Leadership and Accreditation
Introduction
Research indicates that accreditation enhances healthcare institutions’ general quality of care (Prado-Inzerillo et al., 2019). In some specialty areas, accreditation programs are recognized to improve patient outcomes.
Value of Voluntary Accreditation
Accreditation benefits all associates in a healthcare facility. Studies indicate that patients are the prime recipient (Halstead, 2017). Accreditation results in improved quality of care and patient safety. The patients receive services by credential medical workers. Moreover, the rights of patients are respected and protected. Accreditation ensures patient satisfaction is frequently assessed (Halstead, 2017). Healthcare workers in an accredited healthcare institution are a satisfied lot since accreditation offers unremitting learning, a conducive working environment, efficient leadership, and, most of all, ownership of medical procedures. Accreditation to healthcare institutions stimulates constant improvement. It enables the institution to demonstrate the obligation to excellence care (Koski et al., 2018). It enhances community trust in the services offered by the healthcare setting.
Additionally, it creates an opportunity for the medical unit to benchmark with the best. Accreditation offers an objective system of empanelment through insurance and other associates. It provides access to certified and reliable data on institutions, infrastructure, and standards of care.
The role of Nurse Executive
Typically, nurse leaders have the responsibility of designing and managing patient care, delivering constant education courses, developing and managing budgets, and structuring patient care processes (Lúanaigh & Hughes, 2016). Through accreditation, a nurse executive emphasizes medical practice protocols that help the organization establish a consistent approach to care, minimizing the risk of errors (Ulrich et al., 2019).
Interview
The interview featured the Chief Nursing Officer (CNO). The CNO is accountable for overseeing and coordinating an institution’s nursing unit and its daily activities. As the prime spokesperson for nurses, the CNO works to align the nursing employees with the vision, values, and objectives of the institution (Heffernan et al., 2018). Accreditation ensures that the CNO develops active communication abilities to them in every step of patient care (Koski et al., 2018). Chief Nursing Officer is tasked with various duties, including creating a working environment that endorses collaboration (Wetsel, Batcheller & Adams, 2019). Collaboration in healthcare facilities ensures staff and patient satisfaction since both parties are working towards the same goal. Organizations that lack valid collaboration report increased cases of medical errors and poor patient care (Prado-Inzerillo et al., 2019). Voluntary accreditation assists the Chief Nursing Officer to facilitate working conditions that enhance optimum safe patient care. This creates open communication with employees that promote work engagement. Accreditation promotes collaboration in healthcare facilities.
Conclusion
Kittle & Liss-Levinson (2018) demonstrate that Chief Nursing Officer often administers multiple departments of a healthcare institution. CNO is tasked with the responsibility to create patient care programs, manage nursing budgets, structure new patient services, create nursing policies and procedures. Moreover, they participate in cross-departmental decision making, conduct performance enhancement activities, and represent nursing services at the board of director meetings. According to the CNO, the cost of preparation is worth the benefits of accreditation. Accreditation has enhanced interaction among the staff and patients. It has improved patient trust in the services offered by an organization.
References
Halstead, J. A. (2017). The value of nursing program accreditation. Teaching and Learning in Nursing, 12(3), 181-182.
Heffernan, M., Kennedy, M., Siegfried, A., & Meit, M. (2018). Benefits and Perceptions of Public Health Accreditation Among Health Departments Not Yet Applying. Journal of Public Health Management and Practice, 24(1), S102-S108.
Kittle, A., & Liss-Levinson, R. (2018). State health agencies’ perceptions of the benefits of accreditation. Journal of Public Health Management and Practice, 24(1), S98-S101.
Koski, G., Kennedy, L., Tobin, V. F., & Whalen, M. (2018). Accreditation of clinical research sites-Moving forward. NEJM, 379(5), 405-407.
Lúanaigh, P. Ó., & Hughes, F. (2016). The nurse executive role in quality and high performing health services. Journal of nursing management, 24(1), 132-136.
Prado-Inzerillo, M., Clavelle, J. T., & Fitzpatrick, J. J. (2018). Leadership practices and engagement among Magnet® hospital chief nursing officers. JONA: The Journal of Nursing Administration, 48(10), 502-507.
Ulrich, B., Barden, C., Cassidy, L., & Varn-Davis, N. (2019). Frontline nurse manager and chief nurse executive skills: perceptions of direct care nurses. Nurse Leader, 17(2), 109-112.
Wetsel, G., Batcheller, J., & Adams, J. M. (2019). The Power of Interim Chief Nursing Officers. Nurse Leader, 17(4), 335-339.