heart” as he was describing compassionate caring behaviors, and as ill as he was, he knew the sole intention of his care providers was to promote successful healing to recovery, even in the midst of the challenges the care team faced meeting his basic needs of activity, nutrition and safety. The True Meaning of the Nurse’s Heart I became curious about the true meaning of the “Nurse’s heart,” pausing to wonder if the nurses Mr.&nbsp;Evoy spoke of knew how important their hearts were to his recovery. There was without doubt a sense of trust and confidence in the clinical and technical abilities of his care team. How does it happen that Mr.&nbsp;Evoy speaks convincingly about the nurse’s hearts? Through a complicated surgery and a prolonged recovery, Mr.&nbsp;Evoy saw the “nurse’s heart” as important and contributing most to his emotional, spiritual, and physical recovery. Mr.&nbsp;Evoy’s story brings out the importance of his care team being in a therapeutic relationship with him at a time where he describes himself as “fighting the battle of my life,” and “I became combative and violent and they were there for me.” A team that stood watch, supportive, and most importantly caring with their loving hearts. Hear from the nurses who cared for Mr.&nbsp;Evoy With Mr. Evoy’s blessing I was able to reach out to three nurses who knew him and his wife from the beginning of his hospitalization, through his readmission, the episode of delirium, his recovery, discharge, and co-creating this story. Mr. Evoy gifts back to his team at UC Davis this story as he shares at Re-igniting the Spirit of Caring workshop. Understanding the Nurse’s Heart is written with the help of the voices of Demellash Mengistu RN, Janice Dela Rosa Arre RN, and Ruzyl Deposa de las Verlas RN. Demellash, Janice, and Ruzyl were interviewed independently and were not aware of who I would be speaking with. Demellash began the story and Ruzyl and Janice repeated and enriched the same story of (I will paraphrase), “we have a Relationship-Based Care professional practice model at UC Davis and Primary Nursing is at the heart of why and how we care for our patients,” aligning closely with how Mr.&nbsp;Evoy begins his story. Consistent themes emerged as each of the nurses recalled and spoke with compassion and loving kindness of their experiences with Mr.&nbsp;Evoy. I will explore the themes of the nurses conversations in the context and nature of the therapeutic relationship and we know how caring feels to patients and families through Mr.&nbsp;Evoy’s story published in the September...

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### Understand the Differences: Charge Nurse vs Nurse Manager

- **URL:** https://chcm.com/news-events/understand-the-differences-charge-nurse-vs-nurse-manager/
- **Published:** 2023-12-12
- **Modified:** 2025-02-17
- **Author:** CHCM

**Categories:** Uncategorized

Are you a registered nurse looking to take your career to new heights? As a Charge Nurse, you can explore new opportunities in nursing leadership roles that offer not only increased responsibilities but also greater job satisfaction, salary potential, and professional growth. Charge Nurses and Nurse Managers are two highly sought-after positions in the nursing field. CHCM has the pleasure of working with both in medical settings and helping organizations create paths for leadership positions. This article is written highlight the differences, similarities, and pathways to these rewarding upper management positions. Key Takeaways Charge Nurse: Role and Responsibilities [Image: Charge Nurse Role and Responsibilities | CHCM] A Charge Nurse most often oversees the nursing unit operations, provides patient care, and acts as a liaison. Your strong communication, organization, and leadership skills will be put to the test as you manage staffing needs, monitor and order medical supplies, and help other nurses with complex cases. Charge Nurses are highly valued in various health care facilities, including nursing homes, urgent care clinics, medical facilities, and of course within all hospitals. Their expertise is essential in maintaining the smooth operation of any health care facility, making them an important part of nursing personnel and health care jobs. Key Skills for Charge Nurses To succeed as a Charge Nurse, you must possess a unique skill set that includes: Compassion is key in developing strong connections with patients and creating a caring atmosphere. Problem-solving, on the other hand, helps you tackle complicated scenarios, make quick decisions, and deliver the best possible patient care. With a combination of these skills, Charge Nurses can manage patient assignments and support their staff members effectively. Educational Requirements and Experience The education required to become a Charge Nurse should ideally include an advanced degree such as a Bachelor of Science in Nursing (BSN), as it provides a strong foundation in health care knowledge and skills. No specific certifications are necessary for this role, but having experience working with nursing staff or additional certifications specific to patients specialty or basic life support can be advantageous. Nurse Manager: Role and Responsibilities [Image: Nurse Manager Role and Responsibilities | CHCM] Unlike Charge Nurses, Nurse Managers assume more administrative duties and personnel supervision. They ensure clinical excellence by: With a median annual salary of $99,730, this position is both rewarding and lucrative. Key Skills for Nurse Managers Excelling as a Nurse Manager requires the ability to demonstrate clinical excellence as well as strategic planning, budgeting, human resources management, and effective communication. Maintaining a high-quality nursing practice and achieving professional goals necessitate strategic planning skills. These encompass: Educational Requirements and Experience Nurse Managers typically have advanced education with degrees, such as a Master of Science in Nursing (MSN) or a Master of Business Administration (MBA), which equip them with the necessary knowledge and skills for their role. Some Nurse Managers are referred to as Health Services Managers. They must have several years of experience in a clinical setting and in management or leadership roles. Some...

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### Shared Decision Making for Patients

- **URL:** https://chcm.com/news-events/shared-decision-making-for-patients/
- **Published:** 2023-12-07
- **Modified:** 2025-02-17
- **Author:** CHCM

**Categories:** Shared Governance

Imagine a world where all patient physician communication and health care providers work together as partners, making and screening decisions based on organizational values, healthcare research and quality of care based on the best available evidence. That’s the power of shared decision making (SDM), a collaborative process that leads to a better health system with improved outcomes for patients and the healthcare team alike. Key Takeaways [Image: Rethinking Informed Consent and Understanding SDM | CHCM] Understanding Shared Decision Making Shared decision making revolutionizes healthcare. It’s a process that involves reasonable options for both healthcare providers and patients, combining patient preferences and values in treatment decisions. This approach emphasizes collaboration, ensuring that patients have a voice in their care plan. The result is more personalized and effective treatment plans that lead to decreased anxiety, better health care decisions, and outcomes. But how does it work? The key lies in open and honest communication between patients and healthcare providers. Transparent decision making that is patient-centered results from discussions about all options for treatment, potential side effects, and patient concerns. And from the patient perspective, when patients feel heard and involved, they are more likely to trust their healthcare providers and adhere to their treatment plans. The Role of Patient Decision Aids Patient decision aids are essential tools in the shared decision-making process. They provide information and support to help patients make informed choices about their healthcare. For example, skills trainings, measurement and feedback guidelines, and decision coaches are all forms of aids for informed decisions that enhance patient understanding of their conditions, new treatment alternatives, treatment regimens, and treatment options. Introducing decision aids not only empower and prepare patients but also offer medical training for clinicians and providers to make more informed decisions and provide better patient education. Incorporating a decision aid into primary care and routine clinical practice helps healthcare providers equip patients with the best available information for making informed choices about their care. Ethical and Legal Implications Shared decision making comes with its share of implications both ethically &amp; legally and are often addressed by leadership to examine a hypothetical malpractice suit ensuring compliance. Respecting a patient's values, patient autonomy, ensuring informed consent, and promoting patient-centered care are all cornerstones of this approach. Informed consent plays a crucial role in shared decision making, as it helps patients understand their healthcare options and gives them the power to agree or disagree with proposed treatments. Adherence to these ethical principles allows healthcare providers to build stronger relationships with their patients, uphold patient autonomy, and deliver pertinent guidance and information for informed decision making. This delicate balance is essential for upholding the principles of shared decisions and ensuring that patients receive the best possible care. [Image: A Doctor and Patient Discussing Health Outcomes of a Medical Decision | CHCM] The Impact of Shared Decision Making on Health Outcomes The benefits of shared decision making extend beyond the patient-provider relationship. By implementing better communication and collaboration, SDM leads to improved patient satisfaction, better...

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### The Importance of Attending Conferences

- **URL:** https://chcm.com/news-events/the-importance-of-attending-conferences/
- **Published:** 2023-11-13
- **Modified:** 2024-03-05
- **Author:** Ruth Kitzmiller

**Categories:** Uncategorized

Do you feel warm all over when you see an old friend that you haven’t seen in a while? Do you feel excited when you are greeted at the door after a long day by family and furry friends? This is the feeling I get when I attend a national conference! I become giddy with excitement from the moment I see the banner welcoming me to the conference until I leave the conference and see the “see you next year” sign. I paused this year to take it all in at the ANCC National Magnet® and Pathway to Excellence® conference in Chicago. The Largest Nursing Conference for Nurse Professionals Let me state that again, this conference is “The Largest Nursing Conference for Nurse Professionals!!!” That is amazing! A conference organized by nurses, for nurses, to support nurses! Doesn’t it make you feel warm and fuzzy all over? The excitement and positive energy of a conference supports so much in nursing. The benefits to nurses are astronomical. Benefits in Attending Conferences The first benefit being lifelong learning. There is a large sea of knowledge at every conference. Each nurse brings his/her knowledge and experience to a conference. If each nurse shared one piece of knowledge the growth that would occur would be amazing! Information sharing is how best practices are developed and how nursing excellence is achieved. Be a sponge and soak up as much knowledge as possible and don’t forget to share your knowledge – there is someone who will benefit! Secondly, comradery is developed. Developing relationships and friendships at conferences is so comforting. A casual hello can lead to a lifelong relationship. These relationships can lead to policy sharing, best practice ideas, article/book ideas, mentoring, coaching, or just an ear to listen when you aren’t at your best. We sometimes think that we are in our nursing careers alone and we forget that we have nurses in other units, other organizations, other states, and even other countries that are going through the same struggles. Say hello to a nurse at a conference and see what happens! Next, the opportunity to get involved. Conferences are a great place to learn about different committees and initiatives in nursing. You may be interested in serving on a local chapter of your area of work. You may be interested in taking a more active role in politics and helping create change at the state or federal level. Maybe you just have an interest in helping prevent falls or increasing certifications at your organization. There are opportunities for all of this and more. If you can’t find a topic or place to get involved, then find a couple nurses that are passionate about the same topic and start a new team. Take advantage of these opportunities to create nursing excellence! Lastly, it is motivating! There is so much positive energy at a conference. Nurses from all over the world attended the ANCC National Magnet and Pathway to Excellence conference. They didn’t come there to...

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### Fall Intentionally

- **URL:** https://chcm.com/news-events/fall-intentionally/
- **Published:** 2023-11-13
- **Modified:** 2025-06-26
- **Author:** Marky Medeiros

**Categories:** Uncategorized

As we approach this time of year when people are back to school, leaves are turning colors, the holidays are approaching and EVERYTHING is pumpkin spice, take a few minutes to think about all the great things happening in our lives, in our work, in our teams, and in our organizations. Please celebrate those successes! As we sip our pumpkin spice, let's take a few minutes to think about the good things, the things that went really well and the things that we want to do better next time. Oftentimes life and work get us too busy to slow down, but now is the time and today is the today. Planning and busyness often consumes us this time of year. Make a commitment to yourself and those around you to enjoy this time, reconnect with family and friends, and be present for all this season has to offer. Let's commit to doing "Fall Intentionally." For speakers on self-care, relational topics, cultures of excellence, celebrating excellence, and other inspirational healthcare related topics contact Marky Medeiros at mmedeiros@chcm.com.

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### Compassionate Leadership: Donna Wright and Marcus Engle

- **URL:** https://chcm.com/news-events/compassionate-leadership-donna-wright-and-marcus-engle/
- **Published:** 2023-11-13
- **Modified:** 2023-11-08
- **Author:** CHCM

**Categories:** Shared Governance

In August of this year, an inspiring episode of the "Compassion and Courage" podcast, hosted Donna Wright from Creative Health Care Management as a guest. This post is an overview of what they discussed. Marcus Engel in his special and very nurturing human way offered a welcoming comfort zone to discuss and focus on the understanding of human connection and compassionate leadership with guest Donna Wright, a seasoned nurse and adventurous spirit who is a consultant with Creative Health Care Management. The exchange between them unfolds not just as an interview but as a testament to the profound impact of support and encouragement compassionate leaders can offer to global organizations and each other. Inspiring Dialogue on Compassionate Leadership and Courage Sharing empathy for healthcare and beyond, the genuine connections we create, and the adventures that shape our narratives were the themes beautifully interwoven in the "Compassion and Courage" podcast, where host and compassionate leader Marcus Engel invited Donna Wright, to share her insights and experiences. Support and Lifelong Passions Donna Wright, through the warmth of her voice and leadership wisdom was able to demonstrate compassion and how to become a more compassionate leader within personal lives and in employee engagement within the healthcare support systems. With Marcus expressing his appreciation for Donna’s self-compassion and uplifting presence, she reciprocated, emphasizing the mutual encouragement that forms the cornerstone of their relationship. This exchange set the tone for a conversation that transcended the usual podcast banter, becoming a profound exploration of how wise compassion, kindness and support can empower us. As they continued their conversation Donna, whose life is intricately tied to the art of caregiving, reflected on her innate and compassionate calling. For her, being a nurse wasn’t just a career choice—it was a destiny, a passion intertwined with the very fabric of her being. She mused on the hypothetical scenario of an alternative career path or a retirement plan that might deviate from her current trajectory. Yet, even during their conversation, her unwavering commitment to teach compassionate leaders stood out as part of her core, mental health, and well being. Donna humbly shares she does not have all the answers but training and encouraging on the "why is" compassionate leadership important is her vocation. Showing compassion and learning how to embrace change is a testament to the idea that during challenges, times of hard decisions, even political unrest - a person will disappoint people and have the ability to fix things and some life choices are risk taking and reflections of our true selves. A Globetrotter at Heart: Embracing Cultural Richness The conversation then soared into Donna’s love for travel and culture, revealing her to be a citizen of the world and global leadership in the truest sense. With experiences spanning six continents, she recounted with palpable excitement her upcoming journeys to Australia, New Zealand, Europe, and Africa. These travels are not merely getaways but pivotal experiences to lead and work with compassionate leaders that challenge and stretch her cultural perceptions....

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### Cultural Humility and Relationship Based Care

- **URL:** https://chcm.com/news-events/cultural-humility-and-relationship-based-care/
- **Published:** 2023-11-08
- **Modified:** 2023-11-08
- **Author:** CHCM

**Categories:** Shared Governance

In healthcare today, medical professionals find themselves serving an increasingly diverse population. Patients come from varied backgrounds, representing a wide range of cultural identities, national origins, socioeconomic statuses, and religious beliefs. As the dynamics shift towards a more multicultural backdrop, healthcare professionals need to rise to the challenge of understanding and addressing these unique patient needs. The key to this lies in practicing cultural humility and emphasizing relationship-based care. [Image: Understanding Cultural Humility | CHCM] Understanding Cultural Humility Traditionally, cultural competence has been a go-to phrase when discussing a health care professional's ability to serve diverse patient populations. Cultural competence underscores the importance of acquiring cultural knowledge, nurturing cultural awareness, and understanding cultural differences. However, there's a critical distinction between cultural competence and cultural humility. While the former places emphasis on knowledge acquisition, the latter, cultural humility, is an ongoing process. It emphasizes self-reflection, self-critique, and a commitment to engage in understanding another's culture, an endeavor that requires a lifelong commitment. Developing cultural humility isn't merely about recognizing cultural stereotypes or understanding a person's culture from a textbook standpoint. Instead, it necessitates an active process of self-evaluation and self-awareness. Through self-reflection, healthcare professionals can acknowledge their own cultural biases and learn to avoid imposing their personal beliefs onto patients. This process bridges the gap between the 'school culture' medical professionals are trained in and the everyday life of patients from various backgrounds. Relationship-Based Care and Its Merits Relationship-Based Care goes hand in hand with cultural humility. This approach is centered around the idea of treating patients as human beings rather than just medical cases. By valuing the cultural context of each patient and respecting their unique backgrounds—whether determined by sexual orientation, ethnic diversity, geographic location, or socioeconomic status—healthcare providers build trust, a crucial element in patient care. A defining feature of Relationship-Based Care is the emphasis on developing partnerships with patients. This involves recognizing power dynamics in the healthcare space and addressing any power imbalances that may exist. By doing so, healthcare providers can cultivate cultural humility and provide care that is in tune with the patient's needs, values, and cultural context. Cultural Humility vs Cultural Competence: What's the difference? Cultural humility and cultural competence are both vital concepts in healthcare, education, and various other fields. They deal with understanding, interacting with, and respecting diverse cultural backgrounds. Despite the two terms often being used interchangeably, they have distinct meanings and implications. Here's a detailed examination of the differences between cultural humility and cultural competence: Cultural Competence: Cultural Competence Definition: Cultural competence refers to the ability of individuals and systems to function effectively within the cultural context of beliefs, behaviors, and needs presented by consumers and their communities. It's about gaining specific knowledge and skills that allow for effective and respectful interactions with people of different cultures. Knowledge-Based: Cultural competence often revolves around acquiring knowledge about different cultural groups. This can include the social group culture and understanding traditions, values, customs, behaviors, and worldviews. End Point: Cultural competence is sometimes viewed...

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### Magnet Hospital: Strategies for Hiring a Magnet Program Director

- **URL:** https://chcm.com/news-events/hiring-magnet-program-director/
- **Published:** 2023-10-24
- **Modified:** 2024-03-05
- **Author:** CHCM

**Categories:** Magnet

When embarking on the journey towards excellence in healthcare, hiring the right Magnet Program Director (MPD) becomes a pivotal step for organizations aspiring for Magnet® Designation or a Magnet Hospital looking for a redesignation. Magnet Hospitals that receive Magnet status have to fulfilled the overall patient care, patient outcomes, facility, professional, and nursing excellence required by the ANCC. Achieving and completing the Magnet recognition program by the American Nurses Credentialing Center, symbolizes excellence in nursing and patient care, and hiring or developing a proficient MPD is crucial in achieving this goal. [Image: Magnet Hospitals the Highest Quality of Care | CHCM] Magnet Hospitals the Highest Quality of Care The Magnet Model by the American Nurses Credentialing Center (ANCC) serves as a framework for nursing practice, research, and measurement of outcomes. Through this model, ANCC aims to guide healthcare organizations in developing and maintaining excellent nursing practices and improving patient outcomes. The Magnet Recognition Program® recognizes healthcare organizations for quality patient care, nursing excellence, and innovations in professional nursing practice. Magnet hospitals follow this model that consists of various components, each emphasizing a critical aspect of the nursing job and the organization's patient outcomes: Transformational Leadership Transformational leadership is a component in a Magnet hospital that focuses on the leadership style that encourages, values, and empowers staff to innovate and achieve organizational excellence. Transformational leaders inspire and motivate their teams, creating an environment that supports change and innovation. Structural Empowerment Structural empowerment centers on the organizational structures that empower nurses to participate in decision-making and professional development. It emphasizes investing in staff development, community involvement, and recognizing the contributions of the nursing staff. Exemplary Professional Practice This element underscores the importance of collaborative relationships, interdisciplinary partnerships, and an environment that supports autonomy and accountability within a Magnet hospital. It encourages a culture of care focused on quality, safety, interprofessional collaboration, and patient-centeredness as well as job satisfaction. New Knowledge, Innovations, and Improvements To promote the generation and adoption of new knowledge, innovations, and improvements, Magnet hospitals empower nursing staff and healthcare professionals, to better patient outcomes and nursing practice. This encourages research, evidence-based practice, and the continual advancement of nursing science and practice so nursing leaders successfully align. Empirical Outcomes Empirical outcomes are the measurable results of the Magnet Model components in practice. Magnet hospitals are able to use these outcomes to demonstrate the impact of the nursing practice and the organizational environment on patient care, staff professional development, and organizational performance. Through the application of the Magnet Model, healthcare organizations aim to achieve nursing excellence, enhance patient care quality, improve patient satisfaction, and nurture a positive and collaborative working environment for healthcare professionals. [Image: Magnet Organizations and Magnet Hospital Nurses | CHCM] Key Qualities in a Magnet Program Director 1. Proven Leadership An ideal MPD has successfully led an organization through Magnet® Designation or Redesignation, demonstrating skills in document submission, completing demographic information (DDCT), and preparing for and executing site visits. 2. Experience in Shared Governance Enhancing shared governance within...

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### The C-Suite in Healthcare: Roles, Responsibilities, and Synergies

- **URL:** https://chcm.com/news-events/the-c-suite-in-healthcare-roles-responsibilities-and-synergies/
- **Published:** 2023-10-16
- **Modified:** 2023-10-16
- **Author:** CHCM

**Categories:** Relationship-Based Care

The term "C-Suite" refers to the group of top-level executives within an organization whose titles usually begin with the letter "C," standing for "Chief." In the healthcare industry, the C-Suite plays a critical role in shaping policy, overseeing operations, and steering the organization toward its objectives. C-level executives, is another term referring to the C-suite. Once again the "C" stands for "chief," indicating their paramount status in the company. "C-suite" is preferred over "csuite" because the "C" stands for "Chief," as in titles like Chief Executive Officer or Chief Financial Officer. The hyphen in "C-suite" visually emphasizes this association, making it clearer for readers. This article explores the various C-suite executives typically found in healthcare settings, how they collaborate, and more. [Image: C-Suite Officers Work Together | CHCM] How C-Suite Officers Work Together in a Healthcare Setting In a healthcare setting like a hospital, C-suite officers collaborate to ensure the smooth functioning and high performance of the facility. They make collective decisions on budget allocation, patient care standards, hospital growth strategies, management duties and much more. Their shared goal is the betterment of patient care, employee satisfaction, and the hospital's financial health. In a hospital, synergy among C-Suite officers is crucial. For example, the Chief Financial Officer (CFO) must work closely with the Chief Operating Officer (COO) to allocate resources efficiently. Simultaneously, the Chief Marketing Officer (CMO) will collaborate with the Chief Human Resources Manager (CHRM) to ensure that the hospital attracts both patients and quality staff. All C-suite executive positions and titles can have slight variations and responsibilities. Every chief executive responsible has usually worn more than one hat in their career. C-Level Executives vs.&nbsp;Senior Executives C-Level executives are the highest-ranking officers in an organization, responsible for making organizational decisions and strategies. C-level executives have a broader overview and more strategic role in overarching company strategies. Senior executives, on the other hand, handle many daily decisions and often manage departments or divisions but typically report to a C-Level executive. While they have significant responsibilities, they are often being trained for upcoming C suite positions. Having a more tactical and operational role specific to their department they know the risk management and technical leadership skills related to their directors, managers, and employees whom they supervise. [Image: Chief Executive Officer | CHCM] C-Suite Positions in Healthcare and Their Roles In any healthcare organization, the business strategy is often devised and driven by the C-suite and C-level executives. They identify the hospital's goals, set departmental targets, and decide on resource allocation. The collective expertise of the C-suite helps in all major corporate decisions and devising comprehensive strategies that cater to patient care, financial health, technological advancements, and employee satisfaction. Chief Executive Officer (CEO) The Chief Executive Officer (CEO) oversees the entire hospital or healthcare system. The CEO is responsible for the direction of the healthcare organization. They ensure that the hospital or healthcare facility meets its goals, maintains quality care, and remains financially viable. The CEO often answers to a Board of...

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### Chief Nursing Officer: Unsung Heroes That Keep Hospitals Running

- **URL:** https://chcm.com/news-events/chief-nursing-officer-unsung-heroes-that-keep-hospitals-running/
- **Published:** 2023-09-28
- **Modified:** 2024-03-05
- **Author:** CHCM

**Categories:** Uncategorized

In hospitals, around 30% of the workforce is composed of registered nurses, serving as a vital lifeline in the healthcare industry. Despite their significant influence, there is one role that often goes unrecognized: the chief nursing officer (CNO). Chief nursing officers are the backbone of the entire nursing professionals and in hospitals across the country. A chief nursing officers work is a critical position that ensures the smooth functioning of the healthcare facility — streamlining decisions and providing leadership that resonates throughout the entire system. Their impact is far-reaching, playing a vital role in providing quality patient care, business administration and in nursing leadership. [Image: Nursing Leadership | CHCM] What is a Chief Nursing Officer? A chief nursing officer is part of a hospitals c-suite of top-level executives. The role of a chief nursing officer is complex and demanding within nursing administration in a healthcare organization, hospital, or clinical setting. They usually report directly to the organization's chief executive officer. THE CNO's primary responsibility is to set standards of nursing care and to manage and oversee all nursing operations across all medical units, ensuring that the nursing staff is operating efficiently and effectively. CNO Duties The CNO duties include strategic planning, policy development, and workforce management. They ensure that the nursing leadership is adequately trained, competent, and up-to-date with the latest medical practices and regulations. In essence, a CNO is the highest-ranking nurse in a hospital. They serve as health services managers, responsible for driving quality care while nurturing a healthy and progressive work environment for the hospital administrators, registered nurse staff, and all who are a part of supporting nursing professionals within the hospital. [Image: Chief Nursing Officer Salary | CHCM] Requirements To Become a Chief Nursing Officer The first step to become a chief nursing officer is to have a Bachelor's degree in Nursing (BSN). This foundational degree provides an in-depth understanding of patient care, healthcare systems, and medical procedures. Typically, a chief nursing officer must hold an advanced nursing degree. Candidates for a nurse executive position also often need at least a Master’s Degree in Nursing (MSN) or a related field, with many organizations preferring a Doctorate in Nursing Practice (DNP). In addition to formal education, often an aspiring CNO takes extra courses or certifications. A popular certification offered through the American Nurses Credentialing Center (ANCC) is the Nurse Executive certification (NE-BC). Passing the National Council Licensure Examination and becoming a registered nurse is also a standard requirement. Moreover, chief nursing officers usually have extensive experience in actually working as a nurse in various positions and a record of progressing through various leadership roles as nurse leaders. In the U.S., what is the typical compensation for a Chief Nursing Officer (CNO)? As of August 27, 2023, the median chief nursing officer salary stands at $254,630 annually. However, this figure can fluctuate between $217,660 and $296,110, contingent upon various determinants. These factors encompass educational background, relevant certifications, specific skills, and the duration of one's career in the field....

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### A Nurse's Heart

- **URL:** https://chcm.com/news-events/a-nurses-heart/
- **Published:** 2023-09-20
- **Modified:** 2025-02-17
- **Author:** CHCM

**Categories:** Uncategorized

By Mr. Jeff Evoy In 2015 I was working for a major healthcare system's IT Department as a Sr. Manager in the Sacramento area. I was following up with my urologist, a member of another major health system and was informed I had a tumor on my bladder wall and recommended surgery to remove my bladder and probably my prostate. I asked him where he thought the best place would be for my treatment, and without hesitation, he referred me the UC Davis Cancer Center. I will mention that neither of us were affiliated with UC Davis Health or their Cancer Center. I knew UC Davis had a presence in our community like the organizations my urologist and I worked for. What I was unaware of was the impact of UC Davis Health's culture, the emphasis on Relationship-Based Care® or their national Nursing Magnet® Hospital designation would have on my health and healing. All I knew was I was facing the battle of my life and the UC Davis healthcare team were going to be the ones to partner with me through the incredible journey back to health and where I am today. I underwent six weeks of chemotherapy at the UC Davis Cancer Center In October 2015 I underwent six weeks of chemotherapy at the UC Davis Cancer Center, the staff who were with me during this time were nothing less than loving and compassionate people. Early January 2016 a UC Davis Surgical Oncologist fashioned me a "neobladder" from a six-inch section of my lower intestine. He sat with me and explained the procedure necessary to bring me back to my healthy self has the highest rate of post-operative complications and the highest rate of hospital re-admissions of any surgery in medicine. The surgery was successful, I was safely discharged home, and my complications started immediately. Just a week at home and my pain kept increasing. I was readmitted to the hospital with a suspected bowel obstruction. They performed a second surgery to clear the obstruction. After the bowel obstruction surgery I experienced a multitude of complications and went into a severe delirium for the next 28 days. The doctors started me on antipsychotic drugs, and I became combative and violent. I was placed in restraints for days on end. A psychiatrist informed the nurses, "Minimize the use of restraints. It tends to prolong the delirium." What were those poor nurses to do -- if they removed the restraints, I pulled out all my tubes. Leaving the restraints on exacerbated my difficult behaviors . My clinical team had to make tough decisions every day. Simple Tasks Became Quite Complex By the time my agitation and combativeness resolved I had lost 44 pounds and was so weak I couldn't move myself. The doctors said I had to start walking, the idea of getting out of bed was overwhelming and seemed an impossibility. Janice, my nurse coached me on how to get out of bed, simple tasks became quite complex and...

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### Crafting an Effective Succession Plan in Healthcare

- **URL:** https://chcm.com/news-events/crafting-an-effective-succession-plan-in-healthcare/
- **Published:** 2023-09-13
- **Modified:** 2023-09-14
- **Author:** CHCM

**Categories:** Uncategorized

Have you ever wondered what happens to a healthcare organization when a key leader steps down or retires? A well-prepared organization will have a succession plan in place to ensure a smooth transition and maintain the continuity of the hospital, practice, or business. In this blog post, we’ll explore the importance of succession planning, its key components, and best practices to ensure your business continues. Short Summary Succession Planning Means [Image: A Group of People Discussing Succession Planning in a Meeting | CHCM] Succession planning is a proactive approach to identifying and developing key talent and promising employees who have key qualifications for current or future roles in an organization when the current employees and senior leaders in those positions move on or retire. Many organizations recognize that an effective succession plan is essential for continuity of care, employee retention and growth, future opportunities, and leadership development for critical roles. Continuity of Business One of the primary goals of the succession planning process is to ensure smooth transitions and minimize disruptions in critical positions. By identifying key employees and creating a thoughtful succession plan, healthcare organizations and companies can maintain business operations and continue executing their business strategy. This level of preparedness can mean the difference between a company that thrives through inevitable changes and one that struggles to maintain momentum. Employee Retention and Growth A well-executed succession plan not only helps to maintain business continuity, but also supports employee retention and growth. By offering opportunities for advancement and skill development, companies can increase employee engagement and loyalty, ultimately reducing turnover rates. Furthermore, identifying high-potential employees and providing them with tailored development programs, such as job rotation and mentoring, boosts employee satisfaction and prepares them for future leadership roles. Leadership Development Succession planning plays a crucial role in identifying and nurturing potential leaders for critical positions and leadership roles within the organization. By taking a proactive approach and planning for the development of these future leaders, companies can build a strong talent pipeline that will ensure their success in the long run. This process involves identifying and assessing potential leaders, developing their skills and abilities, and providing them with leadership positions. Key Components of an Effective Succession Plan [Image: A Group of People Discussing Key Positions of Effective Succession Plans | CHCM] Creating a successful succession plan involves identifying key roles, evaluating potential candidates, and establishing a readiness system. By focusing on these essential components, healthcare organizations can build a comprehensive plan that addresses their unique needs and ensures a seamless transition of leadership. Succession planning is a critical component of any organization’s long-term strategy. It helps ensure that safety. Identifying Key Positions Determining the critical roles within the organization that require succession planning is the first step in building an effective succession plan. This helps organizations identify the positions that are essential to their organizational chart, business strategy and operations, ensuring that they can maintain continuity and minimize disruptions when key leaders step down or retire. Succession planning is...

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### Relationship-Based Culture &amp; Wellness (RBC&amp;W) at UC Davis Health (UCDH) 2023

- **URL:** https://chcm.com/news-events/rbcw-at-uc-davis-2023/
- **Published:** 2023-09-13
- **Modified:** 2023-09-29
- **Author:** CHCM

**Categories:** Relationship-Based Care

Since 2010, Relationship-Based Care® (RBC) has been integrated at UCDH as a blueprint for technologically precise compassionate care. Evidence of RBC can be found throughout the health system including the way colleagues care for one another and patients, moments of gratitude and acknowledgement as standard meeting and retreat practices, in all Patient Care Services job descriptions and the annual Creative Health Care Insight 360 Peer Review Assessment. [Image: ] In addition to offering the RBC classes and coaching facilitators, RBC leads, Theresa Pak, RN, Nurse Manager and RBC &amp; W Strategist and Jessica Micheletti, MPH, RBC &amp; W Manager, also provide consulting for leaders integrating relational competencies of care and wellness for leadership retreats and team/unit meetings. The RBC Facilitation team includes 37 employees from multi-disciplinary roles, including Innovation Technology, Ambulatory Care, Pharmacy and Patient Care Services (PCS), thus, furthering the science-based, technologically precise, compassionately delivered patient care at UCDH. RBC® classes continued to expand in Fiscal Year 22/23 offering 52 classes to 757 employees; a 37% increase from last year. The participants in 2022 became more diverse, representing the following areas within the health system: Lift Team, Adult Infusion, Pharmacy, Physical Therapy and Occupational Therapy, Patient Experience, Ambulatory Leadership, Employee Health, Transplant Center, Cancer Center, Innovation Technology, Advance Wound Care and Vascular Center, Laboratory Services, Social Work, Food &amp; Nutrition Services, Emergency Department, Pulmonary Services, OR, Pre-Op, PACU, APP, Radiology, GI Outreach, Stroke, Dermatology, and Pediatric Infusion among others. RBC evaluations from FY 22/23 demonstrate the following: While this information is valuable, it is the comments below from our workshop participants that light our way and reveal why we do what we do: Comments from our RBC Facilitators also highlight the value of this work: ~ Tracy Seward, LEO Facilitator and Nurse Practice Manager, Internal Medicine ~ Annie Tat, SMAAP Facilitator and Assistant Nurse Manager II, Patient Care Resources

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### Leadership Development: What it is and Why it's Important

- **URL:** https://chcm.com/news-events/leadership-development-what-it-is-and-why-its-important/
- **Published:** 2023-08-31
- **Modified:** 2025-02-07
- **Author:** CHCM

**Categories:** Uncategorized

In today’s rapidly evolving business and healthcare landscape, developing future leaders with an effective leadership style is more critical than ever. But what does it take to develop the great leaders of tomorrow? In this blog post, we’ll dive into the world of leadership development, exploring its importance, the key strategies for success, and the role of technology in shaping effective leaders. So, are you ready to unlock your leadership potential and drive your organization to new heights? Let’s get started! Short Summary Understanding Leadership Development [Image: Group of Healthcare Leaders Discussing Leadership Development | CHCM] At its core, leadership development is the process that helps individuals gain the skills and knowledge they need to take on leadership roles within organizations. It’s a critical component for the success of any healthcare organization, as it focuses on enhancing an individual’s ability to lead by fostering personal growth, developing key competencies, and implementing effective programs. But what are these key competencies, and how do we develop them? Let’s dive deeper into the world of leadership development. Leadership Development Efforts and Competencies Leadership competencies refer to the core abilities and qualities needed for successful leadership. One of the most essential skills for a future leader is to having strong communication skills. An effective leadership style includes communication, the ability to offer personalized coaching, and enables senior positions to drive their teams and organizations towards their goals. Moreover, the concept of “employeeship” is gaining traction in the leadership development industry, acknowledging that the qualities of a good leader are not too different from the qualities of a good employee. To focus on the interpersonal links in a team, the best leadership development programs emphasize the importance of interpersonal relationships and the development of both those in a leadership role and their team members. Leadership Development Programs in Hospitals Developing leadership competencies programs are designed to: Hospital organizations invest in these programs is to create a more efficient and successful business by developing and implementing organizational behavior, good leaders, high performing employees and fostering a positive impact on the overall culture and work environment. These programs draw on modern leadership models, relying on empirical research and making use of the latest technology to increase success for their organizations data and outcomes. Assessing the organization with a focus on its organizational behavior including C-suite leadership, employees, specific skills, on the job learning, and strategy execution allows a hospital organization to figure out any dysfunctional behaviors and tailor the training to the current situation. A thorough assessment of the organization is the key to successful leadership development programs. Why is Leadership Development Important? [Image: Leadership Development Program | CHCM] Leadership skills and development are incredibly important for any organization and imperative within hospitals. They help create strong teams and ensure successful completion of initiatives, projects, and other work functions. When done properly, leadership development can have a real impact, bringing benefits such as: A lack of capable leadership talent can be very costly for organizations, from the...

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### If 99.9% Were Good Enough

- **URL:** https://chcm.com/news-events/if-99-9-were-good-enough/
- **Published:** 2023-08-08
- **Modified:** 2023-08-08
- **Author:** Gen Guanci

**Categories:** See Me as a Person

Lately it seems I have been hearing so many people say something along the lines of “oh, it’s good enough”. While almost completing something or being unsure it is accurate may work in some cases, in most it will not. The list that follows has been around for a while. I think it is valuable to re-visit every year as some of the 1% that isn’t done, or done incorrectly, can have lifelong effects. If 99.9% Were Good Enough, then… If you are tired, burnt-out, or just rundown. Please take some time to do whatever it will take to re-charge your battery. Do this for yourself!

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### A Message from Gen Guanci

- **URL:** https://chcm.com/news-events/a-message-from-gen-guanci/
- **Published:** 2023-08-07
- **Modified:** 2025-06-26
- **Author:** Gen Guanci

**Categories:** Uncategorized

Welcome to the Summer 2023 edition of the Excellence Exchange. This is our 90th edition, having been published every quarter since Quarter 1, 2015! Our distribution has grown to 7660 people that we are aware of. We also know several of you share the newsletter with others and we support that. If you share, please encourage your colleagues to sign up for their own copy by sending a newsletter request along with name and email to chcm@chcm.com CHCM will be at the Magnet Conference If you will be at the 2023&nbsp;Magnet Conference, Oct 12th&nbsp;– 14th, please stop by Booth # 2016 in the Exhibit Hall. The Cultures of Excellence team will be there to answer your questions as well as share best practices for your journey. We will also be offering live demonstrations of our Demographic Data and Professional Portfolio Platform (see Solutions Spotlight for more information on this). In addition, we would love to meet the individuals who read our newsletters.

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### Shared Governance: How Do Councils Make Decisions?

- **URL:** https://chcm.com/news-events/shared-governance-how-do-councils-make-decisions/
- **Published:** 2023-08-04
- **Modified:** 2024-03-05
- **Author:** Amber Orton

**Categories:** Uncategorized

Shared governance councils are an excellent venue to empower and engage those at the point of care in decisions that impact their practice and the practice environment. Empowered councils do not merely give input or make recommendations, they are given (and accept) the responsibility, authority, and accountability to MAKE DECISIONS. Facilitate Successful Decision Making To facilitate successful decision-making, leaders must clearly articulate any criteria or guardrails that a decision must adhere to. This may include things such as the budget, approved vendors, policies, timeline, and any other important parameters that the decision must fit within. When teams are empowered to make decisions, it’s important for everyone to understand HOW those decisions will be made. How will councils, often comprised of individuals with varied perspectives, interests, experiences, and roles, arrive at a mutual decision that everyone will support? Decisions for the Greater Good First and foremost, individual council members need to understand and agree that they are making decisions for the greater good; that they are representing their organization, department, unit, or service line. This is an important concept for everyone to understand so that decision making occurs through a larger, representative lens as opposed to a narrow, personal lens. Second, there needs to be an established process for making decisions. One decision-making method that is often observed among councils is voting. Council members vote on various proposed solutions and the solution with the most votes “wins”. The challenge with making decisions through voting is that not all council members may support the decision. Any concerns or hesitations may not have been adequately discussed or considered. When a council votes, inevitably there will be some who support the decision and some who do not. Council members who don’t support the decision may struggle to gain the engagement and buy-in of others when they themselves have hesitations. Councils may experience challenges implementing and/or sustaining decisions made through voting. Consensus Decision Making The decision-making method that we advocate for at Creative Health Care Management is consensus. Consensus is a process whereby council members work together to find a mutually acceptable solution that all team members will support. It is group solidarity in sentiment and belief, an in-general agreement, and collective opinion. For shared governance councils, solidarity in decisions among council members is crucial. It doesn’t mean that it’s everyone’s favorite decision, but it does mean that everyone will support it. Arriving at decisions through consensus leads to enhanced decisions, smoother implementation, and improved relationships. To facilitate consensus decision-making, council members must be well-trained in consensus, be willing to be open and honest with each other, engage in dialogue about the proposed solution, suspend judgement, and actively listen to each other. Large group sizes can make this challenging (but not impossible), so it’s important to be mindful of council size when determining the ideal council composition. Councils may also benefit from having a skilled facilitator attend their meeting to ensure that everyone’s voice is heard during the decision-making process. Council Members Trained in Consensus...

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### Unlocking Success: Unit-based Council Ideas for Shared Governance in Hospitals

- **URL:** https://chcm.com/news-events/unit-based-council-ideas/
- **Published:** 2023-08-03
- **Modified:** 2023-08-03
- **Author:** CHCM

**Categories:** Uncategorized

In the rapidly evolving healthcare industry, effective professional/shared governance is crucial for driving positive outcomes and maintaining excellence in patient care. Hospitals worldwide are increasingly embracing shared governance models to empower healthcare professionals and promote collaborative decision-making. One example of these models is the unit-based council (UBC). UBC ideas play a pivotal role in achieving shared effective governance and are especially vital for hospitals on the journey toward obtaining or retaining a coveted Magnet® designation. In this article, we will delve into the concept and structure of unit-based councils, and present innovative ideas for their successful implementation. Shared Governance in Hospitals By fostering a collaborative environment, shared governance empowers frontline workers and enhances their sense of ownership and accountability. Additionally, it aligns the organization and manager's goals with the needs and expertise of the staff, resulting in improved job satisfaction, increased retention rates, and ultimately, enhanced patient care. Understanding Unit-based Councils These councils form the foundation of shared governance structure in hospitals. They comprise interdisciplinary teams representing specific units or departments within the healthcare facility. Essentially, their purpose is to provide a platform for staff members to collaborate, voice their concerns, identify areas for improvement, and contribute to the shared decision-making processes that directly impact their department, unit and patient care outcomes. UBC Ideas for Success By providing a platform for staff members to voice their concerns, contribute to decision-making processes, and identify areas for improvement, unit-based councils play a vital role in enhancing patient care outcomes and promoting a culture of excellence.&nbsp; In this section, we will explore six key shared governance programs that can empower nurses and other staff to improve communication, standardize best practices, and prioritize patient-centered initiatives. By embracing these ideas, hospitals can unlock the full potential of professional governance and drive success in the future direction towards obtaining or retaining a Magnet® designation or other national recognitions. Empowering Staff through Education and Training UBCs should participate in ongoing education and training opportunities for their nurses and members. By providing access to workshops, seminars, and certification programs, nurse councils can enhance the knowledge and skills of nurses and their staff, promoting nursing professional development and fostering a culture of continuous learning. Standardizing Best Practices In addition, UBCs can act as catalysts for standardizing best practices across different units. By sharing successful strategies, protocols, and guidelines, councils can promote consistency in care delivery, enhance patient safety, and improve overall outcomes. Ways to go about it are through goal setting with outcome measures, utilizing benchmarking and knowledge-sharing sessions. Promoting Patient-centered Initiatives Unit councils should also strive to implement patient-centered initiatives that focus on improving the overall patient experience.&nbsp; This could involve developing programs to gather patient feedback, making recommendations, involving patients and other nurses in the care planning process, and incorporating patient satisfaction metrics into performance evaluations. In prioritizing your patients’ needs, you drive better outcomes and strengthen the practice, organization and practice's reputation. Supporting Research and Evidence-based Practice Encouraging the different departments to engage in studies and...

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### AORN: Association of Perioperative Registered Nurses

- **URL:** https://chcm.com/news-events/aorn-association-of-perioperative-registered-nurses/
- **Published:** 2023-07-25
- **Modified:** 2023-07-25
- **Author:** CHCM

**Categories:** Uncategorized

In the fast-paced world of healthcare, perioperative nurses play a vital role in ensuring patient safety and optimal outcomes during surgical procedures. One organization at the forefront of empowering and supporting these dedicated professionals is the Association of periOperative Registered Nurses (AORN).&nbsp; This article is to offer a glimpse at AORN, a wonderful organization with standards and guidance for this specialized nurse profession. What Is AORN? AORN stands for the Association of periOperative Registered Nurses. It is a professional and influential association that represents perioperative nurses across the globe. They strive to enhance perioperative practice, promote patient safety, and advance the expertise of perioperative professionals. The organization publishes new recommendations, findings, and articles through their peer-reviewed nursing publication, AORN Journal, in order to guide not only perioperative registered nurses but all other workers in the healthcare profession. The Role AORN Plays Since its founding in 1949, AORN has been committed to providing perioperative nurses with the guidance, education, and support they need to excel in their vital role. The organization's goal is to promote excellence in perioperative nursing practice, ultimately contributing to optimal patient outcomes and safety using evidence-based practices. The organization provides resources, educational programs, and guidelines that help perioperative nurses deliver the highest quality care. The AORN also offers various resources to help nurses and healthcare workers improve their skills. This includes not only workshops and comprehensive training to help nurses comply with a new guideline but also leadership development courses. Perioperative Nurses: Guardians of Patient Safety Perioperative nurses are highly skilled healthcare professionals who specialize in providing care to a patient through all stages of their surgical procedure. This means they are there to ensure the safety of of each patient before, during, and after an operation. They ensure the smooth operation and safe function of any surgical operation, prioritizing the safety and well-being of every patient. Perioperative nurses are essentially the backbone of the operating room. They collaborate with others involved in the procedure to provide comprehensive patient care. [Image: Different Kinds of Perioperative Nurses | CHCM] Different Kinds of Perioperative Nurses There are different categories of specialized professionals within the field of perioperative nursing, each with a unique set of skills and responsibilities. Despite the difference in their duties, they all contribute to the well-being of every person in their care. The categories of periop nurses include: Guidelines Perioperative Nurses Follow Perioperative nurses adhere to evidence-based guidelines. One of the organizations that set forth such guidelines is AORN. In fact, the industry widely considers the AORN's Guidelines for Perioperative Practice as the gold-standard in evidence-based recommendations to ensure utmost safety in perioperative care. These guidelines encompass a wide range of topics, including infection prevention, surgical site management, sterilization practices, and patient advocacy. Some of the guidelines that AORN sets for operating room nurses are: Surgical Site Infection Prevention: These include strict protocols for hand hygiene, surgical attire, and surgical site preparation. They ensure proper sterilization and handling of instruments, as well as maintaining a sterile...

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### Unlocking the Power of Good Patient Experience: A Comprehensive Guide

- **URL:** https://chcm.com/news-events/unlocking-the-power-of-good-patient-experience-a-comprehensive-guide/
- **Published:** 2023-07-19
- **Modified:** 2023-07-19
- **Author:** CHCM

**Categories:** Uncategorized

Have you ever considered how increased patient satisfaction and experience with a health care providers can impact the overall health journey? As healthcare continues to evolve, understanding and improving both patient care and the patient experience has become a crucial aspect for health care organizations worldwide. In this comprehensive guide, we’ll dive into the world of good patient experience, its impact on patient safety and patient satisfaction, and the various methods and strategies for enhancing it. Ready to unlock the power of patient experience? Let’s get started! Short Summary [Image: Human Experience and Increased Patient Satisfaction | CHCM] Defining Patient Experience Imagine healthcare systems where every interaction with healthcare professionals and providers leaves you feeling heard, respected, and satisfied. That’s the ultimate goal of patient experience! It encompasses all aspects of a patient’s journey within the healthcare system, including: Understanding patient experience is vital for healthcare facilities looking to provide tailored, personalized care and improve patient safety and quality medical care through patient experience measures, such as patient experience surveys. Interactions with Providers Healthcare providers play a crucial role in shaping patient experience. Healthcare research shows that providers that are able to empathize, respect, and provide accessible health care services can directly influence patient perceptions and engagement. When patients feel genuinely heard and supported, they are more likely to trust their healthcare providers and adhere to care plans, ultimately leading to improved health outcomes. So, how do we measure such interactions? CAHPS surveys focusing on communication and accessibility. are a standardized method for assessing patient experience. Patient-Centered Care Patient-centered care is all about understanding the unique needs and preferences of each patient, ensuring a holistic approach to their healthcare journey. This approach acknowledges the humanity of patients, focusing on their physical, mental, and social well-being, as defined by the World Health Organization. When organizations prioritize patient-centered care, they can positively influence patient perceptions and create a supportive environment that fosters engagement and adherence to care plans. [Image: Patient Centered Care | CHCM] The Impact of Patient Satisfaction on Patient Experience Patient satisfaction is a key component of patient experience, influenced by the extent to which their expectations are met and the quality of care received. In fact, patient satisfaction and patient experience are two different but interconnected aspects of the healthcare system. Research shows that hospitals with excellent customer experience have net margins that are 50% higher, on average, than those providing only average customer experience. So, how do we measure and understand patient satisfaction? Measuring Patient Satisfaction Assessing patient satisfaction involves evaluating various aspects of care, such as communication, accessibility, and overall quality. Qualitative and quantitative methods like surveys, interviews, focus group discussions, and patient forums offer valuable insights into patient satisfaction levels, ultimately shaping improvement efforts. Patient feedback is essential for identifying areas of improvement, ensuring that patients receive the best care possible, and enhancing patient loyalty and satisfaction. The Role of Expectations Expectations play a significant role in determining patient satisfaction. Meeting or exceeding these expectations can...

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### Everything You Need To Know About Magnet® Hospitals (Including Tips To Become One)

- **URL:** https://chcm.com/news-events/everything-you-need-to-know-about-magnet-hospitals-including-tips-to-become-one/
- **Published:** 2023-07-11
- **Modified:** 2023-08-21
- **Author:** Marky Medeiros

**Categories:** Uncategorized

Clinical nurses are the backbones of the healthcare system. Without them, hospitals would not be able to provide the highest level of patient care for those who need it most. That's why these exceptional nurses deserve to work and thrive in the best healthcare facilities available: Magnet hospitals. Magnet-designated hospitals are some of the most highly-regarded healthcare systems in the world, and many nurses strive to be a part of this elite group. The American Nurses Credentialing Center (ANCC) recognizes these healthcare organizations for their exceptional, professional nursing practice, excellent patient outcomes, and continuous professional development. So what exactly is a Magnet hospital? What do these facilities have to offer that non-Magnet hospitals don't? And, how do hospitals achieve their Magnet designation? This blog post will answer all of these questions and provide tips to help your hospital receive Magnet designation. [Image: Magnet Hospital | CHCM] What Is a Magnet Hospital? A Magnet hospital is a medical facility that has achieved the highest level of nursing excellence as recognized by the American Nurses Credentialing Center (ANCC). In addition to providing superior patient care, Magnet-designated hospitals use the latest nursing practice methods and technological innovations for better patient outcomes, nurturing nursing talent and ensuring the highest quality of care. These Magnet organizations also promote nurse empowerment by continuing nursing education, fostering a collaborative culture among nurses, and involving Magnet nurses in critical decision-making processes. They also enrich clinical knowledge, values, and experiences, helping Magnet nurses flourish and promoting nursing excellence. Because of these factors, at most Magnet hospitals, hospital nurses feel valued and respected, which leads to improved job satisfaction, better nurse outcomes, and lower turnover rates. Nursing jobs at Magnet hospitals became lucrative and rewarding roles. Many nursing professionals aspire to work in Magnet hospitals, and many new graduates dream of working at a Magnet-designated hospital as their first nursing job. Interestingly, some critics believe that nurses who work at hospitals with Magnet recognition have similar levels of job satisfaction and nurse empowerment as those in non-Magnet organizations. They also question Magnet hospital recognition for being challenging to attain and lasting for four years.&nbsp; However, several studies, including a 2020 American Journal of Nursing study, examined how Magnet hospitals affects patient, nurse, and organizational outcomes. In this study, researchers found that most Magnet hospitals have lower rates of nurse burnout, shortages, turnover, and job dissatisfaction than non-Magnet hospitals. There were also lower rates of patient falls, mortality, pressure ulcers, and hospital-acquired infections. Additionally, a Gallup survey showed that the average job at a Magnet facility encounters 7.1% fewer safety-related incidents and considerably lower rates of nursing staff injuries and blood and body fluid exposure. It also found that Magnet facility nurses are more engaged, have better job satisfaction, and are more likely to stay in their current roles, all of which improve patient outcomes and the overall success of the healthcare facility. [Image: Magnet Recognition | CHCM] How Did the Magnet Recognition Program Start? The idea for the name came...

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### Unifying All Nurses: A Comprehensive Look at the 5-step Nursing Process

- **URL:** https://chcm.com/news-events/unifying-all-nurses-a-comprehensive-look-at-the-5-step-nursing-process/
- **Published:** 2023-07-05
- **Modified:** 2023-07-05
- **Author:** CHCM

**Categories:** Leading an Empowered Organization

Every profession needs a blueprint to standardize the demands associated with it. Ida Jean Orlando recognized this reality and developed the nursing process in 1958. She established this standard to guide nursing care practitioners, which remains relevant to this day. The nursing process is a five-step systematic approach to care. It utilizes critical thinking skills, patient-focused care, goal-oriented tasks, recommendations, evidence-based practices, and nursing intuition. This process also integrates holistic and scientific postulates, serving as the foundation of compassionate, quality care. Its steps apply to all types of nurses. In this post, we define different kinds of nurses and the five processes they go through. [Image: Nursing Diagnosis | CHCM] Different Types of Nurses Every nurse undergoes a thorough educational and professional program and uses the nursing process’s core values to guide their work. However, a nurse’s role can differ based on the specific responsibilities of the nursing profession. Some nurses work directly with communities and deliver patient care while others might focus on research-related activities. Today, the U.S. divides nursing roles into three categories.&nbsp; Registered Nurse Registered nurses (RN) provide direct patient care wherever necessary. They are the backbone of the United States healthcare system. On top of being healthcare experts, RNs also provide nursing education, health promotions, and counseling services. Other key responsibilities associated with RNs include performing physical exams, reviewing a patient’s health history to make proper decisions, administering medications, and personalizing interventions. RNs may also coordinate care with other health care professionals. Advanced Practice Registered Nurse Advanced practice registered nurses (APRN) are RNs with a master’s degree or higher. They are graduate-level healthcare professionals that have all the standard nursing education and licensing requirements of RNs. APRNs are responsible for providing public primary and preventative health care services. They also diagnose illnesses, treat diseases, advise the public about current health issues, and manage their patients’ chronic disease symptoms. APRNs may practice specialist roles. For example, they can provide gynecological care as certified nurse-midwives. Meanwhile, clinical nurse specialists can assist with physical and mental health problems. Other APRNs include nurse practitioners and nurse anesthetists. Licensed Practical Nurse Also known as licensed vocational nurses, licensed practical nurses (LPN) are supportive members of healthcare teams. They usually have an RN, APRN, or MD to supervise them. LPNs ensure a patient’s well-being through their entire care journey, which includes providing basic healthcare services and performing routine medical assistance. They could monitor any deterioration or improvement in a patient’s vital signs. These healthcare professionals also apply bandages, change wound dressings, and administer medications when needed. They also make sure to keep patients hydrated and monitor that they have their meals at the right time. LPN careers include pediatric nurses, oncology nurses, and emergency room nurses. [Image: Nursing Assessment | CHCM] What Is the Nursing Process? Although there are different categories of nurses who have unique roles depending on their specialties, they all follow the nursing process. This common factor is the core of every nursing practice, ensuring they deliver comprehensive patient-centered...

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### Understanding HCAHPS Scores and How To Improve Them

- **URL:** https://chcm.com/news-events/understanding-hcahps-scores-and-how-to-improve-them/
- **Published:** 2023-06-13
- **Modified:** 2023-10-03
- **Author:** CHCM

**Categories:** Leading an Empowered Organization

Hospitals worldwide see millions of patients from all walks of life for different medical reasons. In the U.S. alone, over 7,000 active hospitals provide medical care to those who need it. If there's one crucial question we have to answer regarding the quality of care these hospitals offer, it's this: how effective are they? This is where HCAHPS scores come in. What Is HCAHPS? The Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) survey is the first national standard survey on patients' perspectives of hospital care. The publicly reported survey is a data collection method to measure patient satisfaction, reflecting the importance of hospital effectiveness through hospital consumer assessment. In 2002, the Centers for Medicare and Medicaid Services (CMS) partnered with the Agency for Healthcare Research and Quality (AHRQ) to develop and test the HCAHPS survey. It was in May 2005 that the National Quality Forum (NQF) established this standardized method of healthcare quality measurement and reporting. Many healthcare facilities have initiated efforts to learn patient satisfaction for internal use, but the HCAHPS survey encourages hospitals to bring a more standardized approach that allows easy comparison. With the HCAHPS, the public gets valid, objective, and meaningful comparisons between hospitals locally, regionally, and nationally. [Image: Measuring Patient Satisfactions Scores | CHCM] Administration of the HCAHPS Survey The HCAHPS Survey comprises 29 items, of which 19 encompass critical aspects of the hospital experience, such as communication with hospital staff, cleanliness, overall rating, and more. A random sample of adult discharged patients with different medical conditions receive the survey between 48 hours and six weeks after their hospital stay. The four approved modes of HCAHPS administration are mail, telephone, mixed (mail and then telephone follow-up), and Active Interactive Voice Response (IVR). The survey is empowering as it allows the expression of a patient's experiences. At the same time, hospitals use the survey as a tool for improving their patient experience. HCAHPS Sections and Questions The HCAHPS survey has different sections to evaluate various clinical care aspects. Through these questions and the adult patients' answers, hospitals learn how they do in different areas and determine the need for improvement. The sections include the following: Some of the HCAHPS questions include how often the nurses treat the discharged patient with courtesy and respect during their stay in the hospital and how often doctors explain things in ways the patients understand. There are also demographic and screening questions for additional HCAHPS data. HCAHPS Scoring Now, let's use figures to understand how the HCAHPS helps hospitals ensure they provide the best care to their patients. The HCAHPS summary score has a 5-star rating scale, with 5-star as the highest. This summary score is the average of the hospital's ratings on the 19 main items. The public can view HCAHPS scores through the HCAHPS website, with the reports divided into three "HCAHPS Boxes:" Hospitals can get into the top-box through a combination of factors, including the following: When a hospital gets numerous "Always'" ratings on the survey...

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### Voice of the Board Chair

- **URL:** https://chcm.com/news-events/voice-of-the-board-chair/
- **Published:** 2023-06-09
- **Modified:** 2025-06-26
- **Author:** CHCM

**Categories:** Uncategorized

How do you tell care takers to take care of themselves? How do you tell them how important they are to this world? How do you express the gratitude of an entire people - really, an entire nation? I believe the real answer is that you can’t. But we must never, never stop trying. My fortunate board position has allowed me to participate in the Re-igniting the Spirit of Caring three-day program, aimed at both telling our caregivers how much they mean to us as leaders and patients, and beseeching them to renew, discover, invent ways to care for themselves in the aftermath of the pandemic and on into the future. What they have done for us, here locally and across the world, is beyond selfless, beyond heroic. They’ve given of themselves beyond description, and it is time - high time - for our system to give back, telling them all that it is okay, in fact essential for them to pause and refresh themselves; at the same time, they need to look to the future, “re-igniting” their personal and professional flames. Through discussion, panels, and caring circles, I watched many eyes open to their shared plight, many acts of support, some tears, and, yes, laughter. How sweet that laughter. They heard patient/family stories that brought their experiences to the fore, and allowed for questions, bringing great clarity to the impact of their work. They tried out common language that helped them help others both colleagues and patients alike in those difficult moments of confusion and occasional doubt. They honed communication skills, and identified just the kind of colleague and professional caregiver each wants to be and to model for others. They expressed beautiful opinions and ideas around how to care for patients/families who are at their most vulnerable. They rose to the intent of this three day program, individually and as a group, having shared something truly transformational, truly special. Personally, I am exceedingly proud of our system for giving the time and the treasure to those who have given so much to so many. I participated in the entire three days, and I observe a patient/family panel each month, and each time it reignites my own spirit, just know that we are making a difference to our most important (human) resource. I look into their eyes and listen to their stories and know there is good - so much good - in this world. Kate MinetteBoard Chair, St.&nbsp;Luke’s – Cedar Rapids, IA

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### Inspiring Connections

- **URL:** https://chcm.com/news-events/inspiring-connections/
- **Published:** 2023-06-09
- **Modified:** 2025-06-26
- **Author:** Mary Koloroutis

**Categories:** Uncategorized

It is my privilege to introduce you to the first edition of our Relationship-Based Care® newsletter, Inspiring Connections. It is our vision that Inspiring Connections will serve as a resource for you and your colleagues as you work every day to cultivate compassionate, healing cultures for the patients and families you serve, but equally important, so that you and your colleagues are supported and able to thrive in the meaning and purpose of your work. So why illuminate “connections”? Because a Relationship-Based culture is nourished through connections. Human connection facilitates healing, hope, and creativity. It promotes a sense of belonging and a commitment to shared purpose and meaning. As we lift up the importance of connections, we remember that experiences of isolation diminish a sense of inclusion and belonging and of knowing and believing that we and the work we do matters. In 2017, in our book, Advancing Relationship-Based Cultures we offered the following thoughts about the complexity of working in health care and the vital need for us to connect with each other. M. Koloroutis and D. Abelson The truth of this paradox has even more meaning today as we strive to reconcile the impact of the pandemic and the need to care for and support each other moving forward. We must not allow ourselves, our colleagues, or our patients to be isolated. We need each other to tap into our collective strength and literally hold each other up through both the difficult and ordinary times. Cultivating Connection in 3 Key Relationships as Defined in Relationship-Based Care Focus of Connection Elements Impact Benefits Self Awareness Ownership (R+A+A) Growth mindset Compassion Foundational for all other relationships. Takes responsibility, authority, and accountability for quality of relationships. Promotes continuous learning and improvement. Compassion for others begins with compassion for self. Greater resilience and sense of optimism based on awareness and intentional actions. Self-compassion supports the capacity to work with complexity and focus on learning and improvement rather than judgment and blame. Team Shared purpose Healthy communication Psychological Safety Belonging Mattering A commitment to shared purpose aligns the teams’ actions and relationships with their “why”. Open and honest communication and being listened to, seen, and validated promotes a sense of belonging, safety, and knowing that their contributions matter. People are inspired to contribute when they are aligned with clear purpose and meaning. When team members feel heard, prepared, safe, supported, valued, included – when they experience that their work and their contributions matter – they will offer ideas and solutions , and support each other through good times and difficult times. Patients and Families Therapeutic connection Compassion Safety Quality care Conveys acceptance and respect for the person receiving care by: attuning (meeting the person where they are); wondering (being genuinely interested in the person); following (listening and validating); and holding (clinical and relational proficiency and compassion) A positive patient experience with focused attention, intentional transitions, and proactive information sharing. Impacts quality and safety. Promotes patients/families ability to cope, gain understanding and take ownership...

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### Voice from the Field

- **URL:** https://chcm.com/news-events/voice-from-the-field/
- **Published:** 2023-06-09
- **Modified:** 2025-06-26
- **Author:** Brenneman Christine

**Categories:** See Me as a Person

Community Health Network, Indianapolis, IN Relationships are part of our mission, vision, and values at Community Health Network and we believe Relationship-Based Care (RBC) enhances all that we are committed to for our patients and our caregivers (employees) by encouraging well-being for ourselves as an intentional practice. We are integrating RBC and See Me as a Person concepts into various aspects of our organization and across our multidisciplinary workforce and are slowly expanding and enhancing with each intentional step forward. We encourage every caregiver, no matter their role, to attend the two day See Me as a Person workshop retreat that focuses on the personal awareness, professional knowledge, and practical, repeatable skills required to "see each patient as a person" with their own unique story and response to their need for care.&nbsp;Positive feedback from previous sessions have demonstrated the See Me as a Person workshop is an inspirational and valuable practice for strengthening our ability to connect with patients and their loved ones, our colleagues, and ourselves in our fast paced, complex health care environments.&nbsp;This is an investment in deepening and sustaining our journey of Relationship-Based Care and Community culture.&nbsp; Quotes from See Me as a Person participants [Image: Quotes from See Me as a Person participants | CHCM] With the change in flow of the world, Professional Shared Governance Network Congress presented the Caring for Caregiver Well-being events held around the Network when we were unable to have our normal annual celebration related to Covid….that didn't stop us from reaching out to all of our caregivers with a 'Well-being Walkthrough event! There were seven events across our regions. Many worked tirelessly to pull together a traveling roadshow that focused on the well-being aspects of Care of Self and Care of Coworkers so we can Care for Others. We were able to create a pleasant environment that allowed us to walk through a variety of activities, share in food, and be able to take a moment to care for ourselves and lift each other up. Festivities included: prize drawings at each location, pet therapy, sno-cone cart, signature board, gratitude hearts to share a message with another coworker that were displayed in each Region, massage therapy, refreshments (coffee, hot chocolate, water, donuts and cookies from local bakeries, fruit, and nuts). Many thanks to our amazing Nutrition Services teams for the great snacks and coordinating with our local bakeries! RISE team (Resiliency In Stressful Events), EAP team (Employee Assistance Program), and Chaplains all had booths for information and discussion at each Region. We received such great feedback from our Caregivers that did attend! Many Leaders at all levels were present to serve, support, and have positive interactions with Caregivers. Several Caregivers loaded up their carts to take snacks back to their busy teams. All of the vendors, both from our Network and outside of it, stated they had never been a part of this type of event and have never seen another organization do something of this magnitude for their caregivers. This...

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### What Is Cultural Competence?

- **URL:** https://chcm.com/news-events/what-is-cultural-competence/
- **Published:** 2023-06-06
- **Modified:** 2023-06-06
- **Author:** CHCM

**Categories:** Re-Igniting the Spirit of Caring

Even though people come from different cultural backgrounds, everyone deserves the same quality of healthcare. However, cultural differences can lead to confusion, misunderstandings, and health disparities in the level of care patients receive. This makes cultural competence important in health and human services. Cultural competence is the ability to work effectively cross-culturally with people from different cultural groups. It involves developing an understanding of the cultural backgrounds of your patients and being aware of how those cultural contexts affect their views, beliefs, values, norms, needs, language, and communication styles. Healthcare providers must have a comprehensive understanding of cultural competency to provide the best possible care for their patients. Learning about different cultures, beliefs, and practices can help ensure everyone receives the same quality of care regardless of cultural background or identity. This blog post answers the question, "What is cultural competence?" and explores its significance in the healthcare setting and addresses how to become more culturally competent to ensure all patients receive the same level of quality care. [Image: Cultural Competence | CHCM] Defining Cultural Competence Before delving into cultural competence, it's essential to understand the meaning of culture and competence. Culture refers to the integrated patterns of human behavior, customs, values, thoughts, beliefs, actions, and institutions that are shared by a specific ethnic, racial, religious, or social group of people. These cultural beliefs influence how people think, behave, and perceive the world. On the other hand, competence is defined as the ability to function effectively and efficiently in any given situation. It involves the knowledge, skills, ability, behavior, and attitude needed to accomplish a task or activity. Cultural competence is the ability to interact effectively with people from different cultural backgrounds while respecting their beliefs, values, and norms. It also involves cultural awareness, cultural sensitivity, and the ability to adapt your practices to meet the needs of culturally diverse individuals. Cultural competence starts with self-awareness and an understanding that different people have different ways of looking at and interpreting the world. It also involves self-reflection, recognizing our beliefs and biases, learning about other people's cultures, developing cultural sensitivity, and adapting to cross-cultural differences. Cultural competence requires action, not just awareness and understanding. It goes beyond just knowing about another person's culture and focuses on practical applications and implementation of cultural knowledge in everyday life. This includes actively learning about other cultures, being open to feedback from culturally diverse individuals, and utilizing available resources to become more culturally competent. Additionally, culture and language often go hand in hand, as the National Prevention Information Network (NPIN CDC) emphasizes. It defines cultural and linguistic competence as "a set of congruent behaviors, attitudes, and policies that come together in a system, agency, or among professionals that enables effective work in cross-cultural situations." This stresses the importance of overcoming language barriers and focusing on cultural diversity to provide culturally appropriate care tailored to the individual's needs and beliefs. [Image: Cultural Differences | CHCM] The Importance of Cultural Competence Cultural competence is an essential skill...

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### Climbing the Ladder: Nursing Management as a Career

- **URL:** https://chcm.com/news-events/climbing-the-ladder-nursing-management-as-a-career/
- **Published:** 2023-05-31
- **Modified:** 2023-07-03
- **Author:** CHCM

**Categories:** Shared Governance

Are you looking for a rewarding career in nursing? Do you want to take your passion for evidence based information, greater understanding of communication, practical ideas on hospital unit staffing, education, research and process and make a difference while growing professionally? If so, then consider nursing management as an opportunity. As a nurse manager, you will have the chance to grow in your field and make lasting impacts on patients and their families. Nurse management encompasses many different roles, including overseeing day-to-day operations at hospitals and clinics, mentoring nurse leaders, nurse managers, nurses and other staff members, creating schedules and managing assignments, implementing policies regarding quality safety protocols, and more. With all of these responsibilities come great opportunities to help shape the future of nursing while reaping the personal satisfaction of knowing that you’re making a positive impact each day. Read on to learn more about this viable option for those seeking an exciting role within their industry! [Image: Nurse Leaders | CHCM] Understanding Nursing Management Nursing management is a career field that requires an individual to possess a wide range of qualifications. Clinical and administrative knowledge is necessary to succeed in this profession. Nurse managers have the responsibility of providing direction and encouragement to the team. Besides ensuring the delivery of patient care, they must also have the ability to establish supervision and procedures related to staff management duties.&nbsp; This challenging role can significantly impact the nurse manager, demanding sound knowledge across multiple care areas. Every day brings new opportunities for them to lead and motivate the support teams to deliver high-quality aspects in care and uphold standards of excellence within the clinic or hospital organization. Ultimately, nurse managers guide their teams by demonstrating commitment and daily leadership qualities entailing integrity, respect, accountability, communication, and dedication. [Image: Nurse Managers | CHCM] Nursing Management Responsibilities Nurse leaders, such as nurse managers or clinical coordinators, are accountable for various tasks and duties. Some of these include: Some nursing leaders also work with outside agencies or organizations such as Medicaid, Medicare, and other insurance providers to coordinate and manage complex cases and service. [Image: Registered Nurse | CHCM] Preparing for a Career in Nursing Management Leadership functions in a healthcare setting require individuals to possess specific qualifications and experience. Additionally, this position goes way beyond having just a nursing degree. To achieve this role, you must combine clinical knowledge with leadership and business acumen to become a successful manager in your organization. If you are interested in pursuing a career in nursing management, there are several steps to take: 1. Obtain a Bachelor’s or Master’s Degree in Nursing If you aspire to become a nurse manager, obtaining a bachelor’s or master’s degree in nursing is essential to achieving your goal. With these degrees, you will develop the necessary expertise and proficiency to lead healthcare organizations effectively. This will enable you to seamlessly navigate the intricacies of the healthcare industry and overcome the challenges that come with it. The program’s curriculum will also...

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### Magnet® Readiness : 7 Essential Steps

- **URL:** https://chcm.com/news-events/7-essential-steps-to-magnet-readiness/
- **Published:** 2023-05-10
- **Modified:** 2023-05-10
- **Author:** Gen Guanci

**Categories:** Thought Leadership, Magnet

The journey to Magnet® is long and intense under even the best circumstances. If you're&nbsp;considering embarking on the most rewarding professional journey of your life, here are&nbsp;seven things you'll want to do to prepare. 1: Conduct a Readiness Assessment Some people refer to this as a gap assessment. Regardless of what you call it, it's&nbsp;vital that you fully understand where you're starting from and where your current&nbsp;challenges and strengths are. A wise organization has this assessment completed by an external,&nbsp;non-biased individual. If you do this, be sure the individual has many years of&nbsp;experience in a wide variety of organizations that have been successful in attaining&nbsp;Magnet® designation. When looking for an external consultant, your initial&nbsp;questions should be: 2: Create your Budget Your overall Magnet® journey budget will have elements that are dependent upon&nbsp;your readiness results. In addition, it will be a multi-year budget. Items you want to&nbsp;be sure to include, beyond the human resource of a Magnet® Program Director, are&nbsp;as follows: Also, consider including monies to support the structures and processes needed for a&nbsp;successful Magnet ® journey such as councils, professional advancement&nbsp;program, and nursing research. Other budget considerations include document set-up costs, marketing costs both before and after designation, celebration costs when you receive your designation,&nbsp;and finally, cost to sustain your designation. If you don't know these numbers,&nbsp;check with an experienced Magnet® consultant. It's essential that your numbers are&nbsp;realistic. 3: Educate Yourself When it comes to participating in a Magnet® journey, there is no such&nbsp;thing as too much education. I have seen 6 iterations of the Magnet®&nbsp;program and manual in the 20+ years I have been involved in a variety&nbsp;of Magnet® journeys. This requires that I constantly refresh my knowledge.&nbsp;Education is available in a variety of methodologies. You can attend workshops and&nbsp;webinars, read the wide variety of articles available, or even join a learning&nbsp;community. 4: Educate Others It's obvious to most people that an organization embarking on a Magnet® journey&nbsp;must educate its nurses; however, your educational initiatives should go well&nbsp;beyond this group. Be sure to include all of the organization's stakeholders since the&nbsp;designation is for the entire organization. The best course of action is for the program&nbsp;manager to see that all departments, leaders, executives, medical staff and even the&nbsp;Board of Directors/Trustees get educated about what it takes to achieve Magnet®. Program managers should tailor the message to the audience and includes the&nbsp;"what's in it for me" information. 5: Network Visiting other Magnet® organizations and networking with people who have been&nbsp;directly involved in a successful Magnet® journey is extremely helpful. If your&nbsp;organization is a community hospital, your biggest benefit would come from&nbsp;speaking to those from a similar community hospital as opposed to a large academic&nbsp;medical center and vice versa. When you do your visit, be sure to set up an&nbsp;opportunity for staff from your organization to speak to peers at the networking&nbsp;organizations. When staff members&nbsp;hear the Magnet® journey stories from peers it really&nbsp;helps to unify the team around a common goal. 6: Create a Project Plan Time flies while on the Magnet®...

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### Collecting Demographic Information for the Demographic Data Collection Tool® (DDCT®)

- **URL:** https://chcm.com/news-events/collecting-demographic-information-for-the-demographic-data-collection-tool-ddct/
- **Published:** 2023-05-02
- **Modified:** 2024-03-05
- **Author:** Marky Medeiros

**Categories:** Shared Governance

As one of my colleagues likes to ask… How do you eat an elephant? Of course, the answer is one bite at a time. Same holds true for answering the question: How do you complete the DDCT®? One line at a time. If you ask anyone who has had the experience of completing this task, they will tell you it is a daunting experience, especially the first time. So here are some things to think about when tackling the DDCT beast. What is the Demographic Information for the Demographic Data Collection Tool® (DDCT®)? The DDCT is a web-based portal, provided by the ANCC, for the purposes of submitting demographic information related to the RNs, LPNs, and unlicensed personnel that work in your organization. It is required that organizations submit this information at initial designation, or redesignation, on the fifteenth day of the month prior to document submission, and at the 2-year mark post designation on or before the last day of the anniversary month. (Refer to p.&nbsp;131-132) in the 2023 Magnet Application Manual®. How Long Does it Take to Complete the DDCT? The time it takes to complete can vary from organization to organization. There are many contributing factors, one being access to the information and in the form needed to complete the DDCT. Larger organizations may have information in many different places. Smaller organizations, in addition to not having as many units, may have data in more centralized places. Trying to figure out who holds the information is task number one. Then figuring out if it is accurate, or in the right format is task number two, and believe it or not, sometimes organizations don’t collect the information needed. In that case, they must request to begin collecting and often have to come up with a manual process to collect the information. As with any large project, start early and leave a trail for the next person of how you did it, and who you talked to get this information. I suggested saving the reports you received so next time you know and can show others what exactly you need. There have been estimates that it can take upwards of 80 hours to complete the DDCT® and again this is dependent on the ease of tracking down data. Where do I begin? [Image: Data Collection Data Privacy | CHCM] Create a timeline of when you will get the reports. Make sure to start early. Go to the ANCC website and look under program tools/magnet program tools/ DDCT. You will find many sources of information on how to work through DDCT. Download the user guide, and collection tools, look at the FAQs, and watch the video vignettes. It will be very helpful to use these tools to get started and work through each line of the definitions to understand what is expected.&nbsp; Remember: almost everything is at the unit level and everything is in FTEs. Step One List - Start with getting a list of all units/departments/clinics where nurses are...

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### Hospitals and Healthcare: How To Deal With Difficult Coworkers

- **URL:** https://chcm.com/news-events/hospitals-and-healthcare-how-to-deal-with-difficult-coworkers/
- **Published:** 2023-04-20
- **Modified:** 2025-08-27
- **Author:** CHCM

**Categories:** Leading an Empowered Organization

The healthcare industry is expected to show an annual growth rate of 10.95%, with forecasts saying its revenue will reach US$60.72 billion in 2023. It's undeniably the most crucial and challenging of all sectors! Behind these numbers are human beings working together to ensure a successful healthcare provision. And with so many workers from different backgrounds coming together in one place, it can be hard to manage how everyone interacts. At Creative Health Care Management (CHCM), we acknowledge the importance of having a healthy work environment. There's always a conflict resolution and an answer on how to deal with difficult coworkers. [Image: Difficult Coworker | CHCM] People in the Hospital and Healthcare Industry When we say hospital and healthcare industry, many professionals, roles, and responsibilities are involved. These include the following: Doctors Consultants, registrars, residents, interns, and student doctors treat and manage patient care. They're responsible for assessing and diagnosing illnesses, prescribing medications, and providing medical advice. Nurses These professionals provide general nursing care to patients and assist doctors with medical procedures. They also help educate patients and their families on managing specific conditions. Allied Health Professionals These professionals perform a range of medical tasks and patient treatments. They include podiatrists, pharmacists, physiotherapists, dietitians, occupational therapists, radiographers, and more. Hospital Staff The healthcare industry also thrives through the hard work of clinical assistants, patient services assistants, and porters. There are also volunteers who help with daily operations. Administrative Personnel and Human Resources Department These professionals carry out non-medical tasks such as billing and human resources. They manage the administrative side of life in the hospital or healthcare facility, ensuring that it runs efficiently. [Image: Difficult Co-Worker | CHCM] Who Is the Difficult Colleague? Like any workplace, you may find difficult coworkers, difficult people, and difficult situations in the hospital. While it's always best to think it's never personal, sometimes the coworker's own behavior goes beyond what's considered professional and appropriate. Here are some types of difficult coworkers: The Disruptive Worker The American Medical Association (AMA) defines "disruptive behavior" as "Personal conduct, whether verbal or physical, that affects or that potentially may affect patient care negatively constitutes disruptive behavior." On the other hand, the organization responsible for hospital accreditation defines disruptive coworkers as those who display overt actions. These include verbal outbursts, physical threats, and passive-aggressive activities. This tough coworker may seem to know it all but lacks respect and the communication style to collaborate with colleagues. As a result, they speak or act in ways deemed inappropriate. This difficult person may often hear from their manager or the human resources department. The Problem Coworker Sharing working spaces with healthcare workers with poor clinical skills is inevitable. Unfortunately, some workers don't have the same commitment and dedication to their job. They may be disorganized, inefficient, or just plain lazy. You may need to have a conversation about something once or twice, but repeating it multiple times can be problematic. The Worker With Poor Social Skills Some healthcare workers also have poor...

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### Magnet<sup>®</sup> Hospital Vs. Pathway to Excellence<sup>®</sup> Hospital

- **URL:** https://chcm.com/news-events/magnet-hospital-vs-pathway-to-excellence-hospital/
- **Published:** 2023-04-11
- **Modified:** 2024-03-05
- **Author:** CHCM

**Categories:** Leading an Empowered Organization

Do you know the difference between a hospital with Magnet® designation and one that has achieved the Pathway to Excellence® designation? Many nurses and healthcare administrators have heard of these prestigious recognition programs, but seek to have a better understanding of what they are designed to accomplish. In this blog post, we’ll delve into the distinctions between Magnet hospitals and those with Pathway to Excellence designations, helping you better understand which is best for your facility — in terms of both patient care outcomes, employee retention, and recruitment potential. [Image: Magnet Designation | CHCM] What Is a Magnet Hospital? Magnet is a much sought-after designation for hospitals and healthcare centers prioritizing nursing excellence. The American Nurses Credentialing Center (ANCC) established its Magnet Recognition Program® to recognize those healthcare facilities and centers that have achieved extraordinary levels in improving patient outcomes, providing exceptional healthcare, and achieving exemplary collaboration among the nursing staff. Hospitals with Magnet status are held to the highest standard regarding the quality of the nursing practice environment and service, setting the bar for exemplary care. Earning this prestigious honor reflects a hospital’s ability to create a positive practice environment and provide quality care, making Magnet recognition an invaluable asset for nurses and patients worldwide. Approximately 9% of hospitals in the United States have achieved Magnet, making it a respected and sought-after symbol of excellence that only a select few can claim. How To Achieve Magnet Designation If you are considering pursuing Magnet status for your healthcare facility, there are five essential elements or Model Components that the ANCC requires for success. 1. Transformational Leadership Transformational leadership fosters an atmosphere in which collaboration, problem-solving, creativity, and innovation can thrive. Leaders must actively seek ways to create meaningful conversations and set the tone to promote a values-driven culture of trust. Nurse leaders, in fact all hospital leaders, must be the catalyst for change, encouraging each department to play its role in achieving a successful transformation. They listen carefully, question effectively, influence positively, and affirm when appropriate as the organization progresses toward its future objectives. 2. Structural Empowerment Establishing a systematic structure is essential to ensure that an organization runs smoothly. An efficient way to foster structural empowerment is to educate nurses and decentralize decision-making processes. Additionally, an effective organizational structure must also enable nursing staff to be innovative and actively operationalize the hospital's mission statement, vision, and values. Decision-making processes must involve nurses for all personnel to remain committed to and invested in the organization. The component of Structural Empowerment looks at the following: 3. Exemplary Professional Practice This component looks at the following criteria to assess an organization's commitment to nurse leadership development and professional practice: Magnet hospitals are renowned for their exceptional nursing teams, who understand the role of nurses and their various applications in patient care. They possess a deep appreciation for family members, community relationships, family centered care and multi-disciplinary working environments. 4. New Knowledge, Innovations &amp; Improvements To be awarded Magnet recognition, an organization must...

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### Hospital Consumer Assessment of Healthcare Providers "HCAHPS" Questions

- **URL:** https://chcm.com/news-events/hospital-consumer-assessment-of-healthcare-providers-hcahps-questions/
- **Published:** 2023-02-22
- **Modified:** 2023-02-22
- **Author:** CHCM

**Categories:** Leading an Empowered Organization

The Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) is a survey system developed by the Centers for Medicare &amp; Medicaid Services (CMS) that allows patients to provide feedback about their hospital care. The 29 HCAHPS survey questions cover various aspects of care such as doctor and nurse communication, cleanliness and quietness of the hospital environment, pain management, responsiveness to patient needs, discharge instructions given by healthcare providers, overall rating of care, and the patient experience and willingness to recommend the hospital. [Image: Healthcare Providers and Systems | CHCM] The Importance of Hospital Consumer Assessment The importance of HCAHPS surveys cannot be overstated; the HCAHPS survey data offers crucial information for hospitals to assess their performance in providing quality care to patients. Research has found that higher patient ratings are associated with improved hospital quality and patient safety. Furthermore, HCAHPS surveys can be used to assess the impact of changes made in hospitals, such as new policies, procedures, or technology implementations. One benefit of HCAHPS is that it provides a standardized approach for collecting information from patients about their experience, which can then be compared across different facilities and settings. By assessing patient experiences across different settings, hospitals are able to gain valuable insight into areas where they can improve or expand their services. Creative Health Care Management Helps Hospitals and Healthcare Providers Creative Health Care Management helps hospitals and healthcare providers to improve patient experiences by improving all relationships within the organization. The company helps individuals and teams in all disciplines and roles rediscover their commitment to healthcare and human caring which in turn fosters quality improvement. HCAHPS surveys have been around since 2006 and are an important tool for hospitals to assess patient satisfaction and quality of care. The data collected through these surveys is used to inform decisions about hospital policies, procedures, staffing levels, and other areas that affect the quality of patient care. In addition, the information gathered from HCAHPS surveys has become increasingly important in determining reimbursement rates for hospitals from Medicare, Medicaid, and private insurers. [Image: HCAHPS Surveys | CHCM] What Are the HCAHPS Questions? The HCAHPS survey questions are divided into eight sections, each designed to evaluate different aspects of patient care and help hospitals measure their performance. Here are the 29 HCAHPS questions: Quality of Nurse Care 1. During this hospital stay, how often did nurses treat you with courtesy and respect? 2. During this hospital stay, how often did nurses listen carefully to you? 3. During this hospital stay, how often did nurses explain things in a way you could understand? 4. During this hospital stay, after you pressed the call button, how often did you get help as soon as you wanted it? Quality of Doctor Care 5. During this hospital stay, how often did doctors treat you with courtesy and respect? 6. During this hospital stay, how often did doctors listen carefully to you? 7. During this hospital stay, how often did doctors explain things in a way...

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### CHCM's Donna Wright Presents at the 2023 ANPD Aspire Convention

- **URL:** https://chcm.com/news-events/chcms-donna-wright-presents-at-the-2023-anpd-aspire-convention/
- **Published:** 2023-02-16
- **Modified:** 2023-06-01
- **Author:** CHCM

**Categories:** Resources

Donna Wright will be hosting a workshop on March 14th at the Association for Nursing Professional Development (ANPD) Aspire Convention. Her workshop is called “Donna Wright Competency Assessment Learning Lab” and it will run for four days. In addition, Creative Health Care Management (CHCM) will be exhibiting at the event in booth #200. Donna Wright is a distinguished consulting partner with Creative Health Care Management and offers nursing professional development (npd), innovation, and training to hospital organizations throughout the world. Here’s an overview of what to expect from this event. [Image: ] What Is the ANPD? The ANPD is dedicated to advancing the specialty practice of nursing professional development to enhance healthcare outcomes. The association provides access to various resources that target the needs of nursing professional development team members, and has done for at least three decades. Its implementation committee members share insights into the industry to help professionals tackle challenges and forecast trends. Nurses can participate in educational opportunities for professional growth. The ANPD offers programs to specialists regardless of their role in the practice. Whether you’re a preceptor who facilitates the transition from school to practice to organization or a professional development associate who participates in the overall functioning of a department, its various events can boost your experience and practice by learning innovative solutions. [Image: Education Packed Schedule | CHCM] What Are Learning Labs? Learning labs are pre-convention workshops with an education-packed schedule. They will be happening on March 14th. [Image: Wright Donna | CHCM] Morning labs (8:00 AM to 12:00 PM) include: Afternoon labs (1:00 PM to 5:00 PM) include: Some labs may require additional registration and fees on top of the convention proper. Registration rates also vary between labs and membership status. See the full schedule for more details. Who Is Donna Wright? Donna Wright, MS, RN, NPD-BC, is a development specialist with CHCM in Minneapolis. She has written multiple bestselling books, on which she bases her education and consultation services. Among her notable titles is The Ultimate Guide to Competency Assessment. This book has been translated into Japanese and is the industry standard for competency. Her background in oncology nursing makes her an excellent and sought-after speaker for team and leadership development. Her first-hand experience in operationalizing systems in healthcare organizations offers valuable insights into the industry. [Image: 2023 | ANPD Aspire Convention is Freezing Registration Rates | CHCM] How Do I Register for the Events? You can register for the 2023 Aspire Convention online or on-site. Online registration requires membership. Registration rates depend on how early you register. However, early bird rates apply on-site as long as you do so before the event proper. The 2023 ANPD Aspire Convention wants everyone to participate so they are freezing registration rates. For group registrations, you can get discounts if your group has at least three attendees from the same employer. Registration Type Early Bird Rate On-site Rate Full Conference Member Rate$750.00 $1,005.00 Full Conference Non-Member Rate$1,030.00 $1,130.00 Single Day Registration$400.00 $400.00 Full Conference Member...

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## Pages

### Interprofessional Relational Model

- **URL:** https://chcm.com/interprofessional-relational-model/
- **Published:** 2025-10-24
- **Modified:** 2025-10-30
- **Author:** CHCM


Interprofessional Relational Model™ Introducing the Interprofessional Relational Model™ (IRM)  The Interprofessional Relational Model™ (IRM) is an operational blueprint for transforming organizational culture. It aligns people, systems, and processes around a single aim- creating the best possible experience for patients, families, and everyone who works in health care.IRM works from the inside out, drawing on and strengthening what already exists within an organization's culture. By connecting purpose and meaning with systems and behaviors, IRM helps people bring their whole selves to work in ways that feel authentic and sustainable.Many describe it by saying, “IRM isn’t just what we do- it’s who we are.” Because transformation through IRM is deeply personal, it becomes ingrained in the organization’s identity. It’s not a passing initiative, but a shared, lasting commitment to compassionate, coordinated, relationship-centered care. Essentials of a Caring Culture: The Interprofessional Relational Model™ Buy Now Essentials of a Caring Culture: The Interprofessional Relational Model™ introduces a groundbreaking evolution of Creative Health Care Management’s classic Relationship-Based Care® framework. Edited by Kathleen Van Wagoner and Christina Martin, this book honors the legacy of RBC while addressing the realities of today’s health care—where integrated teams, equity, and clinician well-being are more essential than ever. The Interprofessional Relational Model™ (IRM) expands the focus of relational practice beyond nursing to include every discipline and community partner contributing to health and healing.Learn More about the Interprofessional Relational Model in this NEW CHCM publication The Evolution of Key Relationships in the Interprofessional Relational Model™ (IRM) Decades of guiding organizations through Relationship-Based Care® (RBC), and now IRM, have shown that the most powerful aspect of this work lies in the key relationships:Relationship with selfRelationship with colleaguesRelationship with patients and familiesThese relationships provide a meaningful framework for reconnecting with purpose, strengthening teams, and deepening compassion for those we serve.As RBC evolves into IRM, a fourth relationship gains recognition: relationship with the community.The relationship with community acknowledges that health care exists within social, cultural, and environmental contexts that shape the lives of patients, families, and care teams. It challenges organizations to foster trust, advance health equity, and contribute to the collective well-being beyond the walls of traditional care settings.Together, these four key relationships- self, colleagues, patients and families, and community- form the foundation of IRM. They reflect the belief that transformational care grows from meaningful human connection within ourselves, with one another, with those we serve, and with the world around us. Begin Your Organization’s Transformation Create a united culture where shared ownership leads to exceptional outcomes across your entire organization. Contact Our Consultants https://youtu.be/L5uXU1V25bc The Essentials of the Interprofessional Relational Model™ (IRM) At the heart of IRM are six essentials that, when nurtured together, create a culture where patients and families remain the focus of all we do: Healthy Culture Leadership Collaboration Care Delivery Systems Thinking Evidence Each essential supports the four key relationships and must be intentionally developed to achieve organizational excellence and ensure meaningful, sustainable change. Essentials of a Caring Culture: The Interprofessional Relational Model™ Buy Now Essentials of a...

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### Relationship-Based Care

- **URL:** https://chcm.com/solutions/relationship-based-care/
- **Published:** 2025-06-20
- **Modified:** 2025-10-31
- **Author:** CHCM


Relationship-Based Care&reg; A New Era of Relationship-Based Care&reg; More than 20 years ago, Creative Health Care Management introduced Relationship-Based Care®(RBC).At its heart, Relationship-Based Care positioned three relationships, beginning with self, then moving to colleagues, and ending with patients and families, as the foundation for healing and excellence. The three sacred relationships are central to healing, helping team members across the care continuum reconnect with meaning, purpose, and the humanity of their work.Since its introduction, RBC has been widely adopted around the world, improving patient safety, quality of care, and the lived experience of both patients and caregivers. Over time in the ever-changing health care landscape, the model has naturally evolved- giving rise to the Interprofessional Relational Model™ (IRM). The Interprofessional Relational Model&reg; (IRM): Expanding the Vision  IRM honors the core values of Relationship-Based Care® while expanding upon them and recognizing that relational care is not the sole responsibility of nurses or any single discipline. Instead, Relationship-Based Care is a shared commitment across all roles in health care—from frontline clinicians to environmental services staff, therapists to executives, and community partners. With the introduction of IRM comes an expansion of the key relationships themselves. Community was recognized as an omnipresent relationship—one that surrounds, supports, and connects every level of the care environment. Healing today is the work of many hands, hearts, and minds collaborating and communicating together.  Essentials of a Caring Culture: The Interprofessional Relational Model™ Buy Now Essentials of a Caring Culture: The Interprofessional Relational Model™ introduces a groundbreaking evolution of Creative Health Care Management’s classic Relationship-Based Care® framework. Edited by Kathleen Van Wagoner and Christina Martin, this book honors the legacy of RBC while addressing the realities of today’s health care—where integrated teams, equity, and clinician well-being are more essential than ever. The Interprofessional Relational Model™ (IRM) expands the focus of relational practice beyond nursing to include every discipline and community partner contributing to health and healing.Learn More about the Interprofessional Relational Model in this NEW CHCM publication Are You Ready? If your organization is ready to embrace the evolution of Relationship-Based Care into the Interprofessional Relational Model- strengthening culture, improving patient outcomes, and cultivating collaboration across every level of care- Creative Health Care Management can guide you. Begin Your Culture Transformation Create a united culture where shared ownership leads to exceptional outcomes across your entire organization. Contact Our Consultants https://youtu.be/L5uXU1V25bc The Relationship-Based Care&reg; Designation Building a truly Relationship-Based Care® culture takes passionate, focused work—and organizations that commit to this journey deserve meaningful recognition. That's why Creative Health Care Management developed the Relationship-Based Care Designation, a formal validation of excellence in leadership, teamwork, professional practice, system design, and patient-centered care delivery. This four-year designation confirms that an organization has successfully woven the principles and values of Relationship-Based Care into their everyday relationships, structures, and processes—creating measurable improvements in both care quality and outcomes. Contact Our Consultants Commitment to my Co-workers Teamwork requires people from all disciplines and departments to define and embrace a shared purpose and work together with trust and mutual...

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### Upcoming Consultant Appearances

- **URL:** https://chcm.com/upcoming-consultant-appearances/
- **Published:** 2025-05-20
- **Modified:** 2025-11-25
- **Author:** Katie Cressman


Upcoming Consultant Appearances Helping to Shape the Future of Health Care, One Stage at a Time At Creative Health Care Management, we believe in the power of connection, collaboration, and shared learning. Our consultants are proud to represent CHCM at regional and national conferences across the world—speaking, leading, and learning alongside health care professionals who are passionate about creating lasting, meaningful change. From keynote presentations to interactive workshops, we’re honored to contribute to the conversations shaping the future of nursing, leadership, and professional practice. Join Us in Advancing Nursing Excellence March 23 - 27, 2026ANPD Aspire Convention The Association For Nursing Professional DevelopmentLouisville, KYCHCM’s thought leader Donna Wright will be in attendance at the 2026 ANPD Aspire Convention as CHCM proudly exhibits once again! We’re thrilled to share that Donna will once again offer an outstanding pre-convention workshop at this year’s ASPIRE convention!Don’t miss the chance to engage with Donna and dive into her transformative work in competency assessment and preceptorship.For More Information Visit: 2026 Aspire ConventionOctober 28 - 31, 2026ANCC Magnet® and Pathway® Conference The American Nurses Credentialing Center (ANCC)Chicago, ILCHCM’s expert consultants and leadership team members will be in attendance at the 2026 ANCC Magnet® and Pathway® Conference at the CHCM booth for another year! Join us to connect with our team and explore all our company has to offer in support of your organization's excellence journey.More Information Coming Soon!Where thought leadership meets real-world impact. Looking for a dynamic speaker for your next event? CHCM’s team of nationally recognized thought leaders are available for keynotes, workshops, and custom presentations—bringing expertise in caring cultures, competency development, leadership and professional growth, and shared governance. Whether you're planning a professional conference, a leadership retreat, or a special celebration within your organization, our speakers deliver powerful, relevant content that inspires action and drives transformation. View Our Full Consultant Team Thought Leadership In Action https://youtu.be/L5uXU1V25bc

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### Video Library

- **URL:** https://chcm.com/video-library/
- **Published:** 2025-03-26
- **Modified:** 2025-07-07
- **Author:** CHCM


Video Library https://youtu.be/tmhqIls0SoA Why CHCM? with Gen Guanci and Jineal Shinn(Joe DiMaggio Children’s Hospital) Hear firsthand why health care organizations choose CHCM as their trusted partner in transforming care delivery and fostering meaningful connections.https://youtu.be/weSFNyCwV48 Improving Health Care Post-Covid Featuring Theresa Pak(UC Davis Health) In a post-COVID world, many health care organizations are feeling unanchored. Creative Health Care Management (CHCM) offers proven solutions to help leaders rethink how they approach organizational improvement. This video highlights the importance of supporting middle managers—the heart of any organization—who often feel isolated and siloed.https://youtu.be/1cm-Rx7vbu0 Working with CHCM Featuring Jineal Shinn(Joe DiMaggio Children’s Hospital) Working with Creative Health Care Management (CHCM) has helped health care organizations elevate their understanding and implementation of shared governance and nursing excellence. This video highlights how partnering with CHCM has led to improved employee engagement, retention, and a more positive organizational culture.https://youtu.be/E1Zb8Tx1dpg Improve Your Hospital with Gen Guanci and Jineal Shinn (Joe DiMaggio Children’s Hospital) Improving health care requires a commitment to continuous learning, innovation, and collaboration. At Creative Health Care Management (CHCM), we focus on strategies that elevate patient care, enhance staff engagement, and optimize organizational performance. In this video, we discuss practical approaches for improving health care.https://youtu.be/DNeJ6eShlRY About CHCM with Gen Guanci Transform the way health care teams collaborate and lead. At Creative Health Care Management (CHCM), we provide innovative strategies like Relationship-Based Care®, leadership development, and competency assessment to help health care professionals create stronger, more engaged teams.https://youtu.be/xmScBhcVcDk The Importance of Staff Engagement with Jineal Shinn(Joe DiMaggio Children’s Hospital) In this video, we explore the power of staff engagement—how fostering collaboration, professional growth, and a sense of purpose leads to stronger teams, improved retention, and better patient outcomes. Learn how CHCM helps organizations create environments where staff feel motivated, connected, and ready to make a difference.https://youtu.be/-dNSza6cXoo Improving with CHCM Featuring Theresa Pak(UC Davis Health) At UC Davis, working with Creative Health Care Management (CHCM) has been transformative, especially with the adoption of the shared governance model and the integration of Diversity, Equity, and Inclusion (DEI) initiatives. This video showcases how CHCM has helped elevate the quality of care by teaching health care professionals to deliver technical care with kindness, compassion, and empathy.https://youtu.be/SPPvbVoVfxY Let’s Talk About Shared Governance with Gen Guanci Shared governance is a transformative approach that empowers health care professionals to take an active role in decision-making, fostering collaboration, accountability, and engagement. In this video, we explore how shared governance enhances professional autonomy, leadership development, and team-based decision-making—leading to better outcomes for both staff and patients.https://youtu.be/p0HJXYNPcsc The Future of Creative Health Care Management with Gen Guanci Creative Health Care Management (CHCM) is evolving, and in this video, we explore the future of our organization through the perspectives of our team and community. Hear firsthand how CHCM is perceived, the impact it has made, and where we are headed in the ever-changing health care landscape.https://youtu.be/MHen_9sp-Ew Keeping Up With the Evolution of Health Care with Jineal Shinn(Joe DiMaggio Children’s Hospital) As health care evolves, caregivers seek a collaborative environment...

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### Ruth Kitzmiller

- **URL:** https://chcm.com/consultants/ruth-kitzmiller/
- **Published:** 2025-02-04
- **Modified:** 2025-07-14
- **Author:** CHCM


Linkedin Envelope-open-text Ruth Kitzmiller MSA, BSN, RN, NE-BCWith over 30 years of progressive leadership experience in a large health system, Ruth has served in key roles including Risk Manager, Director of Surgical Services, Clinical Project Director, and Magnet® Program Director. Ruth brings deep expertise in building high-performing healthcare cultures grounded in clinical excellence, interprofessional collaboration, and professional well-being. Ruth partners with organizations to drive sustainable improvement—helping leaders and teams achieve national recognition, deliver consistent outcomes, and foster an engaged, resilient workforce.Talk with Ruth to benefit from her extensive knowledge and proven track record.

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### Thank You For Subscribing To Our Newsletter

- **URL:** https://chcm.com/email-enewsletter-sign-up/
- **Published:** 2024-11-13
- **Modified:** 2025-03-07
- **Author:** Katie Cressman


https://youtu.be/L5uXU1V25bcRead our latest news and insights from CHCM below. From industry tips to CHCM news and updates.  Read All News & Insights View Our Upcoming Events

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### Relationship-Based Care® Designation

- **URL:** https://chcm.com/relationship-based-care-designation/
- **Published:** 2023-09-20
- **Modified:** 2025-02-17
- **Author:** CHCM


Relationship-Based Care&reg; Designation Relationship-Based Care&reg; Designation To develop an organization with a Relationship-Based culture takes passionate, focused work and organizations who do this work deserve validation and recognition. Relationship-Based Care Designation validates an organization’s commitment to creating and advancing their Relationship-Based Care culture through excellence in leadership, teamwork, professional practice, system design, and patient and family centered care delivery. Enculturation of Relationship-Based Care principles and values are achieved through relationships, structures, and processes which lead to excellence in care and sustained improvement in outcomes. Levels of Designation Organizations choosing to pursue Relationship-Based Care Designation can select from two levels of designation. The Relationship-Based Care Designation period is granted for four years. Relationship-Based Care Designation (RBC-D) validates the organization has met the basic criteria to demonstrate enculturation of Relationship-Based Care principles and values.   Relationship-Based Care Designation with Distinction (RBC-DWD) validates the organization has enculturated the values and principles of Relationship-Based Care beyond nursing and patient care services and the organization supports enculturation of RBC principles and values by offering formal Creative Health Care Management (CHCM) licensed programs (Re-Igniting the Spirit of Caring, Leading and Empowered Organization, and/or See Me as a Person). Relationship-Based Care Designation Eligibility Criteria Organizations seeking Relationship-Based Care Designation must meet the following basic criteria bydate of self-study document submission: Single-site submissions only. Organizations within the same system must submit separate intentto submit and self-study documents. &nbsp; Provide proof of participation in at least 1 CHCM-facilitated event, held a CHCM licensedprogram offering, or CHCM consultation within the 18-month time period preceding self-studysubmission. &nbsp; Must be in compliance with all federal, state, and regulatory agency requirements. Applicants must practice Relationship-Based Care for a minimum of 12 months to be eligible for designation. Learn more!

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### Shared Governance FAQ

- **URL:** https://chcm.com/shared-governance-faq/
- **Published:** 2023-07-13
- **Modified:** 2024-03-05
- **Author:** CHCM


Shared Governance FAQ What is shared governance?Shared governance is a leadership model used to promote empowerment of those closest to the work, shared leadership, and accountability. Developing shared governance gives those at the point of care or service a voice to become more involved in the decision-making process. Shared governance is not leaders asking for input on decisions while leaders retain the decision-making authority. Rather, leaders partner with councils or teams to share guardrails for determining solutions to issues that impact their work. It aims to distribute power and authority more evenly and create a sense of ownership and accountability among all participants. What is the difference in shared governance in healthcare vs governing boards to colleges and universities?Shared governance in healthcare and governing boards in colleges and universities share some similarities in terms of their collaborative decision-making processes. However, there are also significant differences in their objectives, stakeholders involved, and decision-making structures.In healthcare organizations, shared governance aims to improve patient care, enhance the quality and safety of healthcare services, and empower healthcare professionals to have a voice in decision-making. It focuses on clinical and operational matters, such as developing and implementing policies and procedures, quality improvement initiatives, and interdisciplinary collaboration. The focus is on engaging frontline staff and clinicians who directly provide patient care.Governing boards in higher education institutions have a broader scope of responsibilities and often consist of external individuals who bring diverse expertise and perspectives, such as business leaders, community representatives, alumni, and sometimes faculty or student representatives. They are responsible for overseeing the strategic direction of the institution, ensuring its financial sustainability, and safeguarding its mission and values.They address issues related to academic programs, faculty appointments and promotions, financial management, campus infrastructure, and long-term planning.While both healthcare organizations and colleges/universities aim to involve stakeholders in decision-making, the context and specific objectives of shared governance and governing boards differ significantly. Governing boards in higher education institutions have a hierarchical decision-making structure. They have ultimate decision-making authority and set policies and strategic directions for the institution. Where shared governance in healthcare organizations involves decentralized decision-making structures, where various councils are formed to address specific clinical or operational areas. What is shared governance in nursing?Shared governance in nursing is a collaborative decision-making model that empowers nurses at all levels of an organization to participate in shaping the policies, processes, and practices that directly affect their work environment and patient care. Developing shared governance gives nurses a voice in decision-making and helps to create a culture of shared responsibility, accountability, and professional autonomy. Organizations who practice shared governance recognize that nurses have valuable insights and expertise gained from their direct patient care experience. Involving nurses in decision-making leads to better outcomes for patients, improves job satisfaction among nurses, and promotes a culture of continuous quality improvement. Shared governance is not nurse leaders and managers asking for input on decisions while they retain their decision-making authority. It is nurse leaders partnering with councils and giving them guardrails for determining solutions to issues that...

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### Excellence Exchange Q&amp;A

- **URL:** https://chcm.com/faq/
- **Published:** 2023-05-03
- **Modified:** 2026-01-16
- **Author:** CHCM


Excellence Exchange FAQ How do we engage staff to take the lead in leading councils? A: One way to get staff engaged in taking the lead in councils is to make it important, relevant, and meaningful for them. Clinical staff leading councils is a hallmark best practice in shared governance. Shared decision-making councils are such because they are staff-driven and staff-led.  There are distinct roles for unit leaders on the council, which does not include leading the council.  In fact, in many cases unit managers may not routinely attend the council meetings.  The best advice in encouraging staff leadership is to make it an expectation in the organization that all will participate in shared decision- making and leading the council is a privilege and a great opportunity. Five tips to get clinical staff involved in leading councils: Pair up a staff chairperson with a leader/mentor to assist the staff in growing more comfortable in the new role. Take advantage of this opportunity to mentor the staff leader and support their efforts.  Provide educational sessions to prepare staff for leading meetings/councils, including an orientation for staff chairs/co-chairs, and ongoing support throughout the year.  (Provide chair education 3-4 times a year) After the failed task of asking for volunteers, approach staff and encourage them to take on a leadership role on the council as an advancement in their performance development. Be sure to tell them about the support you will provide them. Collaborate (leaders and staff) in creating the agenda, sharing outcome data (patient satisfaction, RN satisfaction, clinical outcomes) that will be the work of the council, and providing resources to complete projects and goals.  Inform staff of the leadership development opportunities that are a result of leading a group of people and running a meeting.   What are some simple ways to strengthen professional practice every day?A: Strengthening professional practice starts with intentionally creating space for the nurse’s voice in everyday decisions. Invite input during huddles and shift reports. Ask, “What’s working well?” and “What could we do differently?” These micro-moments of engagement reinforce that professional judgment and shared accountability matter. Align daily work with your organization’s professional practice model. Whether it’s through rounding, care planning, or professional governance councils, take time to link actions and outcomes back to your model’s core elements. This alignment transforms the model from a poster on the wall into a living, breathing framework that guides nursing practice. Recognition also plays a powerful role. Celebrate the nurses who embody your professional practice model. Storytelling in staff meetings or newsletters keeps professional pride visible and contagious. Finally, strengthen professional practice through reflection and mentorship. Encourage nurses to share lessons learned, engage in peer feedback, and explore growth opportunities. Professional practice thrives where curiosity, connection, and courage intersect, and every nurse has the ability to influence that culture each day.  How do I get a Magnet® Steering Committee started in my organization?A: While someone asked this question in regards to a Magnet® Steering Committee, keep in mind that you can easily adapt this for any journey you may be on. This works for any Steering Committee you desire to start in your organization.  Considerations for...

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### Tina Martin

- **URL:** https://chcm.com/consultants/tina-martin/
- **Published:** 2023-03-24
- **Modified:** 2023-03-24
- **Author:** CHCM


Tina Martin DNP, RN, NEA-BC Tina is passionate about cultivating relationships to improve the caregiver experience. The lessons and tools provided by CHCM Relationship Based Care not only support the client-caregiver relationship but can also be applied in all aspects of life. Engaged and thriving caregivers result in improve patient outcomes. Tina's experience in organizational assessment, strategic planning, and outcomes will help provide clients with a blueprint for success.

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### Belonging Diversity Equity and Inclusion - BDEI

- **URL:** https://chcm.com/solutions/belonging-diversity-equity-and-inclusion-bdei/
- **Published:** 2023-02-14
- **Modified:** 2024-09-03
- **Author:** CHCM


Belonging Diversity Equity and Inclusion Why Diversity Equity and Inclusion? There are many reasons why diversity, equity, and inclusion (DEI) are important. Some of the key benefits of DEI include:Improved decision-making: Diverse teams have been shown to make better decisions, as they are able to bring a wider range of perspectives and experiences to the table.Increased creativity and innovation: A diverse and inclusive workplace can foster greater creativity and innovation, as it allows employees to draw on a wider range of experiences and perspectives.Greater employee satisfaction and retention: Employees who feel included and valued are more likely to be satisfied with their job and to stay with the organization.Better performance and productivity: Research has shown that diverse teams tend to outperform homogeneous teams, and that organizations with a strong DEI focus tend to have higher levels of productivity.Enhanced reputation and customer satisfaction: Organizations with a reputation for promoting DEI are often seen as more attractive to customers, clients, and employees, and may be better able to retain and attract top talent. Overall, promoting DEI can help organizations to create a more inclusive and equitable workplace, and to realize a wide range of benefits, including improved decision-making, increased creativity and innovation, greater employee satisfaction and retention, better performance and productivity, and enhanced reputation and customer satisfaction. Creative Health Care Management Starts with Belonging At CHCM we start with belonging because belonging is a basic human need. People can be included, but if they don't feel like they belong we have more work to be done.At CHCM we have created Belonging Diversity Equity and Inclusion™ (BDEI™) as an adjunct training solution to complement our core programs; Relationship-Based Care®, See Me as a Person, and shared governance.Understanding cognitive diversity with regard to our basic human needs shows what influences we have, how we think, how we solve problems, and how we view the world around us. How Creative Health Care Management Can Help Belonging Diversity Equity and Inclusion Leadership Workshops and Strategy Our team works with leaders to co-create a culture that supports BDEI. Utilizing Relationship-Based Care® as the foundation, we work with your team to develop a sustainable strategy that creates meaningful change. We support organizations by Developing a shared language and understanding for Belonging Diversity Equity and Inclusion (BDEI).Increase staff knowledge of racial literacy and culturally responsive treatment modalities for BIPOC and LBGTQ+ diverse communities. Create affirming healing environments for staff and clients.Develop diverse staffing and retention strategies.  Develop short and long term sustainable BDEI initiatives that are integrated with an organization's mission and business strategy. BDEI Presentations, Workshops, and Webinars Each organization is unique and at a different stage in their BDEI journey, we offer customized presentations, workshops and webinars to meet your BDEI needs. We will work with your team to develop content specific to your goals. What is the Difference between Inclusion and Belonging? Inclusion and belonging are related concepts that are often used in the context of diversity, equity, and inclusion (DEI).Inclusion refers to the active, intentional, and...

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### Webinar Library

- **URL:** https://chcm.com/webinar-library/
- **Published:** 2022-08-10
- **Modified:** 2026-01-13
- **Author:** CHCM


Webinar Library https://youtu.be/sdXUHQQa1QE The Culture Advantage: Empowering Teams, Elevating Care A healthy organizational culture is the foundation of high-performing teams, resilient leadership, and exceptional patient care. This free session with Cultures of Excellence Service Line Director, Marky Medeiros, explores the essential elements of creating and maintaining a culture where trust, transparency, and psychological safety thrive. Participants will learn how to foster shared values, promote inclusive communication, and align behaviors with mission-driven goals.https://youtu.be/IP6ZVYmrqcI Year-End Insights: Answering your Journey to Excellence Questions We’re closing out the year with a celebration of learning, growth, and shared success! Join COE Consultant Ruth Kitzmiller as she answers your top questions from across 2025, highlights key takeaways, and shares practical tips you can carry into the new year. It’s the perfect opportunity to connect, learn, and start 2026 strong.https://youtu.be/zVrYzaO1D5Q Data Driven Practice An essential element of professional practice is control over practice and the practice environment. This involves having responsibility, authority, and accountability for decision-making and the evaluation and oversight of practice. Data plays a key role in making informed decisions and evaluating practice. Join Amber Orton to learn more about using data to drive practice and considerations for building a data-driven culture.https://youtu.be/9PJ_1AvjdU4 Fostering Collaborative Relationships in Health Care Teams In the fast-paced world of health care, collaboration is key to ensuring the best outcomes for patients. This webinar focuses on building and maintaining strong, effective relationships within interprofessional health care teams. We explore best practices for communication, conflict resolution, and the development of mutual trust and respect among team members. Participants gained valuable insights into fostering a culture of collaboration that enhances both patient care and workplace satisfaction. Join Sara Sullens for this informational and engaging webinar!https://youtu.be/PyZtLc9HCSo Empowering RNs: Ownership Over Practice Environment through Shared Decision Making Join Sara Sullens for an insightful webinar that explores how Registered Nurses (RNs) can take greater control of their practice environment through engagement in the power of shared decision-making. This session will highlight the importance of RN autonomy, leadership, and collaborative involvement in health care decisions that directly impact patient care and workplace dynamics.https://youtu.be/RVYdlH7rr8o Professional Development is for All Nurses at All Stages in Their Career This webinar, hosted by Ruth Kitzmiller, was designed to inspire, empower, and support nurses at every level. Whether you're just starting out or guiding others, this session offers fresh insights and real strategies to help you grow.https://youtu.be/a1OuikuNhKE Year of Professional Practice This webinar will highlight some important tenets of professional practice and explain why 2025 is the year of professional practice for our Cultures of Excellence webinars. We will outline the importance of professional practice in a culture of excellence and specifically on a journey to national recognition. Join Marky Medeiros and engage in the conversation from our colleagues regarding raising the bar through professionalism.https://youtu.be/I2vkieCtst0 Relationship-Based Care: The Key Ingredient to Success Join Christina Martin, DNP, RN, NEA-BC, Director of Relationship-Based Care with CHCM, as she demonstrates how Relationship-Based Care can help organizations build strong cultures where excellence initiatives can thrive. In...

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### Maura Delehanty

- **URL:** https://chcm.com/consultants/maura-delehanty/
- **Published:** 2022-06-27
- **Modified:** 2022-12-14
- **Author:** CHCM


Maura Delehanty RN, MSOL, (Consultant Partner)Maura's ability to cultivate relationships coupled with her incisive observations and flair for leadership make her a sought-after facilitator and executive coach. Her unique ability to build teams, while developing efficiencies and improving patient and staff satisfaction is masterful. With Maura as their guide, individuals and teams increase their effectiveness in all aspects of their lives and create healthy work environments.Maura's background as a former nurse leader, assistant chief flight nurse for STAT flight, and director of emergency services brings a unique clinical perspective to her consulting work. Maura spends much of her time at work coaching executives and middle managers, but she also provides group sessions and virtual learning. Some of her most requested topics are: Leadership in Turbulent Times Building Trust within your Organization Dealing with Difficult Personalities Positive Utilization of Performance Evaluations Building an Accountable Team Improving Staff Satisfaction Improving Patient Satisfaction Leading a Sustainable Organization Mastering Crucial Conversations Contact Maura to improve your leadership skills.

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### Are you wondering which journey to take…Pathway to Excellence® or Magnet®?

- **URL:** https://chcm.com/which-journey-to-take-pathway-to-excellence-or-magnet/
- **Published:** 2021-12-01
- **Modified:** 2025-02-25
- **Author:** Gen Guanci


Are you wondering which journey to take…Pathway to Excellence® or Magnet®? by Gen Guanci, MEd, RN-BC, CCRN-KFor some organizations which journey to take is significant concern. A comparison of the purpose, similarities, differences and cost can often help gain clarity and lead to the best decision for an organization. Pathway to Excellence® Magnet® Purpose To recognize positive practice environment where nurses flourish. To recognize organizations for excellence in nursing and patient care. Similarities Grounded in cultural transformation CNO must have bachelor's degree or higher in nursing Annual Conference 4-year designation Organizational demographic form (ODF) Written document requirements (self-assessment) Organizational Overview Elements of Performance (EOP) Electronic submission Grounded in cultural transformation CNO must have bachelor's degree or higher in nursing Annual Conference 4-year designation Demographic data collection tool (DDCT) Written document requirements (self-assessment) Organizational Overview Sources of Evidence (SOP) Electronic submission Submission times Feb, April, June, Aug and Nov Feb, April, June, Aug and Oct Interim report Annual Biannual Nurse Satisfaction Survey Not Applicable Vendor driven 7 potential categories Nurse Satisfaction Participation Not Applicable RNs at all levels, APRNs FT, PT, PD, and agency Includes leadership team At least 3 months on the unit Nurse Satisfaction Requirements Not Applicable No completion minimum Within 30 months of document submission Unit level data Submit 4 categories (survey dependent) Majority of units/areas exceed the benchmark 3 out of 4 categories. Pathway Characteristics Confirmation On-line from ANCC Items align with EOPs Completed by: RNs, APRNs, LPNs FT, PT, PD, and agency Includes leadership team Not Applicable Pathway Characteristics Completion Requirements 60% of all nurses After document is reviewed Aggregated at org level 75% favorable on 2/3 of the items &lt;50% favorable on ANY item stops process Items align with EOPs Not Applicable Standards Shared Decision-Making Leadership Safety Quality Culture of Well-Being Professional Development Empirical Outcomes Transformational Leadership Structural Empowerment Exemplary Professional Practice New Knowledge, Innovation and Improvement Differences No on-site visit CNO does not have to have a Masters degree No mandatory educational credentialing requirements for NM No requirement to belong to an external database of nurse sensitive indicators. Fees are significantly less On-site visit to verify, clarify and amplify document CNO must have a Master's degree Nurse Leaders must have a bachelor's degree or higher in nursing Must submit data to an external database of nurse sensitive indicators. Fees are significantly higher Total Cost Examples (Cost Vary based upon bed size. Please refer to ANCC website for the most up-to-date costs.) 50-100 beds: $23,200 100-299 beds: $33,200 300-399 bed: $43,000 400-500 beds: $53,000 600-699 beds: $61,000 &gt;700 beds: $61,000 + 100-399 bed: $58,150 400-499 beds: $68,650 500-649 bed: $78,100 650-799 bed: $104,550 800-949 bed: $121,250 &gt;950 beds: call for pricing As you can see, there are similarities and differences. Organizations would be wise to make a thoughtful decision on what journey to take. If you would like assistance walking through the decision-making process we can. If you would like a copy of our What Journey to Take Self-Assessment please contact Gen Guanci at gguanci@chcm.com.MAGNET®,...

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### Stonger Relationships Stronger Outcomes

- **URL:** https://chcm.com/stonger-relationships-stronger-outcomes/
- **Published:** 2021-11-29
- **Modified:** 2022-12-14
- **Author:** CHCM


Stonger Relationships Stronger Outcomes We know that our patients want to be listened to. We know our employees want to feel pride in their work. We know that healthy relationships significantly impact patient safety, employee retention, readmission rates—and ultimately, the bottom line.1 It’s no mystery that better relationships strengthen outcomes; what remains mysterious to some is how to build effective relationships. How do we create connection? And, how do we frame the work of improving relationships so it doesn’t feel like we’re trying to solve world peace? Strengthen Every Relationship There are four simple practices that when applied help people establish and nurture healthy relationships. The practices are attuning, wondering, following, and holding. (Learn more in the book See Me as a Person or by attending a See Me as a Person workshop.) In the chart below you’ll find examples of the behaviors that demonstrate each practice. View Full PDF Attuning Attention, presence, awareness, “tuning in”Connects with the patient and family with a focus on their state of being.Communicates acceptance and respect for the person receiving care through listening, spoken words, and body language.Recognizes the potential for EHR/technical devices to interfere with therapeutic connections; takes appropriate action to stay tuned in to the person. Wondering Curiosity, Openness, Humility, AcceptanceConveys genuine interest in the person receiving care.Asks open ended questions, and listens with a focus on what matters most to the person.Remembers that each person has a unique backstory that will affect their interactions and responses to care. Following Listening, Patience, Acting On What We LearnListens to and validates the person with empathetic sounds and conscious body language.Collaborates with the patient/family as involved partners in their own care.Builds a sense of safety and trust by remembering specific patient and family needs and requests. Holding Compassion, Trust, Mindful TransitionsConveys a fundamental regard for the dignity and privacy of all persons needing care.Shares information and proactively attends to transitions so that the patient and family knows what is happening and what to expect in their care.Recognizes anger as an expression of fear and distress and takes action to alleviate distress. It’s easy to see how stronger relationships improve HCAHPS. When you read the three core questions from the HCAHPs survey below, you’ll see how the relational behaviors based on attuning, wondering, following, and holding create improvements patients and families can easily recognize and appreciate.(Q1/Q5) How often did nurses/doctors treat you with courtesy and respect? Conveys genuine interest in the person receiving care. (wondering) Communicates acceptance and respect for the person receiving care through listening, spoken words, and body language. (attuning) Recognizes anger as an expression of fear and distress and takes action to alleviate distress. (holding) (Q2/Q6) How often did nurses/doctors listen carefully to you? Listens to and validates the person with empathetic sounds and conscious body language. (following) Builds a sense of safety and trust by remembering specific patient and family needs and requests. (following) Recognizes the potential for the EHR and other technical devices to interfere with the therapeutic connection and...

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### Pathway to Excellence

- **URL:** https://chcm.com/solutions/pathway-to-excellence/
- **Published:** 2021-11-29
- **Modified:** 2025-06-06
- **Author:** CHCM


Pathway to Excellence® Designation Consulting Pathway to Excellence® Designation Services We have over 50 years of experience in ANCC designation and re-designation. Our clients include systems, large academic medical centers, community hospitals, specialty providers including pediatrics, orthopedic, women, and cancer centers, as well as international organizations. We are experts on the structures and processes it takes to achieve a successful Pathway to Excellence® journey. We also create a seamless transition from Pathway to Excellence® to Magnet® recognition should you decide to continue to deepen your culture of excellence. Pathway to Excellence® Services: Pathway to Excellence® Support: Full-spectrum support including structure and process development, Organization Demographic Form®(ODF®) completion, coaching and mentoring on the Elements of Performance (EOPs), document review and set- up, and survey preparation. Readiness Assessment (Gap Analysis): Ground your planning and implementation with this comprehensive and individualized organizational assessment. Re-designation Vulnerabilities Assessment: Discover where you are in relation to the current ANCC Pathway to Excellence® requirements and uncover your vulnerabilities. Shared Governance Support: Create or enhance the infrastructure of your shared governance. Pathway Program Coordinator (PPC) Coaching/Mentoring: We support and mentor PPCs regardless of their level of experience. Pathway to Excellence® to Magnet® Designation Transition: When the time is right we create a plan and support for a smooth bridge to your Magnet® designation journey. Creative Health Care Insight Professional Portfolio Data Vault Improve your chances for successful Pathway to Excellence® designation. Call us today, and remember, you do not have to be using Relationship-Based Care to benefit from our consultative support.MAGNET®, Magnet Recognition Program®, ANCC Magnet Recognition®, Journey to Magnet Excellence®, Pathway to Excellence® Program, Pathway to Excellence in Long Term Care®, Demographic Data Collection Tool®, DDCT®, Practice Transition Accreditation Program® (PTAP) are registered trademarks of the American Nurses Credentialing Center (ANCC). The products and services of Creative Health Care Management are neither sponsored nor endorsed by ANCC. All rights reserved. The content presented in here is the expressed opinion of the author/presenter and not that of the American Nurses Credentialing Center (ANCC). You Need an Experienced Guide Our journey experts cater to your specific needs and will guide you to a successful Pathway to Excellence® designation or re-designation. Schedule a Conversation https://www.youtube.com/watch?v=tmhqIls0SoA Pathway to Excellence® vs Magnet®? When comparing Pathway to Excellence® vs Magnet®, both programs aim to transform organizational culture in pursuit of health care excellence, but they differ in focus and requirements. Pathway to Excellence® highlights the creation of positive practice environments where nurses can thrive, while Magnet® centers on nursing excellence and high-quality patient outcomes. Although the designation processes for both are similar, there are notable distinctions. Unlike Magnet®, Pathway to Excellence® does not require an onsite visit, a master’s degree for the Chief Nursing Officer, or a BSN degree for nurse leaders. Additionally, participation in an external nurse-sensitive indicator database is not mandatory, and the overall fees for Pathway to Excellence® are considerably lower. ANCC Nurse Survey Preparation Organizations that focus on communication and understanding related to the Pathway to Excellence® Nurse Survey...

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### Creating a Foundation of Excellence

- **URL:** https://chcm.com/creating-foundation-of-excellence/
- **Published:** 2021-11-18
- **Modified:** 2022-12-14
- **Author:** CHCM


By Marky Medeiros, MSN-RN Whether or not your organization is on a path to national recognition, accreditation, or designation, most organizations focus on cultivating excellence within their teams. Excellence is a moving target and an ongoing destination. Still, there are foundational structures and processes that any organization can enhance or put into place that will enable the organization to soar toward excellence. Let’s talk about three of these foundational elements. • Information sharing with staff. Start at the roots. Clinical staff, point of service, and point of care workers have the most impact on patients and patient outcomes. It is critical to share information, data, outcomes, budgeting processes, staffing/scheduling, and other information about the organization with the people who can make an impact on improvements. Sharing outcome data allows staff to realize how they are doing and make adjustments or changes to improve the process. It also boosts engagement as they are brought into the conversations and may participate in the decision making process regarding the information shared. • Shared Governance. An amazing way to share data is through a shared governance or shared decision making structure. Shared governance is “a leadership model in which positional leaders partner with staff in decision making processes while creating ownership for improvement in practice” (Guanci &amp; Medeiros, 2019). One of the most effective ways to improve patient outcomes, increase engagement, and increase staff satisfaction is to implement or strengthen your shared governance practices and processes. Shared governance councils are the venues where data is presented, actions are created, and plans are implemented that embody the motto “data drives practice.” The work of the councils in decision making revolves around the data, and the focus is on practice or the service that the council is responsible for in the organization. Effective shared governance councils, both at the unit and the organizational level, are one of the best ways to ensure a foundation of excellence in your organization. • Evidence-Based Practice (EBP). Another foundational structure to think about is evidence-based practice. How does your team utilize evidence-based practice? How much education do they receive in this area? When they question a practice, where do they go? Does your organization have an EBP model? Do staff know what model you use? Are there resources available in your organization to support education and EBP projects? These questions form the basis of reflecting on where your organization might be on an EBP continuum and where next steps should start. Evidence-based practice is an important foundational structure for the work in health care organizations. First line staff need to value the importance of EBP in their practices for their patients and families. Establishing a plan/protocol for EBP in your organization that outlines education at all levels of practice as well as resources to support EBP projects is a first step for organizations to bring a robust EBP program to their facility. Many organizations do these practices very well. In most organizations, continuous process improvement is a never-ending cycle for...

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### Journey Budget Considerations

- **URL:** https://chcm.com/budget-considerations-journey/
- **Published:** 2021-11-18
- **Modified:** 2022-12-14
- **Author:** CHCM


By Gen Guanci MEd, RN-BC, CCRN-K Depending upon when your fiscal year starts you may be in the midst of budget development or will be in the next few months. When it comes to the development of a “Magnet®” budget careful consideration should be given to the full spectrum of the journey and not just to the costs associated with application and site visit. In addition, costs should be included in the initial development of the annual budget, not just “added costs” incorporated into the already developed budget. The journey is a multi-year journey, so costs will be spread over several budget years. Also, many if not most, of the costs will remain after an organization reaches its excellence destination so that will also need strong advocacy and consideration. Organizations often underestimate the cost of their journey, so be sure to allow adequate time for brainstorming all the potential costs associated with your journey. Costs to consider include: • Initial education costs: To make an informed decision to move forward, decision-makers must be knowledgeable about what it will take to reach your goal. The costs for participation in local, regional, and national award-specific education programs must be budgeted for (e.g., registration, travel, etc.). Additionally, site visits to award-winning organizations is a learning experience that should not be missed—and therefore should also be included in the budget. • Cost of a readiness assessment: Organizations that have gone through the journey and used an external partner will confirm the added value of an external resource. Ask yourself these questions: • Do you have the expertise, time, and assessment experience to complete the readiness assessment internally, or will it be more cost-effective in the long run, to employ the resources of an external consultant? • Does your organization’s culture frown upon hearing less than perfect feedback from those who work there? If so, you will need honest feedback from an external individual. • Do you see what needs to be done, but others do not agree with you? Or, do you work in an organization that places high value on what an external partner might say? • ANCC costs: Included in this group are the fees associated with the initial application, off-site appraiser/reviewer fees, and appraiser/review team site visits. The ANCC fees depend on the size of your organization: the larger your organization, the higher the award fees. • External consultant fees (if applicable): You can control how much or how little involvement the consultant has in your journey and the services the consultant offers can vary. Most will offer support in developing the structures and processes needed for successfully achieving the award or designation, the mentoring and coaching of key personnel in the interpretation and development of submission documentation, and site visit preparation. • Human resources costs: These include a program manager, as well as administrative support and individuals needed to support the systems, processes, and structures implemented as part of your journey. Careful consideration should be given to have these be...

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### Words of Wisdom for Crafting a Magnet® Document

- **URL:** https://chcm.com/words-of-wisdom-for-crafting-a-magnet-document/
- **Published:** 2021-11-18
- **Modified:** 2022-12-14
- **Author:** CHCM


Gen Guanci Med, RN-BC, CCRN-K • Start early. Our experience supports that it takes 12‐18 months to craft a well written document. • Create a project plan and stick to it. Having a structured plan will increase the likelihood of completing all tasks in a timely manner. • Vet potential examples before writing starts. Doing this will decrease the chance that the example might not work or is being used too frequently. • Do not try to do it alone. We recommend a team approach to the identification and development of the document. • Limit the amount of non‐document work Magnet® Program Directors/Magnet® Managers/Magnet® Coordinators do in the months leading up to your submission date. The document should be your priority during this time, so limit meetings and other project work during this period. • Describe your structures and processes before writing about your example. Before sharing your example, you need to describe what it is in the organization that enables your story to happen. • Select evidence that creates strong proof to support your narrative. Be sure to ask yourself… “does this piece of evidence show how XYZ happened?”. • Tie your narrative back to the language of the source of evidence (SoE). If the SoE is asking about how you crafted something to support your care delivery system (CDS) be sure to reference your CDS throughout the write‐up. • Limit relying on empirical outcome examples that are dependent upon future data. While doing this occasionally is ok, we recommend having no more than 20% of the examples be dependent upon future state data because what happens if the data does not turn out the way you had hoped? • Be sure you do not have an empirical outcome intervention and graph mismatch. Pre‐data must occur before any intervention. Post‐data must occur after last activity addressed in the intervention section.

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### CHCM Makes the Grade at a Major Academic Medical Center

- **URL:** https://chcm.com/outcomes/medical-center-case-study/
- **Published:** 2021-11-17
- **Modified:** 2025-02-17
- **Author:** CHCM


CHCM Makes the Grade at a Major Academic Medical Center Unit Practice Councils Lead to Major Improvement Background A major academic medical center, ranked number one in a large competitive region and top-ranked, by US News &amp; World Report has achieved exceptional outcomes. This kind of achievement doesn’t happen by accident, and it doesn’t happen overnight. One of the key drivers to excellence was Relationship-Based Care. (RBC) This academic medical center leveraged RBC as a key component of their professional practice model, investing in proven methods to continuously improve and sustain the work of their Unit Practice Councils. Their story highlights the extraordinary focus that resulted in significant improvements in clinical outcomes, and increased levels of satisfaction for both patients and their nurses. Challenge Shared governance—essentially a decentralized organizational structure in which Unit Practice Councils are empowered to plan, implement, and evaluate improvement efforts for their unit—is a pre-requisite and central component of professional practice. The concept had been in place since the mid 1990s. But it wasn’t functioning at full advantage—the staff was less than fully engaged, and didn’t take complete ownership of outcomes. Also, the staff wasn’t entirely proficient in interpreting data and measuring outcomes. In the case of this health system, Unit Practice Councils focused on improved quality, satisfaction and patient outcomes. View Our Case Study Solution The solution had five parts.An investment in Relationship-Based Care, an ongoing program that promotes excellence in nursing.The implementation of Unit Practice Councils to drive continuous improvement.Incorporating best practices in co-worker communication and teamwork, using Manthey's Commitment to My Co-Workers© behaviors and integrating them into job descriptions and performance evaluations.Holding an annual hospital-wide RBC summit during which UPCs celebrate and present measurable outcomes of their work and how they support patient care and the professional practice model.A series of experiential learning seminars called Re-igniting the Spirit of Caring, which helps people connect with the meaning of their work, and to discover the best in themselves and share that with others.Re-igniting the Spirit of Caring participants had some telling comments I think everyone should be offered this class/program. In order to create change, it first needs to be within ourselves and if not given the opportunity to stop and reflect, then change will not happen. This class gave me a chance to do just that. I had an amazing time. The workshop was very challenging, inspiring and it did re-ignite my desire to improve as a caregiver. I can’t say enough good things about this. It was truly life-changing in addition to career changing. Please continue to have guest patients come tell their stories. The emotions were raw and real. This class is awesome. Outcome The Organization-Wide Metrics on Improvement are Striking. Patient satisfaction jumped from 55th percentile to 88th percentile between 2013 and 2015. HAPU rates decreased dramatically, with sustained performance over a three-year period. Nurse satisfaction went from underperforming to outperforming in four out of five criteria. The academic medical center achieved its 3rd Magnet® designation in 2015—and in 2016,...

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### The James, The Ohio State University Comprehensive Cancer Center

- **URL:** https://chcm.com/outcomes/james-comprehensive-cancer/
- **Published:** 2021-11-17
- **Modified:** 2022-12-14
- **Author:** CHCM


Resiliency And Compassion Programs Achieve Strong Outcomes Diana McMahon, MSN, RN, OCN and Jamie Tippett, MS, RN, NEA-BC Background The James, The Ohio State University Comprehensive Cancer Center, developed a sustainable Relationship-Based Care culture that supports professional resiliency and compassion. As a result, they increased staff resilience by nearly 10%. Their overall culture work achieved national recognition: the 2016 Press Ganey Guardian of Excellence award for Patient Experience in Inpatient Care, and the Medical Intensive Care Unit Finalist for the Schwartz Center National Caregiver of the Year award. Challenge In healthcare, we know that poor Wellbeing and moderate to high levels of burnout within staff are associated with poor patient safety outcomes such as medical errors. (Hall, et al. 2016) Moreover, compassion fatigue is not only a critical factor in patient safety but in staff turnover as well. While most organizations view retention as a “key strategic imperative” it is often not evident in operational practice/planning. The James sought to change that. They had far reaching goals for their culture of caring: View Our Case Study 1. Develop practices that build positivity, resilience and capacity for relationship-based caring.2. Demonstrate how to maintain self-awareness and compassion during challenging healthcare events.3. Demonstrate compassionate communication and engagement across disciplines. Innovations The James resiliency program was innovative. The resiliency initiatives honor the importance of James nurses and enhance all caring relationships; including care of patients/families, colleagues, self and community.The resilience program was operationalized through 18 separate initiatives including: Team Building Retreats 3-4-hour staff retreats focused on developing a resilient &amp; caring team. Peer Support Brief Emotional Support Team (B.E.S.T.) Training staff to provide peer support by building skills for collegial support during challenging events. 164 staff have completed the 4-hour course. STAR Program: Stress, Trauma And Resilience A critical incident stress debriefing team available 24/7 providing resources for unit staff to pause &amp; reflect during particularly difficult situations. Provided support to approximately 300 staff members in 2016. Essence of Nursing Blog A blog dedicated to caring that seeks to create community and stimulate dialog. Clinical Ladder Advancement acknowledges clinical caring and excellence. Organizational Accomplishments 9.2% increase in adaptability, a key metric of resilience. 2016 Press Ganey Guardian of Excellence Award for Patient Experience in Inpatient Care. Medical Intensive Care Unit - Finalist for the 2016 Schwartz Center National Caregiver of the Year Award.The James nurses are proud that these and other innovations have been instrumental in achieving a sustainable Relationship-Based Care culture that supports professional resiliency and compassion.Boyle, D. A. 2015. “Compassion Fatigue: The cost of caring.” Nursing (Nursing) 45(7), 48-51.Hall, Louise, Judith Johnson, Ian Watt, Anastasia Tsipa, and Daryl B. O’Connor. 2016. “Healthcare Staff Wellbeing, Burnout, and Patient Safety: A Systematic Review.”PLOS ONE 11 (7). Accessed 8 16, 2017. http://journals.plos.org/plosone/article?id=10.1371/journal.pone.0159015.Singer, T, and M Botz. 2013. Compassion: Bridging Practice and Science. Palo Alto: EBook

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### Mississippi Baptist RBC Case Study

- **URL:** https://chcm.com/solutions/mississippi-baptist-rbc-case-study/
- **Published:** 2021-11-17
- **Modified:** 2025-03-19
- **Author:** CHCM


Mississippi Baptist Hospital Addresses The Quality Of All Relationships Resulting In Significant Cost Savings And Improved Scores View Full Case Study Mississippi Baptist Medical Center is a 638‐licensed bed community hospital located in Jackson, Mississippi. When Mississippi Baptist began consulting with Creative Health Care Management, their goals were clear: they wanted to improve patient satisfaction and employee engagement. All they needed was a skillful partner committed to helping them learn how to bring their vision fully to life within their organization and to sustain all of their improvements indefinitely. Coming up on the three‐year mark of implementation, Mississippi Baptist has an inspiring story to tell. Issues Baseline data showed patient satisfaction was below CMS average. Employee satisfaction and nursing satisfaction were low. Nurse turnover was high. Solution "The goal was to see improvement in every measure, but we were committed to doing it with a staff‐driven model.” Bobbie Ware, VP Patient Care Services and CNO “RBC isn't an initiative that you put in place and then move on to the next initiative. It's real cultural transformation. We in leadership are ‘get it done’ people. You have to trust the process, appreciate and celebrate every positive change, and keep at it.”Bobbie Ware Vice President Patient Care Services and Chief Nursing OfficerThe Relationship‐Based Care (RBC) Model offered Mississippi Baptist a framework that addressed the pressing issue of unsatisfactory scores while simultaneously addressing its underlying issue of staff feeling excluded from change processes within the organization. Outcomes 5 of 9 HCAHPS Composites are in the 90th percentile ranking of CMS data base, saving an estimated $251,636.00 for Value Based Purchasing reimbursement for FY 2015.Employee satisfaction and nursing satisfaction have increased significantly.Nurse turnover dropped from 21.5% to 13.5% (or approximately 75 full‐time RNs), with a cost savings to the organization of approximately $1.64 million per year.Agency staffing costs dropped from $4.65M a year to $0.RN sign on bonuses have been eliminated; prior to RBC RN sign on bonuses ranged from $500 ‐ $10,000 per position.Shift bidding has been eliminated; prior to RBC shift bidding added an additional $5‐10/hour per RN for the total hours of shift coverage.Implementing RBC helped Mississippi Baptist save over $4.6 MILLION in 1 year by increasing retention, decreasing time to fill vacancies, and eliminating agency nurses! Where Culture is Concerned, it’s All about Fit Relationship‐Based Care addressed Mississippi Baptist’s clear objective to include everyone in every role and department in the transformation of their culture while also aligning with their Christian healing ministry as a faith‐based organization. They’d begun an initiative previously, that had a “nurses only” focus, which inadvertently caused a lot of disconnection among the staff. One of the reasons RBC took hold after other initiatives had lost steam was that it was all ‐inclusive. The philosophy behind RBC matches the Mississippi Baptist philosophy that truly everyone is part of the patient experience—whether they physi‐ cally cross paths with patients and families or not. That’s how RBC works, and the people at Mississippi Baptist will tell you that...

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### Mohawk Valley Health System

- **URL:** https://chcm.com/outcomes/mohawk-valley-health-system/
- **Published:** 2021-11-16
- **Modified:** 2022-12-14
- **Author:** CHCM


Faxton-St. Luke’s Healthcare Transforming the Way it Delivers Care Sodexo Playing Key Role in System’s Cultural Embrace of Relationship-Based Patient-Centered CareIt was the winter of 2004, and Faxton-St. Luke’s Healthcare was in turmoil.The troubled organization was a product of a merger four years earlier between two of the three hospitals in Utica, NY—166-bed Faxton Hospital and 266-bed St. Luke’s Memorial Hospital.As Scott Perra, President/CEO of Faxton-St. Luke’s, recalls, “The two hospitals were less than a mile from each other but 900 miles apart in cultures.”“It was always us against them,” recalls Pat Roach, Senior Vice President/ CNO of Faxton-St. Luke’s. “There was a lot of frustration and conflict.” View Full Case Study Challenge The product of a merger between two nearby rivals, Faxton-St. Luke’s Healthcare found itself needing a model of care delivery that would unify its disparate factions. Solution Faxton St. Luke’s adopted Relationship-Based Care, a model of care delivery it chose to implement across the entire system, including all 297 Sodexo-managed support staff. Outcomes Employee satisfaction has soared and vacancies have shrunk. Best of all, a new spirit of collaboration has led to numerous improvements for patients and caregivers alike. We love working with a hospital that has Sodexo. They have wonderful tools for inspiring their employees. Things go much faster with Sodexo involved. Susan Wessel To make matters worse, now Faxton-St. Luke’s was physically moving services from one hospital to another. St. Luke’s was to become the in-patient facility; Faxton was to become the outpatient facility.“We were a fractured organization,” says Roach. “We needed a model of care delivery that could unify usa model of care that would do nothing less than transform our culture.” Enter Relationship-Based Care The job of identifying that unifying care delivery model fell to Faxton-St. Luke’s new Chief Nursing Officer, Pat Roach. “I researched the subject and discovered several models,” recalls Roach. “The one that really caught my eye was Creative Health Care Management’s Relationship-Based Care. It was so simple, but it was exactly what we needed.”As its name implies, the premise of Relationship-Based Care is that great patient care is all about relationships—the relationships between staff and patients, the relationships between staff and each other.“Thanks to Sodexo, some of our support service departments were already emphasizing the importance of relationships,” says Roach, “but we wanted to apply relationship-based principles throughout our organization—all 3,500 employees.” So, in 2005 Faxton-St. Luke’s turned to CHCM, the chief proponent of Relationship-Based Care, to help it implement the model across the entire enterprise.Hospital leadership made sure that both clinical and non-clinical staff were onboard from the start by naming two people to lead the change process: Tracy Hildebrand, a nurse manager, and Matt Marchbanks, a Sodexo employee who is now Senior General Manager of all Sodexo-managed services at Faxton-St. Luke’s, including Patient and Retail Dining, Environmental Services and the hospital’s Service Response Center.“We already had engaged support staff on the floor,” notes Marchbanks. “When the hospital began its Relationship-Based Care journey, we were able to hit...

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### Community Teaching Hospital Reinvigorates Its Culture And Renews Its Commitment To Excellence

- **URL:** https://chcm.com/outcomes/community-teaching-hospital/
- **Published:** 2021-11-08
- **Modified:** 2024-03-05
- **Author:** CHCM


Community Teaching Hospital Reinvigorates Its Culture And Renews Its Commitment To Excellence Background U.S. Hospitals have made significant investments during the last decade in achieving distinction through national recognition programs including Baldridge®, Magnet®, Planetree and others. Emphasis on exceeding national benchmarks in quality, safety, engagement, and experience help hospitals stand out. Recruitment and retention of a strong nursing and clinical workforce continues to be a top strategic priority for healthcare leaders. You can understand why when you consider that RN labor costs make up 25.5% of a hospitals budget.One of the most valued recognitions of distinction, when it comes to recruitment and retention of nursing, is Magnet® designation. Just under 10% of hospitals have achieved Magnet®. Significantly, many hospitals see this designation as a key to their future success and survival. While many hospitals have made progress, only a fraction of those who pursue Magnet® are successful. Re-designation, which must happen every 4 years, is similarly difficult to achieve. View Full Case Study It turns out sustaining excellence is trickier than achieving it in the first place. This is a story of one such hospital’s experience. By deconstructing their journey, you will gain insight into the critical ingredients of a culture of continuing excellence. This 300-bed community teaching hospital had received designations, including Planetree Designated® Patient-Centered Hospital, and Magnet® designation as well as the construction of a brand-new hospital building. Yet, the challenge was sustaining excellence over time. Sustainment turned out to be their Achilles heel.MAGNET®, Magnet Recognition Program®, ANCC Magnet Recognition®, Journey to Magnet Excellence®, Pathway to Excellence® Program, Pathway to Excellence in Long Term Care®, Demographic Data Collection Tool®, DDCT®, Practice Transition Accreditation Program® (PTAP) are registered trademarks of the American Nurses Credentialing Center (ANCC). The products and services of Creative Health Care Management are neither sponsored nor endorsed by ANCC. All rights reserved. The content presented in here is the expressed opinion of the author/presenter and not that of the American Nurses Credentialing Center (ANCC).

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### Billings Clinic

- **URL:** https://chcm.com/outcomes/billings-clinic/
- **Published:** 2021-11-08
- **Modified:** 2022-12-14
- **Author:** CHCM


Billings Clinic Reduces Patient Falls using the Wright Competency Model&copy; View Full Case Study The team in the Ambulatory Telemetry/Step Down Unit at Billings Clinic decreased patient falls by 68% through redeϐining their competency strategy. This group boldly stepped out of old patterns of spending lots of time and energy on modules, mandated education, and other monstrous competency processes to really uncover the strategies that would truly impact outcomes—strategies grounded in the Wright Competency Model tenets of ownership, empowerment, and accountability. Issue Organizations spend a lot of energy on competencies and education. The goal is that these efforts will ϐix some problem or reverse an undesired trend. However, there are times when all of the time and energy put into education does not have any impact on the problem. A common lament is, “We did the education and lined up everyone and checked them off… and it did not improve anything!” For this reason, the Billings Clinic team was looking at their ongoing competency selection. They chose to pursue a reduction in patient falls, which was one of their problematic outcomes. Several solutions to address the competency were explored. It was decided that addressing this competency in the traditional way would probably deliver a traditional (i.e., disappointing) result: lots of activity and effort, with no significant reductions in falls. Once they gave it some thought, they realized that there were twoproblem areas to address: Too Many Falls A competency process that had proven for many years and in many settings within the organization to be ineffectual at reducing falls Solution The team on this unit took a wider view of the problem, focusing on more creative methodologies to reach their desired outcomes. The team at Billings Clinic started with Donna Wright's Competency Model to guide their creative planning and stepped boldly into changing its “monstrous competency process” to something that worked better for staff and had better outcomes for the patients. Located in Billings, MTCommunity-governed health care organizationConsists of multispecialty physician group practices285-bed hospital90-bed skilled nursing and assisted living facilityTotal Patient Falls Outcomes Prior to Implementing New Competency Assessment Process. Billings Clinic reduces falls by 68% Total Patient Falls outcomes after implementing new competency assessment process. Solution, continuedHere are the steps they took to do this:Rethink the all too common automatic response of providing education, a mandatory module, or competency training as the solution to performance issues.Re‐evaluate whether education is really the best answer to the issue. Is it really the case that there is a knowledge deficit or learning gap that has caused the problem? Will a mandatory competency module fix this? This group owned the problem of too many falls and decided, based on their past use of online education modules on fall reduction with no significant reduction in fall numbers, that it was time to get creative!Target the right action to reach the goal and harness the creative energy of the team to design and carry out the plan. This would create a targeted competency approach to...

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### Turning Crisis into Opportunity

- **URL:** https://chcm.com/outcomes/turning-crisis-into-opportunity/
- **Published:** 2021-11-04
- **Modified:** 2022-12-14
- **Author:** CHCM


Turning Crisis Into Opportunity Re-Igniting the Spirit of Caring drives culture transformation by helping staff at all levels regain trust and reconnect to their purpose. Background If you are a leader when it comes to managing a crisis, it is not a question of “if” but a question of “when.” And unfortunately, you cannot pick your crisis. So, in 2016, when St. Luke’s Magic Valley in Twin Falls, Idaho experienced a devastating sentinel event, coupled with changes in leadership and a major EMR conversion, the organization was confronted with a tsunami of negative emotion. The levels of fatigue, distrust, burnout and likelihood of a wave of resignations threatened the medical center. Challenge St. Luke’s Magic Valley Medical Center needed leaders – both formal and informal, who could keep employees motivated and committed to an exceptional patient experience. A crisis is sometimes the symptom of a deeper problem in your culture, structures or operating model. If you don’t fix the underlying problem, the crisis will go from a singular acute event to chronic turmoil. View Full Case Study St. Luke’s leadership decided to use the crisis as an opportunity for culture transformation. St. Luke’s Magic Valley staff needed to regain trust and support healthy relationships at all levels within the organization. System leaders established enterprise goals to drive a culture that would provide exceptional care and service to patients and the community. Solution The Re-Igniting the Spirit of Caring (RSC) workshop was implemented in March 2016. RSC engages, renews, and bonds people from all roles and disciplines within an organization. Participants gain insight and expand their ability to care for themselves, their colleagues, and the patients and families they serve. St. Luke’s Magic Valley had facilitators trained to offer licensed RSC workshops. They offered the workshop in-house monthly beginning in March 2016. About one-third of St. Luke’s employees, providers, executives and volunteers from 80 service areas/units have participated in a two year period. Outcome The organization-wide impact of the Re-Igniting the Spirit of Caring workshop has been significant: Overall Program Rating: 4.83 of 5.0. 99.15% of participants recommend the experience. An estimated $589,000 savings due to employee retention(avoided turnover costs.) Employees rediscovered their common purpose, strengthened their teams and co-created a vision for their future. Over 2 years, 19 participants indicated they had planned to leave either the organization or their career before attending RSC. Their RSC experience caused them to recommit with renewed enthusiasm and sense of purpose.Love what you do.Know that it matters.That’s joy.

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### Donna Wright

- **URL:** https://chcm.com/consultants/donna-wright/
- **Published:** 2021-11-04
- **Modified:** 2022-12-14
- **Author:** CHCM


Donna Wright MS, RN, NPD-BCDonna is known for her irreverent wit and astute pragmatism. She is extremely savvy and has a global perspective—literally. She’s worked on every continent but Antarctica, and she has her eyes set on that, too (“There’s an infirmary there!” she says).Donna offers education and consultation based on her bestselling books. The Ultimate Guide to Competency Assessment, which has been translated into Japanese, has become the industry standard for establishing and assessing competency. She is also a contributing author in the book Advancing Relationship-Based Cultures. Donna is a sought-after team and leadership development consultant and speaker. She loves operationalizing systems within organizations that ensure accountability and measure competency. With her background as an oncology nurse and her extensive experience working with health care executives, Donna understands how health care organizations and the caregivers at every level within them work and how they can work better together.Contact Donna to unleash passion and possibilities within your organization.

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### Kathleen Van Wagoner

- **URL:** https://chcm.com/consultants/kathleen-van-wagoner/
- **Published:** 2021-11-04
- **Modified:** 2022-12-14
- **Author:** CHCM


Kathleen Van Wagoner MSN, RN, MSA (Consultant Partner)Kathleen is an accomplished mentor and developer of people, programs, and culture. As a highly successful former nurse executive in clinical administration, program design, and project management, she is skilled in all aspects of care provision. She brings to her consulting work an in-depth knowledge of clinical operations, academics, research, and health care finance. She is dedicated to establishing high quality, caring relationships between health care providers and the patients and families in their care. Kathleen is a Johnson & Johnson Wharton Nurse Executive who has published and presented extensively on the Relationship-Based Care journey she had the honor of leading as the Nurse Executive of a large Midwestern hospital.Engage with Kathleen to measurably advance your organizational culture with cutting edge caring science, evidence-based practices, and proven methodologies.

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### Catherine L. Perrizo

- **URL:** https://chcm.com/consultants/catherine-l-perrizo/
- **Published:** 2021-11-04
- **Modified:** 2025-07-24
- **Author:** CHCM


Catherine Perrizo MBA, Director of Human Resources &amp; Administration, Contracting OfficerCatherine leads human resources, administration, and contracting at CHCM, supporting a culture rooted in collaboration and excellence. She brings a strategic and people-focused approach to operations, aligning internal systems with the organization's mission and values.

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### Amber Orton

- **URL:** https://chcm.com/consultants/amber-orton/
- **Published:** 2021-11-04
- **Modified:** 2025-12-29
- **Author:** CHCM


Amber Orton MBA, MSN, RN, NE-BCAmber Orton brings over 25 years of diverse health care experience to her role as a Cultures of Excellence® consultant, partnering with organizations to design and sustain environments where excellence thrives. Using a relationship-centered, evidence-based approach, she helps organizations build structures and processes that elevate performance, empower professionals, and drive measurable, lasting outcomes.Amber’s expertise spans nursing excellence designations, transformational leadership, professional practice environments, shared/professional governance models, program management, data analytics, and strategic planning. Known for her detail-oriented approach, she supports organizations through all phases of Magnet® and Pathway to Excellence® journeys, from foundational readiness through designation and redesignation. Amber is deeply passionate about mentoring Magnet and Pathway Program Directors and organizational leaders, strengthening their confidence, competence, and capability to lead successful journeys to excellence.Amber is a contributing author of Considerations in Professional Governance and Essentials of a Caring Culture: The Interprofessional Relational Model™, has authored multiple peer-reviewed journal articles, and co-created an international curriculum for new Magnet Program Directors. She holds a Master’s degree in Nursing Leadership, a Master’s degree in Business Administration, and a Bachelor’s degree in Nursing. Amber is board-certified as a Nurse Executive through the American Nurses Credentialing Center and holds a Certificate in Quality and Safety from the Institute for Healthcare Improvement.100% of organizations that have partnered with Amber for Magnet® consultative support have successfully achieved designation/redesignation, with the majority advancing straight to site visit.Bring Amber’s insight and expertise to your organization and you will benefit from her vision and mentoring while measurably advancing your organizations culture of excellence.

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### Marky Medeiros

- **URL:** https://chcm.com/consultants/marky-medeiros/
- **Published:** 2021-11-04
- **Modified:** 2025-07-10
- **Author:** CHCM


Marky Medeiros MSN-RNMarky is a nationally recognized expert in nursing leadership, professional governance, and Magnet® designation. With over 25 years of experience guiding organizations through successful Magnet® journeys and redesignations, Marky brings a unique ability to align people and processes, identify emerging issues, and assess the effectiveness of organizational interventions—resulting in enduring, measurable improvements. As a Service Line Director and Consultant at Creative Health Care Management, she partners with clients to co-create customized improvement plans grounded in evidence-based practices and her deep knowledge of health care systems. Marky is co-author of Shared Governance That Works and has led transformational work in council development and leadership growth. A passionate advocate for relationship-based care, she empowers nurses to lead from the bedside and beyond.Connect with Marky to learn more about her specialized consulting support to build your culture of excellence. Contact Marky Today!

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### Traci Hanlon

- **URL:** https://chcm.com/consultants/traci-hanlon/
- **Published:** 2021-11-03
- **Modified:** 2025-01-31
- **Author:** CHCM


Traci Hanlon MN, RN (Consultant Partner)Traci is passionate about the role of mindfulness, positive psychology, Wellbeing, and resiliency in clinician professional development. Much of her work focuses on assessing and exploring real world problems related to leadership development, transition to practice, precepting, and healthy work environment, especially as they relate to engagement, retention, and patient experience outcomes.Traci is a skilled facilitator with special expertise in innovative approaches to implementing programs that get to the heart of what patients really want and need: an authentic connection with their caregiver. Traci can help your organization improve its measures related to people, processes, and structures to accelerate success.Contact Traci to fast-track your improvement efforts.

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### Mourine Evans

- **URL:** https://chcm.com/consultants/mourine-evans/
- **Published:** 2021-11-02
- **Modified:** 2022-12-14
- **Author:** CHCM


Mourine Evans MSN, RNMourine guides organizations in how to build economic and social capacity for optimal goal achievement. She exemplifies a labor of love for leadership and process management by linking action planning to the organization’s vision and goals. She has developed signature programs based on specialized knowledge of the caring sciences and application at the point of care and services.Mourine is particularly focused on inspiring caregivers to reach higher levels of achievement through learning. She imparts this learning by teaching tangible practical skills, and her uncanny ability to be simultaneously brilliant and simple ensures that participants quickly grasp concepts and immediately apply them to their work.One of Mourine’s great strengths, thanks to her blend of practical and academic experience, is that she can translate to point-of-care staff what their leaders want, but also explain to executives what the realities are on the ground. She understands the clinical experience and relishes helping organizations achieve high quality results even when constrained by operational realities.

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### Gen Guanci

- **URL:** https://chcm.com/consultants/gen-guanci/
- **Published:** 2021-11-02
- **Modified:** 2022-12-14
- **Author:** CHCM


Gen Guanci MEd, CAGS OD, RN, NPD-BC, CCRN-K, CEOGen is driven by the desire to help clients create organizational excellence through measurable improvement. She thrives on helping others reach meaningful goals, including Magnet® designation. She shares her knowledge and passion for excellence in her book, Feel the Pull: Creating a Culture of Nursing Excellence. Gen has guided many health care systems through cultural transformation. Her clients' loyalty to her is a testament to her great work. Gen's motto is, “Your success is my success.”One hundred percent of the organizations Gen has worked with comprehensively to prepare for Magnet Recognition&reg; or redesignation have been successful. Gen has been an invited member of the National Magnet&reg; Conference Continuing Education Task Force, which is responsible for the selection of Magnet conference presentations and posters. She is also an expert in shared governance.Talk with Gen to learn more about organizational excellence solutions that will accelerate your improvement efforts.

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### Shared Governance

- **URL:** https://chcm.com/solutions/shared-governance/
- **Published:** 2021-10-27
- **Modified:** 2025-09-23
- **Author:** CHCM


Shared Governance (Professional Governance) What is Shared Governance? Shared governance is a leadership model that uses structure and process for partnership, equity, accountability, and ownership. It puts the responsibility, authority, and accountability for practice related decisions into the hands of the individuals who will operationalize the decision. Shared governance allows managers and staff to come together in the decision-making process. We define shared governance as “a leadership model in which positional leaders partner with staff in decision making processes while creating ownership for improvement in practice” (Guanci &amp; Medeiros). In a shared governance framework, leadership continues to have responsibility for regulatory requirements, immediate safety concerns, performance management and operations decision such as hiring and staffing. However, decisions relating to practice are the ones that are decided in partnership in a shared decision-making model. To learn more about Shared Governance see our FAQ Page. Patient and Nurse Outcomes There is a significant amount of research on the patient outcomes that result from implementing shared governance in nursing practice. In addition, organizations that foster employee engagement through shared decision-making outperform their counterparts in terms of job satisfaction and retention, profitability, and performance. Facing a competitive environment and potential staffing shortages, hospitals have a vested interest in promoting a culture of engagement among nurses and interprofessional partners, who comprise the largest share of the hospital workforce. Nursing Leadership and Nursing Practice Nursing leadership and nursing practice within the shared governance model is foundational to professional practice and a pillar of the ANCC Magnet® culture. Utilizing this approach in the hospital and ambulatory settings allows for better nurse satisfaction, patient care, and improved outcomes. The process of building nursing excellence through this type of structure and the related processes can be challenging among nurse administrators, nurse leaders at all levels, and bedside nurses. For many healthcare organizations their biggest challenges currently are nurse retention and recruitment. Today’s workforce demands empowerment, and ownership of their practice and using council-based shared governance structures, enhances nurse autonomy and strengthens employee engagement. With the help of companies like Creative Health Care Management (CHCM), you can implement shared governance within any healthcare setting, and you will see positive outcomes. We provide education, structures, processes and ongoing support that enhances staff members’ ability to make the best decisions for your organization, while developing a greater sense and new level of ownership for their work. We not only support staff members as they embark on increased ownership; we also support the leaders who often have to change the way they make decisions and lead. https://www.youtube.com/watch?v=SPPvbVoVfxY Nursing Shared Governance The key work in shared governance involves the shared decision making authority of councils comprised of nursing administration, nursing leaders, registered nurses, point of care and frontline nurses and health care providers.Developing shared governance supports evidenced based practices, problem solving, quality care measures, process improvements, and improves the patient experience and outcomes within the health care organization. Shared governance councils can collect data to drive their practice and improve the metrics the desire; for example nursing sensitive indicators,  nurse engagement, quality...

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### See Me as a Person

- **URL:** https://chcm.com/solutions/see-me-as-a-person/
- **Published:** 2021-10-27
- **Modified:** 2025-06-06
- **Author:** CHCM


See Me as a Person Strengthen Every Relationship The 2-day workshop,&nbsp;See Me as a Person: Four Practices to Improve Quality, Safety and the Patient Experience helps your health care team more consistently create therapeutic connections with patients and their families. Participants gain the personal awareness, professional knowledge, and practical and repeatable skills required to see each patient as a person with his or her own unique story and response to the need for care. An electronic relational competency assessment tool developed by Creative Health Care Insight can help organizations measure progress and assess where further development is needed.See Me as a Person is for all clinicians—physicians, nurses, clinical specialists, social workers, pastoral care professionals, etc. Teams are strongly encouraged to attend together in order to optimize integration and application of relational competence.License See Me as a Person to improve quality, safety, and the patient experience through the optimization of every relationship. Stronger Relationships Stronger Outcomes Healthy relationships significantly impact patient safety, employee retention, readmission rates—and ultimately, the bottom line. It’s no mystery that better relationships strengthen outcomes; what remains mysterious to some is how to build effective relationships. Through the study of the four therapeutic practices authentic connection can be mastered. Schedule a Conversation https://www.youtube.com/watch?v=-dNSza6cXoo The Four Therapeutic Practices The four See Me as a Person therapeutic practices—attuning, wondering, following, and holding—are taught to clinicians, service people, and administrative staff members to improve patient experience and teamwork. The practices of attuning, wondering, following, and holding bring therapeutic relationships to life. Each of them describes a way of interacting with patients, and they also describe a mindset and a way of being. Attuning is “tuning in” to ourselves and others. Wondering is being truly interested to learn about the other. Following is listening acting on what we learn. Holding is creating a safe haven and to protect from harm. Stronger Relationships Stronger Outcomes It’s easy to see how stronger relationships improve HCAHPS with survey questions asking, “How often did nurses/doctors treat you with courtesy and respect? How often did nurses/doctors listen carefully to you? How often did nurses/doctors explain things in a way you could understand?” Beyond improving HCAHPS, embedding See me as a Person in your organization fosters an increase in high quality connections and team efficacy, while simultaneously buffering against stress, burnout, fatigue, and depression. Learn the four simple therapeutic practices that will enhance patient satisfaction, employee engagement and the organization’s bottom line.https://www.youtube.com/watch?v=-dNSza6cXoo Rebalancing the Technical and Relational Aspects of Care The more technically complex our health care environments get, the more important the relational aspects of care become. It isn't that relational competence (often referred to as soft skills) is more important than techni­cal competence; it's that it is common in health care for there to be an over-reliance on and over-valuing of the technical often due to efficiency. All the technical aspects of health care occur within human relationships, thus all the technical tasks underlying care delivery work better if we tend to relationships. It is often...

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### Competency

- **URL:** https://chcm.com/solutions/competency/
- **Published:** 2021-10-27
- **Modified:** 2025-07-15
- **Author:** CHCM


Competency We are the industry standard for competency assessment CHCM’s competency assessment consultation and workshops are based on Donna Wright’s bestselling book, The Ultimate Guide to Competency Assessment in Health Care. Leaders and staff members will discover an outcomes-focused, accountability-based way of thinking about competency assessment.This highly practical work will help you create a dynamic competency system that is neither cumbersome nor labor intensive. You’ll identify competencies for each job class, identify ongoing competencies reflective of your organizations’ quality improvement needs, and eliminate overlap between competency assessment and your performance review process.For over 30 years we have helped teams evaluate competency. CHCM has pioneered the assessment of relational competence for individuals and teams.Competency assessment is one of our most asked-for consultation services. Call to have Donna Wright help you. Competency the "Wright" Way Donna Wright offers an effective, efficient, and meaningful approach to competency assessment ̶ one that focuses on what is truly important, and what is really needed to achieve the desired outcomes. Learn More https://youtu.be/L2VAsnSRrUE The Donna Wright Competency Assessment Model™ Competencies should not come from the top down. Competencies are best determined from the people who do the work. The vision/strategic plan as well as the system should come from the top, but departments or units should determine their specific competencies needs. The three main elements of The Wright Competency Assessment Model™ are ownership, empowerment, and accountability. 1) People need to own their practice, their outcomes, and their competencies. Most professional licensure requirements and legal practice acts emphasize this as well. 2) People desire choice. They want to be in control of their lives and their work so put them in the center of the verification process. 3) The whole competency process needs to live in an accountability-based culture. If that culture does not exist competency efforts will wither away. Competency Prioritization and Management Platform Competency assessment is an everchanging process that goes beyond selecting the competencies. A successful competency process must properly document all competency considerations and the actual needs of the organization for a certain time period. The Competency Prioritization and Management platform component exceeds regulatory body requirements by providing customizable reports that track and document all steps in the critical thinking and decision-making process around competency considerations. Co-designed with Donna Wright, Creative Health Care Insight is the only platform that empowers organizations to leverage The Wright Competency Assessment Model™. Users can seamlessly prioritize and manage their competency needs while also tracking completion documentation for each employee. The platform allows organizations to embed strategic priorities into the annual competency process, leverage their existing shared governance structure, and empower their team to focus on the competencies necessary for their roles while remaining in alignment with the organization's strategic goals and outcomes. Save significant time and money by improving the efficiency and effectiveness of your ongoing competency management processes. Competencies can be filtered and prioritized for groups or departments by strategic goals, current population needs, quality data, and high-risk aspects.https://www.youtube.com/watch?v=DNeJ6eShlRY Tools to Improve Your Competency Program The worksheet for identifying...

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### Re-Igniting the Spirit of Caring

- **URL:** https://chcm.com/solutions/re-igniting-the-spirit-of-caring/
- **Published:** 2021-10-27
- **Modified:** 2025-06-06
- **Author:** CHCM


Re-Igniting the Spirit of Caring Re-Igniting the Spirit of Caring is a mindset that focuses on reconnecting healthcare staff with their purpose and expanding their capacity to care. It also addresses components of moral distress and burnout. Healthcare workers who have participated in this program report a renewed sense of joy in their work.Participants in the Re-Igniting the Spirit of Caring program are more likely to enhance their compassion, self-care, and interpersonal skills in their job. Nurses and healthcare workers who attend the 3-day workshop may even become change agents within their teams. The program creates a safe place for health care professionals to reflect on themselves, what they uniquely bring to their work, what they share in common with their team members, and how to most effectively serve patients and families. Support Healing and Recovery within your Organization Re-Igniting the Spirit of Caring expands hearts and minds and can be licensed and delivered in-house by members of your staff. We provide education, coaching, and ongoing support for your internal facilitators in nursing and other healthcare fields.On the second day of Re-Igniting the Spirit of Caring, for­mer patients and families share their insights about caring. These insights provide ideas that participants can incorporate into their daily practice or include in the organization's implementation of Relationship-Based Care. Day 3 includes content on transformational leadership that inspires all staff members about their ability to be leaders of change.Organizations renew their Re-Igniting the Spirit of Caring commitment year after year, saying that nothing else delivers such a positive impact on employee engagement, wellbeing, and retention. Being Part of a Health Care Community Called to Care for People In addition to promoting teamwork, Re-Igniting the Spirit of Caring can improve the workplace's health. Studies show that health care workers are often the second victims of patient harm. This harm is personally and professionally devastating for the workers involved. Impact on Teamwork There is a growing body of research linking teamwork and patient care outcomes. This work has focused on three domains: quality of care, safety of care, and patient experience. Quality of care refers to ensuring patients receive treatments that are consistent with current guidelines, while safety refers to the risk of preventable harm. Patient experience refers to patient satisfaction, as measured by clinical and self-reported outcomes.Re-Igniting the Spirit of Caring helps teams and expand their insight on what they have in common with their colleagues. Re-Igniting the Spirit of Caring is also an effective way to improve employee engagement, wellbeing, and retention. It is easy to see why Re-Igniting the Spirit of Caring is so effective at transforming workplaces.https://www.youtube.com/watch?v=weSFNyCwV48 Reconnect to Your Purpose We can increase your staff satisfaction, cultivate a more positive approach to work, and help your team rediscover their passion for practice. Schedule a Conversation Relationship with Self: The First of the Three Key Relationships To stay healthy and be emotionally available to others, caregivers need to pay attention to their own energy levels and be self-aware and mindful as...

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### Trauma Informed Leadership

- **URL:** https://chcm.com/solutions/trauma-informed-leadership/
- **Published:** 2021-10-26
- **Modified:** 2024-09-03
- **Author:** CHCM


Trauma Informed Leadership Vital leadership Support for Recovery and Restoration Current times and challenges call for a skill set and tools to lead health care teams on the frontline of COVID care. Creative Health Care Management has developed a program to educate and support executives and managers through this crisis by deepening their capacity to understand the impact on their own personal and professional lives.This experiential learning provides relationship-based and trauma informed interactions and communication strategies to help you support your teams. You will learn trauma related concepts and intervention techniques to enhance your own and your teams’ Wellbeing, building a foundation for resiliency and the potential for posttraumatic growth. Expected Outcomes Enhanced self-care for leaders and improved staff engagement  Increased utilization of wellness resources within organizations Diminished experience of isolation and burnout Reduce the stigma often associated with trauma and need for mental health support. Support your leaders and their teams. Call us to help you start the recovery process at your organization. Cope and Heal Trauma informed leadership is essential to help health care workers recover from the long-term effects of their traumatic experiences. Schedule a Conversation Why a Trauma Informed Approach Trauma informed leaders understand that people (including themselves) will struggle due to current and past traumatic experiences. They recognize the importance of presence for themselves and their teams to facilitate coping and growth. Four relational practices, attuning, wondering, following, and holding, provide a mental model for intentional and consistent presence. The practices of attuning, wondering, following, and holding bring therapeutic relationships to life. Each of them describes a way of interacting with patients, and they also describe a mindset and a way of being. Attuning is “tuning in” to ourselves and others. Wondering is being truly interested to learn about the other. Following is listening acting on what we learn. Holding is creating a safe haven and to protect from harm. Self-care is Fundamental to Supporting Others Trauma informed leaders understand that in order to support others, they need to prioritize their own self-care. Having said that, practicing self-care has always been a challenge for many leaders. There will never be enough: time, energy, staff, or resources, but leaders need time for reflection and slowing down to connect to their own needs. The goal is to connect with oneself which allows you to connect with others more fully. Self-care may take the form of a regular meditation practice, practicing self-compassion, exercise, journaling, attending an ongoing peer support group. If you need a push to get your self-care started do it because you should be modeling self-care for your team. Peer Support for Leaders Peer support is a highly effective way to provide support for leaders. Leaders often feel alone in their organization and peer support is known to create much needed connection, and provide validation, normalization, and hope. Participants who have participated in facilitated Trauma Informed Leadership sessions reported they found their time together supportive, helped them cope, and also helped them lead with greater ease...

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### Leading an Empowered Organization

- **URL:** https://chcm.com/solutions/leading-an-empowered-organization/
- **Published:** 2021-10-25
- **Modified:** 2025-06-06
- **Author:** CHCM


Leading an Empowered Organization Leading an empowered organization (LEO) is where future leaders are developed and current leaders challenge and hone their leadership skills.Many managers in health care are promoted because they are a talented clinician, and just because you're a great nurse doesn't mean you will make a good leader. Technical skills don't always apply to leadership skills. Creative Health Care Management developed the Leading an Empowered Organization framework for healthcare leaders in all seats to learn about leadership style.There are follow-up activities to sustain participants learning to ensure leading an empowered organization has not only empowered employees within the organization but also empowered environments for qualitative research, patient safety, and problem solving. Over 200,000 Leaders Have Successfully Completed our Three Day Course Worldwide Leading an Empowered Organization was developed out of health care for health care leaders. Participants come away with new ideas, practical tools and effective strategies to enable individuals to change so they can lead in ways that are effective, as opposed to restructuring aspects of the organization outside of the leader's authority. Are your staff members expected to function in empowered environments?This 3-day workshop improves both individual and group performance and can be delivered in-house and licensed. We provide education, coaching, and ongoing support for your internal facilitators.Let Leading an Empowered Organization improve your staff participation in decision making, build organization-wide accountability, and deliver a healthier work environment. Prepare leaders at all levels in your organization to accept ownership of their work and reach their full potential. Call us today. Want Work to go Smoothly? Our proven methods improve accountability and communication with senior staff and offer new clarity that is as energizing for staff members as it is leaders. Schedule a Conversation https://www.youtube.com/watch?v=xmScBhcVcDk Responsibility + Authority + Accountability: The Formula for Decentralization and Empowerment Leading an Empowered Organization unifies your organization's leaders with a common lexicon for clarity around who is responsible, who has authority, and who is ultimately accountable in any given situation. The formula to identify and facilitate greater personal ownership and alignment among teams is R+A+A. Responsibility The clear and specific allocation of duties to achieve desired results. This is a two-way process, both assigned and accepted. Authority The right to act in areas where one is given and accepts responsibility. Accountability The retrospective review of the decisions made or actions taken to determine if they were appropriate. When teams are not functioning in ways they are intended to, it is likely that one or more of the R+A+A components is out of balance. Most typically, someone is asked to take responsibility and full accountability but is not given the authority necessary to achieve what they have taken responsibility for. Approaching Change Through Appreciative Methods The study of Appreciative Inquiry led by David Cooperrider has provided important insights for leaders about the power of focusing on the positive for good leaders. Cooperrider discovered that by focusing on what's working well rather than on problems, we amplify the positive things.If we focus...

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### Magnet

- **URL:** https://chcm.com/solutions/magnet/
- **Published:** 2021-10-20
- **Modified:** 2025-06-06
- **Author:** CHCM


Magnet&reg; Consulting Proven Success of Magnet® Recognition If you are on a Magnet® journey, your #1 predictor of success is partnering with an experienced Magnet® consulting team—like Creative Health Care Management. Our consultants bring firsthand experience as successful Magnet® Program Directors and key stakeholders who understand exactly what it takes to become the kind of organization the ANCC is proud to recognize.As leaders in Magnet® consulting, we specialize in navigating the inner workings of this complex, multiyear journey. We provide the comprehensive, expert support organizations need to achieve Magnet® designation or re-designation with confidence. The Services You May Need  We are experts in the inner workings of this complex, multiyear journey and offer specialized Magnet® consulting services that provide the comprehensive support organizations need to earn Magnet® designation or re-designation.Comprehensive Magnet® Journey Support: Full-spectrum support including structure and process development, DDCT® mentoring, document review and set-up, as well as site visit preparation with mock site visits.Readiness Assessment (Gap Analysis): Ground your planning and implementation with this comprehensive organizational assessment.Re-designation Vulnerabilities Assessment: Discover where you are in relation to the current ANCC Magnet requirements and uncover your vulnerabilities.Shared Governance Support: Create or enhance the infrastructure of your shared governance.Professional Practice Model Framework and Care Delivery System Design: Maximize staff engagement and their ability to articulate how it drives practice. Increase the impact of your care delivery model with a framework that supports your organization's vision.Professional Advancement Programs (Clinical Ladders): Foster advanced professional nursing performance, excellence in nursing practice, and professional growth. Create a framework that benefits the individual and the organization.Peer Review and Feedback: Develop systems that enhance professional performance.Data Management to Drive Practice: Leverage nurse-sensitive data that is meaningful to those who can change practice—staff at the bedside.Magnet Program Director (MPD) Coaching/Mentoring: We support and mentor MPDs regardless of their level of experience. We also offer a virtual course, Facilitating the Journey to Excellence: Magnet® Program Director (MPD) Core Competencies. Engaging in focus groups and interviews Improve your chances for successful Magnet® designation. Call our magnet® consulting team, and remember, you do not have to be using Relationship-Based Care to benefit from our consultative support.MAGNET®, Magnet Recognition Program®, ANCC Magnet Recognition®, Journey to Magnet Excellence®, Pathway to Excellence® Program, Pathway to Excellence in Long Term Care®, Demographic Data Collection Tool®, DDCT®, Practice Transition Accreditation Program® (PTAP) are registered trademarks of the American Nurses Credentialing Center (ANCC). The products and services of Creative Health Care Management are neither sponsored nor endorsed by ANCC. All rights reserved. The content presented in here is the expressed opinion of the author/presenter and not that of the American Nurses Credentialing Center (ANCC). Ensure a Successful Magnet&reg; Designation Our expert consultants have over 40 years of experience in Magnet® designation and re-designation. We work with large academic medical systems, small community hospitals, specialty providers including pediatrics, orthopedic, women, and cancer centers, as well as international organizations. Schedule a Conversation https://www.youtube.com/watch?v=KLCu0hJ8Zs4 Why Magnet&reg;? Many health care leaders seek national recognition, not as an end it itself, but as...

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### Solutions

- **URL:** https://chcm.com/solutions/
- **Published:** 2021-10-20
- **Modified:** 2025-10-31
- **Author:** CHCM


Health Care Consulting Solutions CHCM offers a continuum of solutions to cultivate a culture of empathy, compassion, and trust in individuals, teams, and patients and families. Our expertise includes sustainable cultural change methods, leadership development, engagement of staff and providers to deliver exceptional patient and collegial relationships, and the advancement of an overall culture of quality, excellence, and Wellbeing. Our Clients Achieve Sustainable Improvements In: Employee Engagement Turnover And Burnout Magnet® and Pathway to Excellence® designation RN Satisfaction Wellbeing Patient Satisfaction HCAHPS Health Care Consulting Services Magnet® Consulting The #1 predictor of success on the journey to Magnet® designation is an experienced guide. With a 100% success rate and a deep understanding of what’s required to achieve this designation, CHCM can provide you the support you need on this complex journey. Take the First Step in Your Magnet® Journey Pathway to Excellence® Consulting Ready to deepen your culture of excellence? Whether you’re a community hospital, academic medical center, specialty provider, or an international organization, we have over 50 years of experience helping you achieve this ANCC designation or re-designation. Begin Your Pathway to Excellence® Shared Governance/Professional Governance Professional governance is a model of collaboration in which decisions about practice are made by the people who will be carrying them out. This allows health care management and staff to come together through joint decision-making. Empower Your Leadership and Staff Interprofessional Relational Model™ The Interprofessional Relational Model™ (IRM), an evolution of Relationship-Based Care®, unites people and systems around a shared purpose—creating lasting cultures of relationship-centered care. Lead Your Next Chapter Relationship-Based Care® (RBC) Culture is everything. The RBC operational blueprint focuses on key relationships to improve quality and safety. Work from the inside-out to advance your organization’s culture and create the best experience for staff, patients, and families. Start Your Culture Transformation See Me as a Person This two-day workshop helps your team create consistent connections with patients and families. Gain the knowledge, awareness, and skills required to see each patient as a person with their own unique story. Strengthen Every Relationship Re-Igniting the Spirit of Caring (RSC) RSC helps your staff reconnect with their purpose and renew their capacity to care. Participants of this workshop gain insight and expand their ability to care for themselves, their colleagues, and the patients and families they serve. Increase Engagement and Retention Leading an Empowered Organization (LEO) LEO is the only leadership course made by health care managers for health care managers. In this three-day workshop, leaders at any level can learn about leadership styles, hone managerial skills, and leave with practical tools to embrace effective leadership. Develop Your Future Leaders Competency Our competency assessment consultation and workshops are based on Donna Wright’s bestselling book, The Ultimate Guide to Competency Assessment in Health Care. Staff will discover an accountability-based way of thinking and work on improving outcomes. Improve Your Competency System Creative Health Care Insight™ Save significant time and money with the Creative Health Care Insight platform, MyCHCI. This innovative combination of 360° assessments, educational...

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### Privacy Policy

- **URL:** https://chcm.com/privacy/
- **Published:** 2021-10-13
- **Modified:** 2025-07-08
- **Author:** CHCM


Creative Health Care Management Privacy Policy Creative Health Care Management (CHCM) collects information about its clients for the purposes of ongoing consulting work and/or team and leader education. We maintain contact information for communications related to:&nbsp; notification of new products, service creation or enhancement, program development, and select co-sponsored events we deem valuable to our customers. We do not sell, rent, or transfer client data to any outside organization or entity. Information Collected CHCM collects the following information to better serve our clients: IP address, name, title, organization, address, phone, e-mail, communication preferences, and sales history. Cookies CHCM utilizes cookies to better understand user behavior on our websites, and to improve user experience. These cookies include those placed by Google Analytics for tracking purposes, and by the WordPress contact management system for user authentication. By utilizing this website and permitting your browser to store cookies, you consent to their being stored on your computer or device. Security Keeping data secure is a top priority for CHCM. All personal and financial records are stored in accordance with PCI-DSS compliance practices. We utilize 256-bit encrypted SSL certificates on all our Internet properties, including our retail shopping cart: shop.chcm.com. Our highest-volume Internet properties utilize Extended Validation certificates. Opt-Out If you wish to be removed from our contact list, please contact our office at 800.728.7766 / 952.854.9015 or e-mail your request to chcm@chcm.com. Or simply click the "Unsubscribe" link at the bottom of all our e-mail communications. You can also remove your association with our social media presence at any time. If you wish to correct or request removal of any other information we have stored about you as described in this policy, please contact chcm@chcm.com. Please note that CHCM Internet sites may contains links to organizations that may or may not have the same privacy and data policies as Creative Health Care Management. Updated: July 8, 2025

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### Home

- **URL:** https://chcm.com/
- **Published:** 2021-10-13
- **Modified:** 2025-11-06
- **Author:** CHCM


Creative Health Care Consulting Health Care Consulting Since 1978 Founded by nurses. Rooted in experience. Transforming your workplace begins with Creative Health Care Management. Our health care consultants don’t just focus on the obvious. We harness the power of relationships to create cultural change for: Hospitals and SystemsLeadership TeamsBehavioral Health Centers Culture Transformation Starts Here Elevating Professional Practice In Health Care Virtual Convention Save Your Spot Creative Health Care Management 'Essentials of a Caring Culture:The InterprofessionalRelational Model&trade;' Now Available On Our Website Order Now www.shop.chcm.com 'Considerations in Professional Governance' Now Available On Our Website Order Now www.shop.chcm.com Creative Health Care Consulting Health Care Consulting Since 1978 Founded by nurses. Rooted in experience. Transforming your workplace begins with Creative Health Care Management. Our health care consultants don’t just focus on the obvious. We harness the power of relationships to create cultural change for:Hospitals and SystemsLeadership TeamsBehavioral Health Centers Culture Transformation Starts Here Elevating Professional Practice In Health Care Virtual Convention Save Your Spot Creative Health Care Management 'Essentials of a Caring Culture:The InterprofessionalRelational Model&trade;' Now Available On Our Website Order Now www.shop.chcm.com 'Considerations in Professional Governance' Now Available On Our Website Order Now www.shop.chcm.com https://www.youtube.com/watch?v=L5uXU1V25bc Your Success is Our Priority. Health care consulting isn’t just our job. It’s our specialty. With 50+ years as a company working with hundreds of hospitals around the world, our services are grounded in experience. We have the knowledge and expertise it takes to help you create a thriving, positive, engaged workforce—and offer the best patient care.  Learn About Our Health Care Consulting Improve Your Culture and Bottom Line. Today’s health care organizations face many struggles—burnout, retention, patient satisfaction, and more. Sound familiar? The easiest way to tackle these problems is with a partner like CHCM. Our health care consultants have over 100 years of combined health care experience and are experts at providing cultural change management support that impacts all areas of your organization. View Our Results Our Mission As the thought leaders of choice, we partner with health care organizations to optimize excellence through a relational approach that elevates leadership, strengthens governance, engages teams, and improves the patient experience. Magnet® Consulting The #1 predictor of success on the journey to Magnet® designation is an experienced guide. With a 100% success rate and a deep understanding of what’s required to achieve this designation, CHCM can provide you the support you need on this complex journey. Take the First Step in Your Magnet® Journey Pathway to Excellence® Consulting Ready to deepen your culture of excellence? Whether you’re a community hospital, academic medical center, specialty provider, or an international organization, we have over 50 years of experience helping you achieve this ANCC designation or re-designation. Begin Your Pathway to Excellence® Professional Governance Professional governance is a model of collaboration in which decisions about practice are made by the people who will be carrying them out. This allows health care management and staff to come together through joint decision-making. Empower Your Leadership and Staff Relationship-Based Care® (RBC) Culture...

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### Contact Us

- **URL:** https://chcm.com/contact-us/
- **Published:** 2021-10-13
- **Modified:** 2025-07-08
- **Author:** CHCM


Creating Solutions for Health Care Get in touch with CHCM Creative Health Care Management, Inc. 8500 Normandale Lake Blvd, Suite #350 Bloomington, MN 55437Email chcm@chcm.comTelephoneFor consulting services, workshops, and general information:Phone Number: 800.728.7766FAX: 952.854.1866[elementor-template id="5308"]

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### Blogs

- **URL:** https://chcm.com/news-events/
- **Published:** 2021-10-13
- **Modified:** 2025-03-27
- **Author:** CHCM


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### Consultants

- **URL:** https://chcm.com/consultants/
- **Published:** 2021-10-13
- **Modified:** 2025-12-29
- **Author:** CHCM


Our Team of Consultants Begin Your Journey Now CHCM partners with health care organizations to improve quality, safety, patient experience, staff and physician satisfaction, and financial performance.Our experts have broad clinical and administrative expertise and a deep commitment to improving health care. They inspire, coach, and help organizations excel. Leadership Team Gen Guanci MEd, CAGS OD, RN, NPD-BC, CCRN, CEO Gen is driven by the desire to help clients create organizational excellence through measurable improvement. She thrives on helping others reach meaningful goals, including Magnet® designation. She shares her knowledge and passion for excellence in her book, Feel the Pull: Creating a Culture of Nursing Excellence. Aaron Garner Marketing and Business Development ExecutiveWith over two decades of experience, Aaron solidified his reputation as a trailblazer in health care and business strategy. As the Marketing and Business Development Executive of CHCM, Aaron is passionate about supporting overall organizational success in a competitive health care landscape. Catherine Perrizo MBA, Director of Human Resources &amp; Administration, Contracting Officer Catherine leads human resources, administration, and contracting at CHCM, supporting a culture rooted in collaboration and excellence. She brings a strategic and people-focused approach to operations, aligning internal systems with the organization's mission and values. Consultants Marky Medeiros MSN-RN Marky is a nationally recognized expert in nursing leadership, professional governance, and Magnet® designation. With over 25 years of experience guiding organizations through successful Magnet® journeys and redesignations, Marky brings a unique ability to align people and processes, identify emerging issues, and assess the effectiveness of organizational interventions—resulting in enduring, measurable improvements. As a Service Line Director and Consultant at Creative Health Care Management, she partners with clients to co-create customized improvement plans grounded in evidence-based practices and her deep knowledge of health care systems.  Amber Orton MBA, MSN, RN, NE-BC Amber brings over 25 years of diverse health care expertise to her role as a Cultures of Excellence® consultant, partnering with organizations to design and sustain environments where excellence thrives. Using a relationship-centered, evidence-based approach, she helps organizations build structures and processes that elevate performance, empower professionals, and drive measurable, lasting outcomes. Kathleen Van Wagoner MSN, RN, MSA (Consultant Partner) Kathleen is an accomplished mentor and developer of people, programs, and culture. As a highly successful former nurse executive in clinical administration, program design, and project management, she is skilled in all aspects of care provision. She brings to her consulting work an in-depth knowledge of clinical operations, academics, research, and health care finance. Donna Wright MS, RN, NPD-BC Donna is a sought-after team and leadership development consultant and speaker known for her irreverent wit and astute pragmatism. She is extremely savvy and has a global perspective—literally. She's worked on every continent but Antarctica, and she has her eyes set on that, too (“There's an infirmary there!” she says). Ruth Kitzmiller MSA, BSN, RN, NE-BC With over 30 years of progressive leadership experience in a large health system, Ruth has served in key roles including Risk Manager, Director of Surgical Services, Clinical Project Director, and Magnet® Program...

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### About

- **URL:** https://chcm.com/about/
- **Published:** 2021-10-13
- **Modified:** 2025-08-06
- **Author:** CHCM


Transforming Health Care And Strengthening Results For over 45 Years We are Creative Health Care Management (CHCM) As the thought leaders of choice, we partner with health care organizations to optimize excellence through a relational approach that elevates leadership, strengthens governance, engages teams, and improves the patient experience. Optimizing Organizational ExcellenceCHCM partners with health care organizations to elevate performance and culture through relational leadership, professional governance, and workforce engagement. With over 45 years of experience, we help clients improve quality, enhance the patient experience, and achieve sustainable success by aligning people, purpose, performance, and national recognition. CHCM provides thought leadership not only through consultation, but through the publication of numerous award winning and bestselling books. "CHCM develops a relationship with you and your organization. They invest their heart and soul." Pamela LundyDirector of Resource Management and Special ProjectsSusquehanna Health Systemhttps://youtu.be/yCKgpvfQHxI Our Vision? To Transform Health Care by Optimizing Organizational Excellence. Begin Your Journey Now What We Offer We partner with clients to cultivate sustainable improvements. CHCM provides consultation services, educational programs, and products to executives, leaders, and all clinical and support staff members. Our consultants help you leverage the power of relationships across organizations, resulting in everyday innovation and performance improvement. We help you create healing environments where employees are empowered to take ownership of their work, and patients and families truly feel held at the center of care.[elementor-template id="171"] Meet Our Consultants What We Offer 1978 Transforming health care for 40 years. 1978Marie Manthey, one of the pioneers of Primary Nursing, founds the company now known as Creative Health Care Management in 1978 as a single-person health care consulting firm.1980The Practice of Primary Nursing is published, and the demand for consultation rises steadily.1982In 1982, the leadership development program that would become Leading an Empowered Organization (LEO) is created, and additional consultants are brought on to expand the reach of the company.1989 - 1994As new consultants join the company, an explosion of creativity leads to the development of programs and workshops now known across the world.1995CHCM took its first steps in revolutionizing the field of competency assessment, providing a new model that empowers caregivers to take ownership of their clinical education thereby continuing to deepen their knowledge and skills through participation in the process. The Ultimate Guide to Competency Assessment, originally published in 1996, is in its third edition.2000Re-Igniting the Spirit of Caring is adapted and established as a foundational workshop to help improve relationships organization wide.2004CHCM begins the 21st century with the development of the cultural transformation model, Relationship-Based Care. In 2004, the book Relationship-Based Care: A Model for Transforming Practice becomes widely adopted and wins acclaim throughout the entire industry.2006In 2006 CHCM established itself as an invaluable resource for organizations seeking Magnet designation or redesignation. Since that time, 100% of the hospitals CHCM has partnered with for comprehensive support on their Magnet Journey® have obtained initial designation or re-designation.2007I2E2, Feel the Pull, and the RBC Field Guide are published.2010See Me as a Person workshop is offered for the first time, and...

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### Outcomes

- **URL:** https://chcm.com/outcomes/
- **Published:** 2021-10-13
- **Modified:** 2025-03-10
- **Author:** CHCM


Outcomes https://youtu.be/yCKgpvfQHxI Partnering with leaders around the world to transform health care. We help our clients advance cultures in which everyone is empowered to thrive. Teams, patients, families, communities.When people are given the tools and empowerment to take excellent care of themselves, each other, and the patients and families in their care, the overall performance of the organization improves. It boils down to “people taking care of people.” Where care is taken to help people thrive, organizations thrive as well. Increase ROI Experience the significant cost savings resulting from lower nurse turnover and higher patient satisfaction scores. Increase patient satisfaction Improve relationships, refine structures and processes. Improved care across settings means healthier people, happier families, and greater community Wellbeing. Increase employee engagement Rediscover meaning, purpose, connection, and a greater sense of optimism. Bind your team together with a meaningful shared vision. Improve quality Quality and relational competence are inexorably linked. Improve relationships to improve adherence to treatment plans, patient satisfaction, and overall health outcomes. Get a Competitive Edge Increase efficiency, grow market share, and differentiate yourself in the competitive health care landscape. View Our Case Studies Turning Crisis into Opportunity Re-Igniting the Spirit of Caring drives culture transformation by helping staff at all levels regain trust and reconnect to their purpose.View Full Case Study Billings Clinic The forward thinking team in the Ambulatory Telemetry/Step Down Unit at the world renowned Billings Clinic decreased patient falls by 68% through redefining their competency strategy. This group boldly stepped out of old patterns of spending lots of time and energy on modules, mandated education, and other monstrous competency processes to really uncover the strategies that would truly impact outcomes—strategies grounded in the Wright Competency Model tenets of ownership, empowerment, and accountability.View Full Case Study Community Teaching Hospital Reinvigorates Its Culture And Renews Its Commitment To Excellence You can reduce the time and cost to achieve your goals with a laser focus on key elements of your journey. Guidance on what and how to direct your attention can accelerate your journey. This organization benefited by partnering with a Culture of Excellence expert who quickly builds a partnership relationship and enhances the creation of high-impact interventions.View Full Case Study Mohawk Valley Health System Mohawk Valley Health System in Utica, NY (formerly Faxton St. Luke&#8217;s Health Care), located in Utica, NY, has been on the Relationship-Based Care (RBC) journey since 2005 following the consolidation of Faxton Hospital and St. Luke&#8217;s Memorial Hospital into Faxton-St. Luke&#8217;s (FSLH). FSLH partnered with Creative Health Care Management to build and sustain this model of patient care which has helped FSLH become a health care organization that provides a positive, caring and healing experience for the patient and their family. Patient safety was dramatically improved as evidenced by reduced harm rate by year four of RBC implementation.View Full Case Study Mississippi Baptist Medical Center The Relationship‐Based Care (RBC) Model offered Mississippi Baptist Medical Center a framework that addressed the pressing issue of unsatisfactory scores while simultaneously addressing its underlying issue of...

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# Navigation

- [Main Documentation Index](https://chcm.com/llms.txt): Return to the main documentation overview