NCharge is a seven-course curriculum designed especially for first-level supervisory nurses who seek to grow management and leadership skills while also learning about the business aspects of nursing. All courses are instructor-led and cohort-based.
Making an impact on turnover costs and VBP penalties.
Nursing retention is a foundation of patient care. A chief influence in a nurse’s decision to stay or leave, according to a 2021 Advisory Board study include “lack of good management or leadership”. Leadership includes your daily unit leader, the charge nurse.
And turnover is costly. According to the 2021 NSI National Health Care Retention & RN Staffing Report, “the average cost of turnover for a bedside RN is $40,038 and ranges from $28,400 to $51,700, causing a hospital to lose $3.6 million to $6.5 million per year.
Learning Through Real-World Scenarios
NCharge teaches students based on real-world scenarios that happen in the context of a hospital unit. The Train-the-Trainer model allows for alignment with your key messaging and reports, e.g. clinical quality indicators. NCharge courses can be used independently or as a complete series.
NCharge courses have been approved by the South Carolina Nurses Association, an accredited approver by the American Nurses Credentialing Center's (ANCC) Commission on Accreditation. 3.5 contact hours awarded per course.
https://catalystlearning.com/product-overview/charge-nurse-leadership-program/
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6. Facilitating Interprofessional Teams (4.0 contact hours)
Learning Objectives
- Discover the variety of clinical and non-clinical team members who must collaborate to positively impact transitions of care.
- Examine personal tendencies as a team leader and team member in order to foster positive collaboration.
- Compare and contrast behaviors that build trust or damage trust in teams.
- Demonstrate skilled communication and promote interprofessional teamwork by using the GRIP model.
7. Managing Multigenerational Conflict
Learning Objectives
- Recognize the value and challenges of multiple generations working together in today’s healthcare environment.
- Examine ones’ own attitudes regarding various generations and how this impacts team leadership.
- Compare and contrast generational traits and the experiences that have shaped each generation.
- Identify common challenges faced by leaders of multigenerational teams.
- Apply a 3-step framework for communicating effectively and motivating high performance.
1.Charge Nurse Fundamentals
Learning Objectives
- Employ strategies for making a smooth transition from staff nurse to charge nurse position.
- Enhance individual and unit performance by understanding the various roles of an effective charge nurse.
- Apply qualities for successful leadership.
- Create an individual action plan to identify challenges and maximize opportunities in today’s complex hospital environment.
- Analyze the patient care and financial implications of hospital Value-Based Purchasing.
2.Critical Thinking Skills for Charge Nurses
Learning Objectives
- Explain the difference between decision making and critical thinking.
- Demonstrate the benefits of applying critical-thinking skills to the decision-making process.
- List four essential traits of critical thinkers.
- Use the critical-thinking process to make informed decisions.
3. Leading Change in a Dynamic Climate
Learning Objectives
- Integrate drivers of the rapidly evolving healthcare landscape into teammate discussions
- Accurately interpret teammates’ individual responses to changes in the work environment.
- Implement strategies to improve staff productivity by facilitating change-related transitions.
- Collaborate with staff to improve change-related transitions that impact quality of care.
4. Supervisory Skills for Positive Outcomes
Learning Objectives
- Evaluate strategies for monitoring and reducing the incidence of hospital-acquired conditions (HACs).
- Apply communication strategies to confidently communicate practice concerns.
- Employ a collaborative approach to managing conflict.
- Utilize time management strategies to prioritize the work plan.
- Demonstrate how to delegate tasks appropriately while maintaining accountability.
5. Employee Engagement and the Patient Experience
Learning Objectives
- Recognize key drivers of employee engagement and the patient care experience.
- Examine the link between employee engagement and patient experience.
- Analyze the role of the charge nurse in promoting employee engagement.
- Assess personal proficiency in promoting employee engagement.
- Employ recognized skills of active listening, service recovery, effective feedback and recognition to improve employee engagement and patient experience of care.
6. Facilitating Interprofessional Teams (4.0 contact hours)
Learning Objectives
- Discover the variety of clinical and non-clinical team members who must collaborate to positively impact transitions of care.
- Examine personal tendencies as a team leader and team member in order to foster positive collaboration.
- Compare and contrast behaviors that build trust or damage trust in teams.
- Demonstrate skilled communication and promote interprofessional teamwork by using the GRIP model.
7. Managing Multigenerational Conflict
Learning Objectives
- Recognize the value and challenges of multiple generations working together in today’s healthcare environment.
- Examine ones’ own attitudes regarding various generations and how this impacts team leadership.
- Compare and contrast generational traits and the experiences that have shaped each generation.
- Identify common challenges faced by leaders of multigenerational teams.
- Apply a 3-step framework for communicating effectively and motivating high performance.
1.Charge Nurse Fundamentals
Learning Objectives
- Employ strategies for making a smooth transition from staff nurse to charge nurse position.
- Enhance individual and unit performance by understanding the various roles of an effective charge nurse.
- Apply qualities for successful leadership.
- Create an individual action plan to identify challenges and maximize opportunities in today’s complex hospital environment.
- Analyze the patient care and financial implications of hospital Value-Based Purchasing.
2.Critical Thinking Skills for Charge Nurses
Learning Objectives
- Explain the difference between decision making and critical thinking.
- Demonstrate the benefits of applying critical-thinking skills to the decision-making process.
- List four essential traits of critical thinkers.
- Use the critical-thinking process to make informed decisions.
3. Leading Change in a Dynamic Climate
Learning Objectives
- Integrate drivers of the rapidly evolving healthcare landscape into teammate discussions
- Accurately interpret teammates’ individual responses to changes in the work environment.
- Implement strategies to improve staff productivity by facilitating change-related transitions.
- Collaborate with staff to improve change-related transitions that impact quality of care.
4. Supervisory Skills for Positive Outcomes
Learning Objectives
- Evaluate strategies for monitoring and reducing the incidence of hospital-acquired conditions (HACs).
- Apply communication strategies to confidently communicate practice concerns.
- Employ a collaborative approach to managing conflict.
- Utilize time management strategies to prioritize the work plan.
- Demonstrate how to delegate tasks appropriately while maintaining accountability.
5. Employee Engagement and the Patient Experience
Learning Objectives
- Recognize key drivers of employee engagement and the patient care experience.
- Examine the link between employee engagement and patient experience.
- Analyze the role of the charge nurse in promoting employee engagement.
- Assess personal proficiency in promoting employee engagement.
- Employ recognized skills of active listening, service recovery, effective feedback and recognition to improve employee engagement and patient experience of care.
6. Facilitating Interprofessional Teams (4.0 contact hours)
Learning Objectives
- Discover the variety of clinical and non-clinical team members who must collaborate to positively impact transitions of care.
- Examine personal tendencies as a team leader and team member in order to foster positive collaboration.
- Compare and contrast behaviors that build trust or damage trust in teams.
- Demonstrate skilled communication and promote interprofessional teamwork by using the GRIP model.
7. Managing Multigenerational Conflict
Learning Objectives
- Recognize the value and challenges of multiple generations working together in today’s healthcare environment.
- Examine ones’ own attitudes regarding various generations and how this impacts team leadership.
- Compare and contrast generational traits and the experiences that have shaped each generation.
- Identify common challenges faced by leaders of multigenerational teams.
- Apply a 3-step framework for communicating effectively and motivating high performance.
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