Henderson Model of Care Charter

1. Henderson Model of Care Charter Jan Feb Mar Apr May June Jul Aug Sept Oct Nov Dec Launch-D M A I C Progress to Date Overview • Linkage to BPE/BP/Finance: To provide the best patient experience through excellence in nursing care delivered by best people. • Problem: Henderson’s model is not currently used to guide and direct nursing practice on a daily basis at NMH. As a result, care is often task-focused instead of focused on the implementation of a well-articulated guiding philosophy of care. • Goal/Benefit: Imbed principles from Henderson’s model to all aspect of nursing practice across NMH. • Scope: Project will impact all areas where nursing is practiced at NMH. • Deliverables: (1) Set of guiding principles drawn from Henderson’s Theoretical Framework that guides nursing practice and the delivery of care to patients. • Drafted charter • Met with group of Directors to discuss issue/problem and brainstorm possible next steps. • Discussed results of session at DON meeting in Oct. • Present charter to DON in November; identify taskforce members • Mapped out deliverables for first three meetings Next Steps • Finalize taskforce membership. (Taskforce will be charged with developing a guiding philosophy and imbedding it across nursing • Taskforce will report to CNE Quality Council or new CNE Coordinating Council • Council Membership:Director of Prof. Practice & Dev., Director of Psychiatry, staff nurse representatives from across NMH (8-10 total) , two nurse managers, 2-3 CNSs (Carol Burke) • Key Metrics: • Outcome: • Evidence that model is imbedded, e.g., staff can articulate guiding principles. • Principles referenced in key documents. • Principles referenced and integrated into all initiatives that relate to patient care. • Process: Meetings of taskforce with adherence to workplan and timeframes for implementation Issues/Concerns/Roadblocks • Engaging a large group of people and changing their behavior • Avoiding a “campaign” approach to imbedding Henderson’s model • Ensuring that change has really happened; i.e., that guiding principles are truly imbedded • Involving staff nurses at all stages of the project • Engaging staff nurses in shaping a philosophy that drives care delivery Executive Sponsor: Michelle Janney Project Sponsor:Maureen SladeImprovement Leader/Process Owner: Jill Rogers Team Members: Angie Monacelli, Daniel Fraczkowski, Liz Even, Carol Burns, Leah Callison, Heidi Wheeler, Clelia Dompe