Annotated_Bibliography

Leadership Priorities: Annotated Bibliography Introduction As a transformational leader, priorities are necessary to not only be successful but to recognize that success as well. In a correctional facility the focus is probably a bit different than hospital based facilities. Priority one would be staff safety and response times to emergencies. Priority two would be quality and safe patient care and finally priority three would be an overall cost reduction in the clinic budget. Needed resources for all priorities would include first and foremost a trained staff both technically and diversely with the target population. To accomplish this training modules, training manuals and organized training sessions would be needed. This information is bountiful so a person would be needed to sift through various programs to find some that will work for this staff. The following annotated bibliography is the result of research done to find evidence based reasoning for changes needed to succeed at accomplishing these priorities. Priority One: Staff Safety and Response Time to Emergencies Anthony, M., Vidal, K., (May 31, 2010) "Mindful Communication: A Novel Approach to Improving Delegation and Increasing Patient Safety" OJIN: The Online Journal of Issues in Nursing Vol. 15, No. 2, Manuscript 2. DOI: 10.3912/OJIN.Vol15No2Man02 This article explores how by learning to properly delegate, patient and nurses safety can also increase. It goes into great detail on what effective communication is and details what the right type of communication specifically is. Communication should be done in a way that it not left for interpretation what is intended when it comes to areas of staff and patient safety. This is particularly important for this priority as the nursing leader will have to ensure that their point is getting across without questioning the meaning. Staff safety will start with the leader so effective skills are needed by them first and foremost. Curtis, E., & O¿Connell, R. (2011). Essential leadership skills for motivating and developing staff. Nursing Management - UK, 18(5), 32-35. This article is based on the fact that the skill set needed to be a good nurse are not the same skill set needed to be an effective manager. It further discusses how nurses are often given a broader role, which includes management, without adequate training to do so. This article explored two types of leadership styles; transactional and transformational. Regardless of the style skilled communication skills are needed. Nurses tend to respond to a transformational leadership style at higher rates. This style includes nurses in day to day decisions and utilizes ways for the nurse to be inspired and to “own” their work therefore becoming invested at their facility. The article concludes that leadership style needs developed into one that increases motivation and encourages nurses to engage in a mature decision making practices that increases worker empowerment, increasing satisfaction at every level. This article will be useful exploring techniques by leaders that are most effective to motivate staff. In order to increase safety the staff has to respect and trust in the leader and then be motivated to make the change. There are many ideas in this article that may be useful when developing a plan. McPhaul, K., London, M., Lipscomb, J., (January 31, 2013) "A Framework for Translating Workplace Violence Intervention Research into Evidence-Based Programs" OJIN: The Online Journal of Issues in Nursing Vol. 18, No. 1, Manuscript 4. DOI: 10.3912/OJIN.Vol18No01Man04 Any type of workplace violence can lead to staff harm as well as patient harm. This article goes to great lengths explaining a framework for utilizing evidence based interventions to curb this violence. Violence in an everyday occurrence in a prison. Having evidence backed interventions and a framework to follow can help allow for positive outcomes and hopefully decreased violence. The framework explores the various mechanisms of workplace violence and offer intervention techniques to counteract them. One such intervention of particular importance to the listed priority is a hazard analysis. It clearly describes what is needed to start the analysis and then what to do with that data. While this article is based on hospitals the framework can be implemented in a correctional facility as well with the added benefit of already having a security process in place. Learning new ways to curb the violence and what to do to prevent them is a large part of this priority. ACA. (2013, July 31). American Correctional Association. Retrieved from American Correctional Association: https://www.aca.org This website is a wonderful resource as it has not only normal every day operating security and safety issues but also has a section devoted to correctional healthcare. Publications of the Correctional Health Today journal are available for free and they offer numerous practical, every day interventions. This is published by the private prison system but all of the information researched works well and meshes directly into the state run prison. Since all of the articles are written by correctional nurses this becomes an evidence based useful tool. There were some articles that directly related to emergencies and how to increase response time as well as keep staff safe. The interventions discussed will be a huge asset as a plan is developed for this project. Schreuder, H., Roelen, M., Zweeden, F., Jongsma, D., Van Der Klink, J., & Groothoff, J. (2011). Leadership effectiveness and recorded sickness absence among nursing staff: a cross- sectional pilot study. Journal Of Nursing Management, 19(5), 585-595. doi:10.1111/j.136 2834.2010.01198.x Do nurses who are not happy with their nursing manager call off from work more often was the question that his article addressed. Since having unstable staff and having to utilize agency nursing is a huge issue at the target facility this article implores that changes need to be made to reach the staff safety goal. Six nursing leaders were examined and their nurses interviewed to see if those with leadership styles deemed effective had less absence of their nurses. This article also like previous articles stated showed that those with a relationship-oriented leadership style were the most effective. It concluded that indeed those managers that were noted to have high leadership effectiveness had fewer nurses under them that called off their shift in the short term. Long sickness absences were not affected regardless of leadership style. Again it useful for the leader to know what type of leader may impact a positive change and help fulfil the goal of this priority. Perry, J., Bennett, C., & Lapworth, T. (2010). Nursing in prisons: developing the specialty of offender health care. Nursing Standard, 24(39), 35-40. Prison nursing is considerably different than hospital or clinic based nursing and for these reasons in order for the nurse to remain safe they need to develop a different type of nursing style than what was taught in nursing school. This article lists many attributes that a correctional nurse must possess as well as ideas to attain that. A project plan needs to include ways to develop the correctional nurse to keep them safe. Ideas include integrating a training that identifies some of the very different needs of offenders including their psychological status as a priority even if they have other issues that seem more imminent. They can be very volatile and learning to pick that out is a skill that correctional nurses must have and according to the article can be taught with great success. Priority Two: Quality and Safe Patient Care Smith, E. (2010). Care versus custody: nursing in the Prison Service. Practice Nurse, 40(7), 33- 35. http://web.ebscohost.com.library.capella.edu/ehost/detail'vid=4&sid=51e32310-b29e-4526-a4fc Quality and safe patient care in a correctional facility can be a daunting task. Limited funds and volatile patients can lead to substandard care. This article tries to discern the separation between custody concerns and providing quality nursing services. The article was written by a nurse who was private sector and then joined the correctional side thinking that it would not be that different. What she found was that while the fundamentals of nursing were the same the delivery was quite different. She prides herself on receiving training such as Pressure Control Tactics (PCT) as a way for her to feel more comfortable in her nursing role with the feeling that she could defend herself. Ongoing training is always an issue. The project plan needs to address refreshers of PCT quarterly versus a once a year four hour class. If nurses feel safer than the quality of the patient care should go up. Stern, M., Greifinger, R., & Mellow, J. (2010). Patient safety: moving the bar in prison health care standards. American Journal Of Public Health, 100(11), 2103-2110. doi:10.2105/AJPH.2009.184242 This article explores current standards for quality care of offenders. According to the authors the United States has three organizations that oversee the prison system which are the American Public Health Association (APHA), the National Commission on Correctional Health Care (NCCHC) and the American Correctional Association (ACA). The ACA is the true governing body in that they are the ones that completed inspections and issue citations for deficiencies. They ensure that all offenders are receiving proper care or they issue the citations for what needs to be corrected and in what time frame; much like a state inspection of hospitals and nursing homes. This is an important article as it list the standards of what is considered quality care in the correctional setting. Reading this article there are many deficiencies held at my current facility and I would like to include these in the project plan. Although we are ACA certified and actually were the first prison in Colorado to pass all areas by reading this paper I can see we have a long way to go to offer truly quality care. By following these guidelines patient quality of care would go up. They also address some safety concerns for both staff and offenders. Peate, I. (2011). Protecting the health of offenders in prison and other places of detention. British Journal Of Community Nursing, 16(9), 450-454. This article takes the above one step further and discusses legal ramifications if quality of care is not met. While this article is based in England the legalities are quite similar to the United States. If one can know what is considered legal by the Department of Health (DH) in the treatment of offenders than changes can be implemented to stop possible lawsuits due to non-quality care. Of particular interest is the focus on the control and spread of infectious diseases. Prison historically has high rates of Hepatitis B&C and HIV/AIDS. This article outlines a basic program to share with offenders, which they do on their intake, which since implemented has greatly lowered the spread of these diseases. This would be a great point on a project plan as the nurses do the initial intake at my facility and adding this to the program we already give should not be that difficult and again could increase their quality of care. National Commission on Correctional Health Care http://www.ncchc.org/ There is wealth of information on this website that addresses ways to improve quality care and well as safety concerns for staff and patients. Of great interest in relation to a project are disease program guidelines that offers training and resources such as handouts and tracking forms to keep track of treatments and therefore improve outcomes. Their diabetes education guidelines have several easy things to implement which would be a great advantage at my facility. I also like their standards of care which differ somewhat from our facility standards. Their standards are something that we should strive to meet and most are easy to accomplish. USDHHS. (2013, July 31). U.S. Department of Health & Human Services . Retrieved from U.S. Department of Health & Human Services: www.hhs.gov Offenders are a particularly vulnerable class. They are considered vulnerable just for being an offender but they also many of the other qualifiers including different ethnic backgrounds, socioeconomic status and a variety of infectious disease processes. The U.S. Department of Health & Human Services has clear guideline to not only protect this class of our population but also ways to lessen the disparities that are evident. Utilizing information from this website the facility can make sure they are acting in the guidelines created and therefore improve the quality of care they receive. This is a wonderful resource with large amounts of information. Programs can easily be derived from publications on this site. Priority Three: Budget Cutting Goetz, K., Janney, M., & Ramsey, K. (2011). When nursing takes ownership of financial outcomes: achieving exceptional financial performance through leadership, strategy, and execution. Nursing Economic$, 29(4), 173-182. The short title of this article shows its importance “When nursing takes ownership of financial outcomes” in that the key to an effective reduction in the budget is to have those who can have the most dramatic impact to care about its success. If they can take ownership than they are more likely to make the changes necessary to bridge the deficit. The authors state several times in their article that the most critical factor for attaining the financial goal is to have the nurses feel as if their achievement matters and in order for that to happen they must be held accountable. Tracking sheets on supplies was one guideline listed in this paper and one that will be included in my project plan. The facility does not utilize any type of check out system for basic supplies as offenders are not charged but I feel that a great deal of money is wasted when it is easier to go get a new whatever than find what you were using. Seeing this first hand as a major problem to increased cost it must be a priority on the project plan. Further ideas include ways to manage unnecessary pharmacy bills in that one should never have to order emergency medications (unless of course a true emergency and something you don’t normally stock) rather there should be a systematic approach to reordering patient medication. This is also a very large problem in my facility and ideally some of the ideas presented in this paper including not having one person in charge, rather holding everyone accountable is something I would like to do. The article also suggested utilizing the resources of other like facilities. “Pick” their brains so to speak to see what is working for them. See what products they use, compare prices and plans and collaborate to make changes. This is something I feel passionate about. We have three other prisons in the state that although house different custody levels they are roughly the same size and I feel that we need to pool our resources to see what is working whereas the article suggests. Brooks, M. G. (2008). Getting a handle on analytics for strategic success. Healthcare Financial Management, 62(7), 100-4. Retrieved from http://search.proquest.com.library.capella.edu/docview/196387131'accountid=27965 With the economy the way it is more and more facilities are closing their doors and/or facing huge budget cuts. This article identifies way that these budget shortfalls can be managed and how to be successful with cuts. It has a clearly defined matrix for making this happen with five steps. Step one is to define the future and figure out what the actual cut needs to be. Second one must identify the key cut areas and develop an initiative to make that happen. Third there needs to be developed priorities and targeted areas that all staff can relate to. Fourth any constraints to the achievement should be assessed and determined. Fifth and finally the plan needs to be executed. The way the author explains the system is very clear and suggests the use of simple flow charts for every area of change and allowing all employees to add input. By doing that one would also be giving the employee a feeling that they have some say and therefore take some ownership as well. Presenting a supply reduction program utilizing this flow chart system could be very beneficial to the overall reduction goal of the budget. McKenna, E., Clement, K., Thompson, E., Haas, K., Weber, W., Wallace, M., & ... Roda, P. (2011). Management/Administration. Using a Nursing Productivity Committee to Achieve Cost Savings and Improve Staffing Levels and Staff Satisfaction. Critical Care Nurse, 31(6), 55-65. doi:10.4037/ccn2011826 Overtime is a large part of any budget. The authors of this paper explore utilizing a productivity committee made up of nurses to improve staff satisfaction and by default lower overtime by lessening staff call offs. The committee included the nursing leader as well as long standing nursing staff. They met once a month and discussed staff satisfaction and ways to improve their response to the needs of the staff nurses. Changes were implemented monthly with some of the charge nurses working extra shifts to show the staff nurses that they were not afraid to get in the trenches with them. They offered monthly potlucks with an open floor for any concerns and over time the staff nurses began to discuss ways that changes could be made together. The outcome was incredible with their rates of call offs and therefor overtime for other employees reduced by almost 80 percent. Monthly potlucks and meetings are held at my facility and a type of open mic for the staff nurses would be easy to initiate and may lead to a large reduction in overtime and therefore the budget. Conclusion Any change a nursing leader desires to make has to be first backed up by research as to not only the reasoning but also to utilize what others have already learned has worked. The articles in this bibliography are in no way conclusive of the information that is needed nor the resources that are needed. What they are is a foundation to use to build a new skill set for nursing leader as it relates to the listed priorities. Exploring ways to become a more effective leader should be a priority in and of itself and these articles can lead to someone becoming just that, a better leader. References ACA. (2013, July 31). American Correctional Association. Retrieved from American Correctional Association: https://www.aca.org Anthony, M., & Vidal, K., (May 31, 2010) "Mindful Communication: A Novel Approach to Improving Delegation and Increasing Patient Safety" OJIN: The Online Journal of Issues in Nursing Vol. 15, No. 2, Manuscript 2. DOI: 10.3912/OJIN.Vol15No2Man02 Brooks, M. G. (2008). Getting a handle on analytics for strategic success. Healthcare Financial Management, 62(7), 100-4. Retrieved from http://search.proquest.com.library.capella.edu/docview/196387131'accountid=27965 Curtis, E., & O¿Connell, R. (2011). Essential leadership skills for motivating and developing staff. Nursing Management - UK, 18(5), 32-35. Goetz, K., Janney, M., & Ramsey, K. (2011). When nursing takes ownership of financial outcomes: achieving exceptional financial performance through leadership, strategy, and execution. Nursing Economic$, 29(4), 173-182. Kim, D. H., & Senge, P. M. (1994). Putting systems thinking into practice. System Dynamics Review (Wiley), 10(2/3), 277-290. McKenna, E., Clement, K., Thompson, E., Haas, K., Weber, W., Wallace, M., & ... Roda, P. (2011). Management/Administration. Using a Nursing Productivity Committee to Achieve Cost Savings and Improve Staffing Levels and Staff Satisfaction. Critical Care Nurse, 31(6), 55-65. doi:10.4037/ccn2011826 McPhaul, K., London, M., & Lipscomb, J., (January 31, 2013) "A Framework for Translating Workplace Violence Intervention Research into Evidence-Based Programs" OJIN: The Online Journal of Issues in Nursing Vol. 18, No. 1, Manuscript 4. DOI: 10.3912/OJIN.Vol18No01Man04 National Commission on Correctional Health Care http://www.ncchc.org/ Peate, I. (2011). Protecting the health of offenders in prison and other places of detention. British Journal Of Community Nursing, 16(9), 450-454. Perry, J., Bennett, C., & Lapworth, T. (2010). Nursing in prisons: developing the specialty of offender health care. Nursing Standard, 24(39), 35-40. Rani, R. R., & Sharma, R. K. (2010). Nursing administration: financial management and budgeting. International Journal Of Nursing Education, 2(2), 42-47. Schreuder, H., Roelen, M., Zweeden, F., Jongsma, D., Van Der Klink, J., & Groothoff, J. (2011). Leadership effectiveness and recorded sickness absence among nursing staff: a cross- sectional pilot study. Journal Of Nursing Management, 19(5), 585-595. doi:10.1111/j.1365-2834.2010.01198.x Smith, E. (2010). Care versus custody: nursing in the Prison Service. Practice Nurse, 40(7), 33- 35. http://web.ebscohost.com.library.capella.edu/ehost/detail'vid=4&sid=51e32310-b29e-4526-a4fc Stern, M., Greifinger, R., & Mellow, J. (2010). Patient safety: moving the bar in prison health care standards. American Journal Of Public Health, 100(11), 2103-2110. doi:10.2105/AJPH.2009.184242 USDHHS. (2013, July 31). U.S. Department of Health & Human Services . Retrieved from U.S. Department of Health & Human Services: www.hhs.gov