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Last Wednesday marked the second meeting of our Leadership Council, a key moment for our Perfect Ward/Department Decision Making Councils.

We are proud to announce that we have 13 active councils across the Trust, most of whom were represented at the meeting.

Council members were joined by Chief Nurse Rabina Tindale, along with other directors and senior leaders, to discuss their ongoing service improvement projects.

The meeting was an inspiring showcase of the dedication and innovative approaches that our teams are using across the organisation. It was very encouraging to hear about the impactful work being undertaken and how the Leeds Improvement Method has facilitated these positive changes.

The commitment and talent within our workforce are driving significant enhancements in our services for our patients and our people.

During the meeting, council members talked through their projects, explaining their significance and challenges. A key focus of the discussions was exploring how senior leadership can provide the necessary support to try to unblock any barriers to the project success.

The Leadership Council meeting also fostered meaningful conversations with senior leaders, enhancing professional development and expanding professional networks, which are critical elements for ongoing quality service improvement.

Our Perfect Ward/Department Decision Making Councils initiative continues to champion the empowerment of all staff, emphasising that both clinical and non-clinical staff, regardless of banding or job title, can and should engage with or initiate a Shared Decision Making Council.

We extend our heartfelt thanks to everyone involved for their hard work and dedication.

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We love to shout about the fantastic quality improvement work our Councils are working on! Here are just some examples of the amazing work happening throughout the organisation.

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Patient Care Champions (Radiology) Council

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Patient Care Champions (Radiology) Council

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https://youtu.be/URxu9DlYfyo

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Supporting newly qualified nurses to implement shared decision making at Wheatfields Hospice

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Shared Professional Decision Making (SPDM) is a decentralised model of leadership that created a culture in which the delivery of health and social care can thrive by stimulating inclusion.

SPDM is non-hierarchical and places staff at the centre of decision-making by sharing responsibility and accountability for the decisions that directly affect daily practice. This can drive forwards quality and service improvement, supporting innovation and delivering better outcomes for individuals, populations and staff.

SPDM approaches encourage and enable workforce to get involved and have their voices central to decision-making. It does this by assuming that everyone has valuable and unique information and experiences pertinent to the relevant decision.

SPDM moves away from traditional hierarchical or command-and-control leadership, titles and pay grades do not determine a leader and everyone has the ability and opportunity to influence and inform decisions. SPDM supports the adoption of inclusive and collaborative cultures whilst allowing professionals to identify better ways of working, solutions to problems.

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Shared Governance - A literature review (1999)

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Shared Governance - A literature review (1999)

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Abstract

This paper sets out to establish what is meant by shared governance, analyses the literature on shared governance implementation, and discusses emergent issues. The paper is based on research funded by the Department of Health (England) and by North Staffordshire NHS Trust. A literature search was undertaken using the terms 'shared governance' and 'empowerment', restricted to English language. The databases used were CINAHL, British Nursing Index, Medline, Social Sciences Citation Index and FirstSearch, and the search period was January 1988-May 1998. Initially, nearly 500 articles were identified. This search also highlighted articles describing participative management, professional practice models, and self-managed work teams. For the purposes of this review, only published articles which either described and/or evaluated the implementation of shared governance were analysed. According to these criteria, 48 studies, which were obtained by the cut-off date, were included for detailed assessment.

Similar articles

Shared governance models: the theory, practice, and evidence.

Anthony MK. Anthony MK. Online J Issues Nurs. 2004 Jan 31;9(1):7. Online J Issues Nurs. 2004. PMID: 14998357 Review.

A journey, not an event - implementation of shared governance in a NHS trust.

Thompson B, Hateley P, Molloy R, Fernandez S, Madigan AL, Thrower C, Cain A. Thompson B, et al. Online J Issues Nurs. 2004 Jan 31;9(1):6. Online J Issues Nurs. 2004. PMID: 14998350

Shared governance: making the transition in practice and perception.

Dunbar B, Park B, Berger-Wesley M, Cameron T, Lorenz BT, Mayes D, Ashby R. Dunbar B, et al. J Nurs Adm. 2007 Apr;37(4):177-83. doi: 10.1097/01.NNA.0000266847.84802.ea. J Nurs Adm. 2007. PMID: 17415104 Review.

Shared governance and empowerment in registered nurses working in a hospital setting.

Barden AM, Griffin MT, Donahue M, Fitzpatrick JJ. Barden AM, et al. Nurs Adm Q. 2011 Jul-Sep;35(3):212-8. doi: 10.1097/NAQ.0b013e3181ff3845. Nurs Adm Q. 2011. PMID: 21654480

Shared governance and the nursing practice environment.

Jones CB, Stasiowski S, Simons BJ, Boyd NJ, Lucas MD. Jones CB, et al. Nurs Econ. 1993 Jul-Aug;11(4):208-14. Nurs Econ. 1993. PMID: 8232638

Cited by

Perception of Shared Governance Among Registered Nurses in Ambulatory Care Center at a Tertiary Care Hospital in Saudi Arabia.

Kaddourah B, Al-Tannir M, Kakish S, AlFayyad I. Kaddourah B, et al. Cureus. 2020 Jun 21;12(6):e8736. doi: 10.7759/cureus.8736. Cureus. 2020. PMID: 32714675 Free PMC article.

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hospital / organization & administration

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national center for biotechnology information

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Shared governance: a literature review - PubMed

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This paper sets out to establish what is meant by shared governance, analyses the literature on shared governance implementation, and discusses emergent issues. The paper is based on research funded by the Department of Health (England) and by North Staffordshire NHS Trust. A literature search was u ...

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A Journey, not an Event: implementation of shared governance at an NHS trust (2004)

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A Journey, not an Event: implementation of shared governance at an NHS trust (2004)

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A journey, not an event - implementation of shared governance in a NHS trust - PubMed

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This article describes the implementation of a trust-wide shared governance structure in Barts and The London National Health Service Trust in the United Kingdom. Barts and The London is a large teaching trust, employing over 6,500 staff. The implementation process is described in detail and is foll…

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A message from Nottingham University Hospital - the first UK Trust to gain Pathway to Excellence accreditation

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A message from Nottingham University Hospital - the first UK Trust to gain Pathway to Excellence accreditation

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https://youtu.be/xng7lfmXuko

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Shared governance - making the transition in practice and perception (2007)

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Shared governance - making the transition in practice and perception (2007)

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Shared governance: making the transition in practice and perception - PubMed

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The shared governance literature contains numerous examples of how to design and implement nursing shared governance models. However, there is a major gap between design/implementation and a change in culture. A change in nursing culture will support viability of this governance model. The authors d…

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https://youtu.be/M5-LO9tbUIk

Please skip to 14:00 minutes to listen to Sarah Kehoe launch Perfect Ward/Department Shared Decision Making in LTHT!

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Perfect Ward/Department Decision Making Councils at LTHT

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Perfect Ward/Department Decision Making Councils at LTHT

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Uploaded by Leeds Teaching Hospitals NHS Trust on 2023-05-24.

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Shared Professional Decision Making Director

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Shared governance: the way to staff satisfaction and retention (2016)

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Shared governance: the way to staff satisfaction and retention (2016)

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Nottingham University Hospitals - shared decision making councils

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Nottingham University Hospitals - shared decision making councils

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We are delighted that you would like to know more about Shared Professional Decision Making, and in particular, our Perfect Ward Decision Making Councils. Here you will find a library of resources and information, which we hope you will find a useful introduction to the concept of shared governance and collective leadership.

In a nutshell, Shared Professional Decision Making is about how we speak with one professional collective voice - how we come together to celebrate what we do, and how we promote excellence.

We do this by coming together to influence, debate and focus on what we would like to change. No matter what band you are, no matter where you work, we all have important experiences and influences that can be used to effect change - and making a positive difference for our patients and our colleagues.

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Here you will find useful resources on what Shared Governance and Collective Leadership mean. Scroll down for more.

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Each Council will be given a governance framework (a file) containing useful information and templates for making the work your Council produces a success. You can access this digitally, or hard copies if preferred.

Think of this as the "toolkit essentials". Your SDM facilitator, or Coach will support you with this.

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Deputy Director for Shared Decision Making

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The perception of shared governance and the engagement in decision making amongst registered nurses (2022)

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The perception of shared governance and the engagement in decision making amongst registered nurses (2022)

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The .gov means it's official.
Federal government websites often end in .gov or .mil. Before sharing sensitive information, make sure you're on a federal government site.

The site is secure.
The https:// ensures that you are connecting to the official website and that any information you provide is encrypted and transmitted securely.

Affiliations

¹ Community and Mental Health Nursing Department, Faculty of Nursing, Jordan University of Science and Technology, Irbid, Jordan.

² Nursing Department, Faculty of Nursing, Zarqa University, Zarqa, Jordan.

³ Department of Clinical Pharmacy, Faculty of Pharmacy, Jordan University of Science and Technology, Irbid, Jordan.

Affiliations

¹ Community and Mental Health Nursing Department, Faculty of Nursing, Jordan University of Science and Technology, Irbid, Jordan.

² Nursing Department, Faculty of Nursing, Zarqa University, Zarqa, Jordan.

³ Department of Clinical Pharmacy, Faculty of Pharmacy, Jordan University of Science and Technology, Irbid, Jordan.

Abstract

Background: Shared governance is a structural framework for operationalizing nursing ownership and accountability for nursing practice. Healthcare institutions are striving to promote healthy and satisfactory work conditions to retain their qualified personnel and achieve organizational stability and high care quality. However, little is known about nurses' participation in governance in developing countries.

Aim: This study aims to evaluate the levels of shared governance, also known as professional governance, among nurses in Jordan. The demographics of the study participants will also be assessed.

Methods: The current study used a cross-sectional design implementing an anonymous online survey technique to collect data from 111 nurses on the Index of Professional Nursing Governance (IPNG). Descriptive statistics were performed to evaluate the nurses' perception of the concept of shared governance in the domains of personnel, information, resources, participation goals and conflict resolution, and practice.

Results: Among the 111 nurses, 55% of the participants were females, 45.5% were affiliated with governmental hospitals, and about half of them worked in critical care units. The analysis showed that the mean score for the total IPNG was 113 (SD = 26.28). The analyses of the mean scores of IPNG domains ranged from 11.5 (SD = 4.6) for goals and conflict resolution to 23.8 (SD = 5.7) for access to information.

Discussion: The results revealed that nurses' average perception of professional governance demonstrated shared governance, and more specifically, in the lower level of shared governance where decisions are made primarily by management with some staff input. Analysis of the domains of governance revealed that participants' scores corresponded with shared governance in the areas of information, resources, goals and conflict, and practice, while traditional governance was prevalent in the governance of nursing personnel and participation.

Conclusion: There is an agreement on the need of moving the position of frontline nurses to the center of their organizations where equity, accountability, and ownership are the pillars of participative governance. Frontline nurses need further empowerment to be more actively engaged especially in the management of nursing staff and related structures and in the participation in structures connected to governance activities at different organizational levels such as in committees.

Keywords: Jordan; low-middle-income countries; nursing engagement; professional governance; shared governance.

Similar articles

Perceptions of shared governance among nurses at a midwestern hospital.

Overcash J, Petty LJ, Brown S. Overcash J, et al. Nurs Adm Q. 2012 Oct-Dec;36(4):E1-E11. doi: 10.1097/NAQ.0b013e318268961b. Nurs Adm Q. 2012. PMID: 22955226

The predicting effects of professional governance and structural empowerment on job satisfaction among Jordanian nurses: A cross-sectional study.

Ta'an WF, Al-Hammouri MM, Rababah JA. Ta'an WF, et al. J Nurs Manag. 2022 Oct;30(7):3013-3021. doi: 10.1111/jonm.13698. Epub 2022 Jun 16. J Nurs Manag. 2022. PMID: 35666613

Shared governance and empowerment in registered nurses working in a hospital setting.

Barden AM, Griffin MT, Donahue M, Fitzpatrick JJ. Barden AM, et al. Nurs Adm Q. 2011 Jul-Sep;35(3):212-8. doi: 10.1097/NAQ.0b013e3181ff3845. Nurs Adm Q. 2011. PMID: 21654480

Evolution of Structural Empowerment: Moving From Shared to Professional Governance.

Clavelle JT, Porter O'Grady T, Weston MJ, Verran JA. Clavelle JT, et al. J Nurs Adm. 2016 Jun;46(6):308-12. doi: 10.1097/NNA.0000000000000350. J Nurs Adm. 2016. PMID: 27214333 Review.

Shared governance models: the theory, practice, and evidence.

Anthony MK. Anthony MK. Online J Issues Nurs. 2004 Jan 31;9(1):7. Online J Issues Nurs. 2004. PMID: 14998357 Review.

Cited by

Awareness of reporting practices and barriers to incident reporting among nurses.

Oweidat I, Al-Mugheed K, Alsenany SA, Abdelaliem SMF, Alzoubi MM. Oweidat I, et al. BMC Nurs. 2023 Jul 3;22(1):231. doi: 10.1186/s12912-023-01376-9. BMC Nurs. 2023. PMID: 37400810 Free PMC article.

References

REFERENCES

World Health Organization. State of the world's nursing 2020: Investing in education, jobs and leadership. Accessed April 12, 2022. https://www.who.int/publications-detail-redirect/9789240003279

Viscardi MK, French R, Brom H, Lake E, Ulrich C, McHugh MD. Care quality, patient safety, and nurse outcomes at hospitals serving economically disadvantaged patients: a case for investment in nursing. Policy Polit Nurs Pract. 2022;23(1):5-14. doi:10.1177/15271544211069554

Wei H, Roberts P, Strickler J, Corbett RW. Nurse leaders' strategies to foster nurse resilience. J Nurs Manag. 2019;27(4):681-687. doi:10.1111/jonm.12736

Kim EK, Hwang JI. Characteristics associated with intent to stay among quality improvement nurses. Int Nurs Rev. 2010;58(1):89-95. doi:10.1111/j.1466-7657.2010.00841.x

Ong A, Short N, Radovich P, Kroetz J. Ripple effect: shared governance and nurse engagement. Nurs Manage. 2017;48(10):28-34. doi:10.1097/01.NUMA.0000524811.11040.05

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national center for biotechnology information

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The perception of shared governance and engagement in decision-making among nurses - PubMed

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There is an agreement on the need of moving the position of frontline nurses to the center of their organizations where equity, accountability, and ownership are the pillars of participative governance. Frontline nurses need further empowerment to be more actively engaged especially in the managemen ...

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A key part of shared decision making, is the leadership council. Council Chairs are invited to meet with the Chief Nurse and the senior leadership team on a quarterly basis.

It enables you to share lessons and progress with other colleagues & draw on support from senior leaders, to unblock any barriers to the success of your work/projects.

The leadership council will give you the opportunity to:

boost your confidence

build a vital staff network

boost the success of your council work

improve your own professional development - build/enhance your own leadership skills such as influence and professional networking

learn about other initiatives going on in the organisation which may help you

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This slide illustrates some of the core principles of shared professional decision making. Put simply, these are:
- Responsibility: giving you the responsibility to manage nursing and midwifery decision, whilst contributing to our Trust  vision.
- Ownership: having authority of your own areas and enabling all staff to have their voice heard.
Equity: enabling staff to have an equal voice, no role is more important that another. Shared decision making is not just for Nurses and Midwives, we encourage other disciplines to get involved too.

Shared Professional Decision Making incorporates the Leeds Improvement Method throughout the process, as the projects you will be working on will inevitably be quality focused.

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Central to the Chief Nursing Officer for England's (CNO) vision is ensuring the nursing and midwifery collective voice is valued and listened to in all decision-making conversations.

The critical role the professions have played during the COVID-19 pandemic highlights the importance of this now, more than ever: strong, visible nursing leadership, with oversight of the quality and safety agendas is essential to ensuring the delivery of the Long-Term-Plan across the system.

To achieve this, an engaged and empowered workforce is crucial to ensuring changes continue to be driven forward. Evidence shows that collective leadership approaches can harness and enable nursing and midwifery staff to improve the outcomes and experiences for individuals, families and populations, addressing local, regional and national unwarranted variations and inequalities.

This strong, collective voice can also drive forwards transformation across health and care sectors and organisational boundaries. To achieve this, all staff must be supported to recognise and embrace that they are leaders - no matter where they work, no matter what their role.

The Chief Nursing Officer for England's vision is that we are much stronger as a profession when we come together. We can be central to influencing and leading a new healthcare model for the 21st century - collective leadership at its best. #teamCNO.

"Collective leadership is about everyone taking responsibility not just for their own job or role, but for the success of their team and their organisation as a whole. It is about ensuring that all voices are valued and contribute to the conversations where decisions are made."
Ruth May, Chief Nursing Officer for England.
Visit the Shared Governance: Collective Leadership YouTube playlist to access a growing library of films and learn more about shared governance and collective leadership.

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NHS England » Shared Governance: Collective Leadership programme

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Central to the Chief Nursing Officer for England’s (CNO) vision is ensuring the nursing and midwifery collective voice is valued and listened to in all decision-making conversations.

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Shared Decision Making Coach & Senior Project Nurse

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Shared Governance Models: the theory, practice and evidence (2004)

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Shared Governance Models: the theory, practice and evidence (2004)

# data[].attributes.attachment_link.readable_text
The .gov means it's official.
Federal government websites often end in .gov or .mil. Before sharing sensitive information, make sure you're on a federal government site.

The site is secure.
The https:// ensures that you are connecting to the official website and that any information you provide is encrypted and transmitted securely.

Abstract

Nursing practice models provide the structure and context to organize the delivery of care. Shared governance is a model of nursing practice designed to integrate core values and beliefs that professional practice embraces, as a means of achieving quality care. Shared governance models were introduced to improve nurses' work environment, satisfaction, and retention. The purpose of this article is to review representative published evidence of shared governance and to evaluate whether shared governance has lived up to its promise and potential. Theoretical and empirical evidence will be examined and discussed in an attempt to answer whether shared governance, as an organizational form of nursing practice, has achieved the positive outcomes it intended.

Similar articles

A journey, not an event - implementation of shared governance in a NHS trust.

Thompson B, Hateley P, Molloy R, Fernandez S, Madigan AL, Thrower C, Cain A. Thompson B, et al. Online J Issues Nurs. 2004 Jan 31;9(1):6. Online J Issues Nurs. 2004. PMID: 14998350

Cited by

Social Isolation and Nursing Leadership in Long-Term Care: Moving Forward After COVID-19.

Woods DL, Navarro AE, LaBorde P, Dawson M, Shipway S. Woods DL, et al. Nurs Clin North Am. 2022 Jun;57(2):273-286. doi: 10.1016/j.cnur.2022.02.009. Epub 2022 Feb 22. Nurs Clin North Am. 2022. PMID: 35659988 Free PMC article. Review.

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institutional practice / organization & administration*

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hospital / organization & administration*

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national center for biotechnology information

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Shared governance models: the theory, practice, and evidence - PubMed

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Nursing practice models provide the structure and context to organize the delivery of care. Shared governance is a model of nursing practice designed to integrate core values and beliefs that professional practice embraces, as a means of achieving quality care. Shared governance models were introduc ...

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LIM tools

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Would you like to set up a Shared Decision Making Council in your area?

Perhaps you're already doing some great quality improvement work as a group, that could be recognised as a shared decision making council?

Email us: leedsth-tr.journeytoexcellence@nhs.net

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University College London (UCLH) Exemplar Ward Accreditation programme

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University College London (UCLH) Exemplar Ward Accreditation programme

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https://youtu.be/FtInYuef3fg

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Shared Professional Decision-Making and Local Accreditation at University College London Hospitals

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Shared governance is about giving staff collective ownership over their practice. It's about allowing them to share decision making with their managers to come up with initiatives and improvement strategies that are unique and meaningful to them.

Voluntary participation is key. We want wards/departments to come to us and say "we really want this!". The enthusiasm really will help achieve what it is you want to achieve.

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This graphic illustrates just some of the benefits of shared professional decision making. Over-arching the wheel is our Journey to Excellence - which is a reminder of where we are going.

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Ruth May, Chief Nursing Officer for England - Shared Governance: Collective Leadership programme

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Shared Decision Making Coach

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Shared Decision Making Coach