AONE Nurse Executive Competencies: System CNE

1 COMMUNICATION. KNOWLEDGE. LEADERSHIP. PROFESSIONALISM. BUSINESS SKILLS. Nurse Executive competencies : System CNE. Suggested APA Citation: American Organization of Nurse Executives. (2015). aone Nurse Executive competencies : System CNE. Chicago, IL: Author. Accessed at: Accessible at: Contact: or 312-422-2800. 2015 American Organization of Nurse Executives ( aone ). All materials contained in this publication are available to anyone for download on , for personal, non-commercial use only. No part of this publication may be reproduced and distributed in any form without permission of aone , except in the case of brief quotations followed by the above suggested citation. To request permission to reproduce this material, please email 2 aone Nurse Executive competencies : System CNE 2015 The American Organization of Nurse Executives OVERVIEW.

2 T he System CNO role is primarily accountable for systemwide leadership. This role has expertise in professional ASSUMPTIONS. Health care will consolidate and systems will become a predominant model of integrated care delivery. nursing practice, clinical operations, care management, quality and safety, the patient The health care System will be patient centric/driven. experience, performance improvement and Nursing will continue to evolve as a profession. workforce planning. In addition this role has business and financial expertise. System -focused Executive nursing leadership is vital to success of health care systems. The role of the System chief Nurse Executive There are functions within nursing practice that (CNE) is a sub specialty of nursing leadership are not aligned to the future state of nursing and a consolidated model for care delivery.

3 And requires its own set of competencies . Guided by the aone Nurse Executive Academic practice partnerships are critical to future workforce development competencies ' domains communication Hospital will not be centric to delivery and relationship building, knowledge of model and the health care continuum will the health care environment, leadership, be the focus. professionalism, business skills the Interprofessional interdependence collaboration following competencies describe the skills, is critical to future state. knowledge, and attributes of Nurse leaders in Policy development, implementation and the role of the System chief Nurse Executive . analysis and regulatory guidance should They are presented as information for both be aligned with creating effective delivery systems.

4 System Nurse leaders and those who employ The shift to a population health focus or work with them. They can be used as a will continue. guideline for job description development, Managing variability equates in higher efficiency role expectations, evaluation criteria, and a and effectiveness and lower cost; supporting self assessment tool in the identification of the move to value-based purchasing possible areas for growth and career planning. The pressure for standardization based on Additionally, the competencies show how sound evidence-based practice will continue. Nurse Executive practice is evolving. System transformation will continue to evolve. Reliability and validity for the aone Nurse Executive competencies is established by periodic job analysis/role delineation studies.

5 These competencies are based on A National Practice Analysis Study of the Nurse Executive (2014). 3 aone Nurse Executive competencies : System CNE 2015 The American Organization of Nurse Executives 1 COMMUNICATION AND. RELATIONSHIP BUILDING. A. EFFECTIVE COMMUNICATION E. SHARED DECISION-MAKING. Effectively represents patient care/nursing Align and ensure input is received from perspective to governing bodies, and stakeholders across the System . external audiences on behalf of the System organization. F. COMMUNITY INVOLVEMENT. Ensure a consistent, principle-driven brand for Participate in external activities regionally clinical nursing practice across the System . and nationally to give visibility and representation to the System 's role B.

6 RELATIONSHIP MANAGEMENT in the profession and the broader Develop credibility and trust throughout health care industry. the corporate nursing enterprise including Represent the System in appropriate but not limited to individual System hospital advocacy efforts/activities at a regional and CNEs, CEOs, clinical staff, boards, medical national level. staffs, corporate peers, and corporate boards through a variety of communication G. MEDICAL/STAFF RELATIONSHIPS. strategies. Implement a System strategy for C. INFLUENCING BEHAVIORS the continuing development of the interprofessional relationship of medicine, Provide the voice of the nursing/patient care nursing and other disciplines.

7 Enterprise at the System governing body level. In collaboration with other System leaders, D. DIVERSITY design future functions and roles to facilitate care in the future health care delivery System . Create an environment which recognizes Support the development and and values differences in staff, physicians, implementation of systemwide standards patients and communities. and practices for care of patients/. Assess current environment and establish populations. indicators of progress toward cultural competency. H. ACADEMIC RELATIONSHIPS. Define diversity in terms of gender, race, religion, ethnicity, sexual orientation, age, etc. Lead and or contribute to a comprehensive long-term workforce development plan Analyze population data to identify cultural with academic partners to meet the future clusters.

8 Needs of the System and its health care Define cultural competency and permeate delivery model. principles throughout the organization. Cultivate a strategic partnership network Confront inappropriate behaviors and with nursing academic organizations that attitudes toward diverse groups. aligns with the System 's workforce plan Develop processes to incorporate cultural and future needs. beliefs into care. Implement a proactive plan for diversity initiatives in workforce planning. 4 aone Nurse Executive competencies : System CNE 2015 The American Organization of Nurse Executives 2 KNOWLEDGE OF THE HEALTH. CARE ENVIRONMENT. A. CLINICAL PRACTICE KNOWLEDGE B. DELIVERY MODELS/WORK DESIGN.

9 Apply knowledge to the formation/revision Determine when new delivery models are of practice policies and procedures that are appropriate, and then envision and develop evidenced-based. them across System entities. Transfer acquired knowledge to entity-based Engage in discussions with colleagues CNEs. internal and external to the System for Ensure consistency of policies and benchmarking. procedures across the continuum. Articulate current literature findings and Hold entity-based CNEs accountable for facilitate discussion on best practices. patient care standards. Share systemwide best practices with Implement a consistent monitoring process colleagues internal and external to the across all entities to ensure compliance with organization.

10 Standards. Engage in discussions with System Maintain current knowledge regarding the level nursing and non-nursing leadership state Nurse practice act in all states under regarding new models and best practices. scope of responsibility. Lead initiatives to explore alternative care Establish a consistent process to mitigate delivery models learning opportunities. issues of non-compliance. Partner with academic and other colleagues Ensure consistency of clinical policies and to explore new and innovative multi-site procedures with respect to care setting and care delivery models. patient population. Lead redesign efforts at the System level. Standardize patient care policies and Lead initiatives in the development, procedures as appropriate to care setting implementation and evaluation of delivery and patient population.