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bringing up political issues r/t the unit during nursing rounds

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bringing up political issues r/t the unit during nursing rounds

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Submitted by admin on Apr 29, 2015, 11:00pm

RNAO's Taking Action: A toolkit for becoming politically involved provides members with strategies for building alliances, lobbying politicians, working with the media, and becoming active during an election period.

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Taking Action: A toolkit for becoming politically involved

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Submitted by admin on Apr 29, 2015, 11:00pm RNAO's Taking Action: A toolkit for becoming politically involved provides members with strategies for building alliances, lobbying politicians, working with the media, and becoming active during an election period.

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Registered Nurses' Association of Ontario

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The Registered Nurses' Association of Ontario's (RNAO) Best Practice Guidelines Program cordially invites you to submit an application to be considered for the role of expert panel member in the development of a best practice guideline (BPG). As part of the guideline development process, RNAO is committed to developing the expert panel with broad representation from persons with lived experience, nursing practice and members of the interprofessional team (e.g. social workers, physicians, personal support workers, etc.). Persons with lived experience include persons with first-hand experience of the BPG topic, caregivers and advocates. Members of the interprofessional team represent all domains of practice: clinical care; administration; education; research and policy. The expert panel is composed of approximately 14-17 people and is led by two co-chairs.

Expert panel members contribute valuable expertise to the development of RNAO's BPGs. Persons with lived experiences, health providers, administrators, educators, and researchers alike have diverse knowledge and backgrounds relevant to the BPG topic. In particular, persons with lived experience provide crucial insight into what matters most for persons impacted by the guideline recommendations that will be formulated.

The expert panel supports RNAO's BPG team to develop rigorous and robust BPGs that support evidence-based practice and the provision of high quality care. The responsibilities of the expert panel members include:

· Reviewing orientation video recordings and attending a virtual two-hour orientation meeting;

· Attending:

o Two half-day virtual BPG planning meetings or one full day in-person planning meeting;

o Three to four virtual follow-up meetings (approx 1-2 hours each meeting);

o Two half-day virtual recommendation build meetings;

· Participating in the development of the purpose, scope and recommendation questions;

· Reading preparatory materials sent by the RNAO BPG team (i.e. reviewing evidence to decision frameworks for each recommendation question with support from RNAO staff to interpret);

· Participating in a consensus development process to finalize recommendations (i.e. anonymous voting process);

· Reviewing and providing feedback including, but not limited to:

o drafts of the BPG throughout the development process;

o performance indicators to support evaluation of the guideline; and

o implementation tools as needed (e.g. health education fact sheet);

· Helping identify and establish connections to stakeholders who will review the draft guideline prior to publication; and

· Promoting awareness of the published guideline

Expert panel members will be asked to uphold respect for diversity and acknowledge the different perspectives of each expert panel member. RNAO aims to create a safe space where expert panel members can share candidly and openly during the guideline development process. Discussions during meetings are to remain confidential.

The expert panel will carry out this work over the estimated timeframe of approximately 18 months.
Selection Process:
Persons with lived experience should encompass:

· significant and recent experience regarding the BPG topic

· comfort in speaking about one's experience constructively

· the ability to respectfully listen to different perspectives with an open mind

· demonstrated experience working in collaborative settings

Health providers/researchers/educators/administrators/policy makers should encompass:

· in-depth understanding of the BPG topic

· demonstrated ability to communicate complex issues to different audiences

· the ability to respectfully listen to different perspectives with an open mind

· an appreciation and understanding of evidence-based practice

· demonstrated experience working in collaborative settings

Please complete the form below if you would like to be considered for the role of expert panel member in this guideline development process. Please note, the expert panel co-chairs for each guideline are selected prior to the recruitment of expert panel members. You will receive a confirmation email immediately after submitting your application. We may be contacting selected applicants via email for a follow-up telephone interview, as needed. Final appointment to the expert panel is pending a completed conflict of interest form.

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RNAO Best Practice Guideline Panel - Application Form

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The Registered Nurses' Association of Ontario's (RNAO) Best Practice Guidelines Program cordially invites you to submit an application to be considered for the role of expert panel member in the development of a best practice guideline (BPG).

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Under the ONA Constitution, a Bargaining Unit shall have representation for Negotiations, Grievances, Human Rights and Equity, Labour-Management, Occupational Health and Safety, and Workload and Professional Responsibility. Locals and Bargaining Units may develop other opportunities to get involved.

https://www.ona.org/eoi-form-bargaining-unit/

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The Ontario Nurses' Association builds strong activism and advocacy efforts by developing leaders at all levels to engage members in collective action. This vital work keeps our union strong at the Provincial, Local and Bargaining Unit levels. We invite you to join with us in improving the quality of work-life for all members, to enable us to provide quality health care.

Under the ONA Constitution, a Bargaining Unit shall have representation for Negotiations, Grievances, Human Rights and Equity, Labour-Management, Occupational Health and Safety, and Workload and Professional Responsibility. Locals and Bargaining Units may develop other opportunities to get involved. We will provide your name and interest to your Local and Bargaining Unit leader to follow up directly with you and they can discuss in more detail.

Please complete the form below if you are interested in any of these Bargaining Unit Leadership Roles.

Mandatory fields are marked with an asterisk (*).

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Expression of Interest - Bargaining Unit Leadership Roles

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The Ontario Nurses' Association builds strong activism and advocacy efforts by developing leaders at all levels to engage members in collective action. This vital work keeps our union strong at the Provincial, Local and Bargaining Unit levels. We invite you to join with us in improving the quality of work-life for all members, to enable us to provide quality health care.

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Working alongside municipal government to address health care issues

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https://www.ona.org/join-ona/#:~:text=If%20you%20are%20a%20non,at%20organizer%40ona.org.

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If you do not belong to a union, this page is for you! Find out how you can become an ONA member, and have the protection and support you need in your workplace. If you are a current ONA member, click here to update your contact information.
We are Ontario's nurses and health-care professionals.

Founded more than four decades ago by 85 independent nurses' associations, the Ontario Nurses' Association (ONA) provides expert services and professional representation to our members.

We are a membership-driven organization with strong local leadership, and members have a direct say in their provincial representatives.

We are a professional union with 68,000 members working in hospitals, nursing homes, home care, communities, public health, clinics, industry settings, family health teams, and community health centres.

Because we are a nursing and health-care professionals' union, all of our resources are devoted to advancing the interests of registered nurses and health-care professionals. ONA brings expertise in representing nurses and health-care professionals assisting members in the following areas:

At the bargaining table negotiating collective agreements in which ONA leads the health-care sector for wages and working conditions.

Handling grievances and arbitrations. ONA has achieved many awards on behalf of members.

At licensing body hearings (such as the College of Nurses of Ontario).

Have access to our valued education programs, professional practice specialists, human rights and equity team, health and safety specialists, Workplace Safety & Insurance Board experts and much more.

Through the ONA benefits program that provides base long-term disability for members not covered through their employer, all members have critical illness coverage in the event of a life-threatening event, and much more.

Access to our legal assistance (LEAP) and malpractice programs that assist our members with legal and/or regulatory body issues.

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If you do not belong to a union, this page is for you! Find out how you can become an ONA member, and have the protection and support you need in your workplace. If you are a current ONA member, click here to update your contact information.

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Do you have a track record of successfully transforming the way business is done? Can you set a new path and influence others to follow?

If so, we are looking for a forward thinking leader who can transform and execute the role of the Provincial Chief Nursing Officer by bringing a strategic approach to the position.

Your role will provide leadership and strategic clinical expertise within the Ontario Public Service, as the technical and clinical advisor on a broad range of issues regarding nursing such as best practices, models of care, patient safety and the nursing workforce within the overall framework of health policy in Ontario.

What can I expect to do in this role?

As a health system leader, the Provincial Chief Nursing Officer will:

* Develop and implement a strategic approach to executing the role of the Provincial Chief Nursing Officer (PCNO) to ensure it is a credible clinical and technical advisor and expert on a broad range of issues regarding nursing.

* Provide technical and clinical expertise across government to ensure a nursing lens is brought to public policy development, program design, health workforce planning, and health workforce regulatory matters.

* Influence discussions on provincial and pan-Canadian issues and ensure linkages to health professionals and broader nursing partners within the health care system and other sectors.

* Strategize and direct research initiatives that monitor, analyse and assess a broad range of clinical and technical issues, and nursing trends impacting the nursing profession.

* Determine performance standards and manage a broad range of employee relations matters.

* Provide strategic advice and expertise to the Assistant Deputy Minister (ADM), Deputy Minister and Minister on nursing issues and other matters.

* As a member of the division's senior leadership team, participate in the development of divisional business plans, strategic agenda, priorities and the implementation and evaluation of the division's vision, goals and business performance.

* Promote and foster a positive, healthy and productive team environment.

How do I qualify?

Mandatory

You are a nurse whose registration is in good standing with the College of Nurses of Ontario.

A Driver of Change

* You have demonstrated the ability to provide senior executive leadership in a complex organization with a diverse stakeholder group.
* You have exceptional strategic leadership skills to promote excellence, deliver results and manage risks in a challenging environment.
* You promote an environment that encourages employees to utilize creative solutions to apply new ideas and new ways of thinking.
* You have proven ability to deliver on transformational change and you are comfortable with uncertainty and ambiguity.
* You are innovative and can leverage the talent around you to inspire new ideas and ways of doing things.
* You have experience defining, communicating and enabling a vision with the ability to translate long-term vision into organizational reality.

A Builder of Relationships

* You can build networks and forge collaborative relationships with key internal and external partners to influence health policy.
* You have demonstrated political acumen and sound judgement in managing relationships with high profile stakeholders.
* You can lead and contribute to committees, and provide executive advice, briefings and recommendations to the Assistant Deputy Minister, Deputy Minister and Minister.

A Sector Leader

* You can synthesize knowledge, insights and technical expertise into strategic advice which informs health policy, planning and program design.
* You understand and advise on the implications and impacts of nursing practice on the overall health system and integrate inter-professional trends into nursing strategic advice.
* You can apply clinical and technical expertise and understanding of the diverse issues and trends in nursing practice and other related professions.

A Strong Communicator

* You have superior communication skills, including experience working with large and influential groups.
* You provide strategic advice on the impact of system transformation on nursing and patient care in Ontario.
* You are comfortable representing the government in public.
* You are skilled at influencing others where you have no direct authority.

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Ontario Public Service Careers - Job Preview

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Do you have a track record of successfully transforming the way business is done? Can you set a new path and influence others to follow? If so, we are looking for a forward thinking leader who can transform and execute the role of the Provincial Chief Nursing Officer by bringing a strategic approach to the position.

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- Advocate for pts
- Identify risks to pt safety
- Advocate for quality practice settings
- Share knowledge

https://www.cno.org/en/learn-about-standards-guidelines/educational-tools/ask-practice/leadership-nursing-practice/

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How can I become a better leader in my nursing practice?

All nurses, regardless of role or title, are leaders. Nurses lead every single day in all practice settings.

Nurses lead when they:

Advocate for patients. From advocating for a patient's specific care goals to speaking up for vulnerable patients who may be in danger, nurses look out for their patients.

Identify risks to patient safety. Nurses put patients first, even when it's challenging to do so.

Advocate for quality practice settings. Nurses work as a team to create policy changes when necessary to support safe patient care.

Share their knowledge. Nurses collaborate with other care providers, including students and those who are new to the profession or practice setting.

Being self-reflective and committed to life-long learning is a critical part of providing the safe, quality care to patients. This is why all nurses engage in daily practice reflection and participate in quality assurance activities throughout their careers.

To enhance your ability to provide safe, patient-centred care, reflect on your leadership abilities:

How does my practice align with the leadership expectations outlined in the standards?

What does nursing leadership mean to me?

How am I developing as a leader?

How can I maximize my leadership potential?

What are the opportunities for leadership in my practice setting?

What sources of feedback can I seek to inform my nursing practice?

Related links:

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All nurses, regardless of role or title, are leaders. Nurses lead every single day in all practice settings. Nurses lead when they: Advocate for patients. From advocating for a patient's specific care goals to speaking up for vulnerable patients who may be in danger, nurses look out for their patients.

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Must be elected

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push for evidence-based health policies made in collaboration with healthcare workers

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push for evidence-based health policies made in collaboration with healthcare workers

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https://www.cfpc.ca/CFPC/media/Resources/Government/CFPC-Federal-Report-Card-2016-FINAL-ENG.pdf

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RN/RPN/NP experience with a passion and interest in engaging in leadership positions.

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Municipal governments in Ontario spend billions each year to provide the public services that meet these important needs of Ontario residents. Municipal governments raise most of the money for financing these services from the property taxes paid by residents and businesses in the local area. Additional funding comes from "user fees" or "non-tax revenue" from parking fines, for example, and some funding still comes from the provincial government.

Property Taxes
Your municipal government collects property taxes from each property owner. Tenants pay a portion of their landlord's property taxes through their rent.

The taxes are calculated by multiplying the assessed value of a property by a tax rate. There are two parts to the tax rate:

the municipal tax rate, which is set by your municipal government; and

the education tax rate, which is set by the provincial government.

A municipality can set different tax rates for different classes of property, and the main classes include residential, multi-residential, commercial and industrial. Learn more about property tax in Ontario and how it helps fund public education and your municipality.

Municipal Act
The Municipal Act is a consolidated statute governing the extent of powers and duties, internal organization and structure of municipalities in Ontario.

A full text of the Act may be found on the Government of Ontario's e-Laws web site. See link to the Act under Resources.

The current Municipal Act, which took effect on January 1, 2003, represents the first comprehensive overhaul of Ontario's municipal legislation in 150 years and is the cornerstone of a new, stronger provincial-municipal relationship. Effective January 1, 2007, the Municipal Act, 2001 (the Act) was significantly amended by the Municipal Statute Law Amendment Act, 2006 (Bill 130).

Municipal Council
Municipalities are governed by municipal councils. The job of municipal councils is to make decisions about municipal financing and services.

In Ontario, the head of a local (lower or single tier) municipal council is either called the mayor or the reeve. The members of council may be called councillors or aldermen.

Responsibilities of Municipal Council
A Municipal Councillor's Guide has been prepared for information purposes only by the Ministry of Municipal Affairs and Housing. Please note the guide is not available at this time.

How are Municipal Councillors Elected?
The way councillors are elected differs from municipality to municipality. Municipal councillors may be elected at large or by ward.

In a municipality where the councillors are elected at large, all councillors represent the entire municipality. In an election, the voters choose among all candidates who are running in the election. If municipal council has 8 councillor positions, for example, the 8 candidates with the highest number of votes win the election and become the new councillors.

Other municipalities are divided into wards. Depending on the municipality, each ward may have one, two or more representatives on council. Voters in each ward can choose only among the candidates who are running for election in that ward. For example, if a municipality has 8 council members and 4 wards, 2 councillors will be elected from each ward. Each voter chooses 2 candidates from among the candidates running in that ward. In each ward, the two candidates with the highest number of votes will serve on municipal council. The members of council may be called councillors or aldermen.

How is the Head of Council Elected?
The head of council is always elected at large by all of the voters in the municipality. In Ontario, the head of a local (lower or single tier) municipal council is either called the mayor or the reeve.

What about County Council?
The head of a county council is called a warden. The county council is composed of designated elected members from the lower tier municipalities. The county council itself selects the warden from among its members.

What about Regional Councils?
The head of a regional council is called a Regional Chair. The chair is chosen by a vote of the members of regional council or directly elected.

Other members of regional council are selected in various ways. Some are elected directly by the voters to sit on regional council. Some are elected to sit on both the regional council and the local municipal council. In some municipalities, members of local municipal councils are appointed by their councils to serve at the regional level. The head of council of a local municipality is a member of the regional council.

Municipalities in Ontario
The current number of municipalities in Ontario is 444. How are these municipalities structured? It can vary.

Local Municipalities
Depending on its size and its history, a local municipality may be called a city, a town, or a township or a village. They are also referred to as "lower tier" municipalities when there is another level of municipal government like a county or region involved in providing services to residents. There are a number of separated towns and cities in Ontario although and they are geographically part of a county, they do not form part of county. Examples of separated municipalities: City of Kingston; City of London; City of St. Thomas; City of Windsor; City of Stratford; Town of St. Marys.

Where there is only one level of municipal government in an area, it is called a single tier municipality. Examples of single tier municipalities: City of Chatham-Kent, City of Greater Sudbury, City of Hamilton, City of Ottawa and the City of Toronto.

Counties, Regions and Districts
Sometimes it is legislated or more efficient to provide certain services over an area that includes more than one local municipality. For this reason, counties (mainly in rural areas) or regions may be involved in providing services to residents and businesses.

A county or regional government is a federation of the local municipalities within its boundaries. District is another name that is sometimes used in Ontario. Only the District Municipality of Muskoka provides services on a regional-scale. Areas may use the term district but these are territorial boundaries that do not serve any municipal government purpose. Counties, regions and the District of Muskoka are referred to as "upper tier" municipalities.

Northern Ontario
The unique characteristics of Northern Ontario have given rise to distinctive ways of providing services at the local government level as well.

In Northern Ontario, there are cities and towns. Northern Ontario municipalities are all single tier municipalities There are also administrative ways of providing services to huge areas of land that have very few people in what are called "unincorporated" areas of Northern Ontario. District Social Service Administration Boards are a good example through which certain social services are delivered to Northern residents. Area Service Boards are another new approach that is possible. They can provide a means to deliver a range of municipal services across a broad geographic area.

Municipal Amalgamations
The provincial government encourages municipal governments to amalgamate with a view that municipal government provides services in the most cost-effective and efficient way possible. Some local governments joined together voluntarily to achieve sustainable services and municipal infrastructure. In other cases, the province had facilitated amalgamations of municipalities through restructuring commissions and special advisors.

In the mid-1990's, expansion of urban areas, changes in responsibilities of local government and provincial government initiatives had led to a massive wave of municipal mergers. The most important changes saw some counties and regional municipalities merge with their constituent local municipalities. As a result, the number of municipalities was reduced by more than 40 per cent between 1996 and 2004, from 815 to 445. In January of 2009, that number went to 444.

Amalgamations happened in Northern Ontario as well. There are no counties in the north. The typical amalgamation in the north involved the amalgamation of one or two municipalities and annexation of unincorporated territory. A provincial governance review of four regions had resulted in the creation of 5 single tier municipalities: the Cities of Ottawa, Greater Sudbury, and Hamilton; and the Towns of Haldimand and Norfolk.

For more information on restructuring, click to Municipal Restructuring, Ministry of Municipal Affairs and Housing.

Other Municipal Groups
Municipalities have always looked for opportunities to implement more integrated systems of services inside municipal boundaries and between municipal neighbours. It just makes sense to work cooperatively and take advantage of administration and program efficiencies that make services work better for people at the local level.

Consolidation of municipal service management has resulted in the creation of 47 Consolidated Municipal Service Managers (CMSMs) across the whole province. In Northern Ontario, they are called District Social Services Administration Boards (DSSABs). In Southern Ontario, the CMSM area is frequently aligned along the upper tier boundary ( region or county) and does include a separated town or city if one exists within its geographic boundary. The service manager can be either the upper tier or the separated municipality.

Under municipal leadership, CMSMs are implementing a more integrated system of social and community health services for delivery of:

Ontario Works (welfare)

Child Care

Social Housing

Some CMSMs are also taking on responsibility for other services such as land ambulance services and public health.

How Local Government Works in Ontario Ontario Municipal Elections Ontario Municipalities

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Municipal governments in Ontario spend billions each year to provide the public services that meet these important needs of Ontario residents. Municipal governments raise most of the money for financing these services from the property taxes paid by residents and businesses in the local area. Addit…

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what are the credentials of the president of the hospital you have your placement at?

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what are the credentials of the president of the hospital you have your placement at?

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Public health roles and advocacy for nursing

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Only provincial governments have the power to pass laws governing the financing and delivery of health services to the majority of Canadians. This is one reason it is so important that health professionals have a strong provincial association to advocate for and position the profession to best serve the needs of the people of the province. 

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Only provincial governments have the power to pass laws governing the financing and delivery of health services to the majority of Canadians. This is one reason it is so important that health professionals have a strong provincial association to advocate for and position the profession to best serve the needs of the people of the province. 

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This is the role you want is you want to help bring about systematic change to patients and nurses alike. You would be working directly with the CEO of the hospital and need to have a business head to make the numbers work to see your vision through.

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Council of RN/RPNs, setting directions for regulation of nursing profession.
Establishes goals objective and policies of college.
Can apply to council
Committees, Finance, fitness to practise committee, discipline, etc

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The College’s Council sets the direction for the regulation of the nursing profession in Ontario. Council establishes the goals, objectives and policies of the College according to the governing legislation.