Building a Renowned Clinical Nurse Specialist Team

Abstract

Purpose: This article will describe the outcomes associated with restructuring clinical nurse specialists (CNSs) into a centralized model with dedicated efforts focused on team and individual development. Methods: A multiphase journey was undertaken to rebuild a team of CNSs after years of open vacancies and role confusion. After restructuring to a centralized model, a multiphase approach was taken that included innovative recruitment strategies, development of a talent pipeline through enhancement of student clinical placements, team and individual development activities, and value identification. Description of methods used for individual and team development is discussed in depth within this article, including achieving role standardization and optimization. Outcomes: Numerous outcomes were associated with this effort and are described within this article. Among them were the hiring of 21 CNSs, increased representation on hospital-wide committees and councils, quantification of the work contribution of CNSs within the organization, and a $1 568 229.36 cost avoidance associated with CNS work efforts, all in the first 24 months. Conclusion: As challenges facing the role put it at risk and healthcare becomes increasingly value based, the need for expert clinicians who can demonstrate their value becomes essential. Clinical nurse specialists and hospital leadership can benefit from exploring successful interventions to rebuild CNS teams to achieve these goals.

Addressing CAUTIs with an External Female Catheter

“…Mentoring can be a highly productive way to increase career satisfaction, develop leadership skills, improve morale and skill set, and derive a personal sense of satisfaction for both the mentor and mentee 10. According to one group of nurses who recently worked to strengthen and clarify the CNS role in their institution, CNSs are vital in “the delivery of cost-effective care, improved patient experience, [and] reductions in hospital-acquired conditions.”11…”

“…10 According to one group of nurses who recently worked to strengthen and clarify the CNS role in their institution, CNSs are vital in "the delivery of costeffective care, improved patient experience, [and] reductions in hospital-acquired conditions." 11 The external female catheter provides a sanitary, noninvasive, and effective way to capture urine for an expanded population of women without the discomfort and embarrassment of using a bedpan or diaper and without fear of wetting the bed. 7 By integrating the use of an external female catheter into standard nursing care, nurses at other hospitals may be able to reduce indwelling urinary catheter use and CAUTI rates, as well as increase both patient and staff satisfaction.…”

Demonstrating the Value of the Clinical Nurse Specialist

“…Even with this established history, it can be difficult to articulate the value of the CNS within an organization 2 . Clinical nurse specialist practice is shaped by the nature of the specialty population, organizational priorities, and external influences such as state-level regulations 3 . Because of this variability, CNSs are often underutilized, leaving the CNS vulnerable to staffing and budgeting decisions within the organization 1,3 .…”

Clinical Nurse Specialist as Nurse Researcher

“…Clinical nurse specialist work is often overlooked by employers, consumers, and policy advocates and emphasizes the need to strategically quantify their value to patient outcomes, staff development, and organizational initiatives. 2 As Dr Reed suggests, metrics and dashboards are also effective tools for CNSs to articulate their role and value to both internal and external stakeholders. 1 They can be used to monitor progress toward process and outcome objectives, program planning, and evaluation 3 for the CNS role and department goals.…”

“…Metrics are often used to measure nursing performance and patient care and satisfaction, whereas dashboards serve as the visual display. Clinical nurse specialist work is often overlooked by employers, consumers, and policy advocates and emphasizes the need to strategically quantify their value to patient outcomes, staff development, and organizational initiatives 2 . As Dr Reed suggests, metrics and dashboards are also effective tools for CNSs to articulate their role and value to both internal and external stakeholders 1 .…”