A nursing professional practice model is the overarching framework for nurses, nursing care and interprofessional patient care at a health care organization. Ohio State’s model aligns and integrates nursing practice with the medical center’s mission, vision, values and ambition, enabling Ohio State’s nurse executives to ensure care is both patient- and family-centered throughout all levels of the organization. We align with the American Association of Critical-Care Nurses Synergy Model for Patient Care, which depicts how nurses practice, collaborate, communicate and develop professionally to provide the highest quality care for the patients, families and communities served by the Ohio State Health System.

The Synergy professional practice model describes nursing practice based on eight patient characteristics and also describes eight nurse competencies. The core concept of the model is that the needs or characteristics of patients and families include and drive the characteristics or competencies of nurses. Synergy results when the needs and characteristics of a patient, clinical unit or system are matched with a nurse’s competencies.

This particular model gives voice to what patients collectively need and what nurses collectively do. When nurse and patient relationships are in sync—when they are synergistic—optimal patient outcomes are more apt to occur.

Patients have similar needs and experience these needs across wide ranges of continuums, from health to illness. The dimensions of a nurse’s practice are driven by the needs of a patient and family. This requires nurses to be proficient in the multiple dimensions of the nursing continuums. When nurse competencies stem from patient needs and the characteristics of the nurse and patient synergize, optimal patient outcomes can result.

Nursing shared governance at The Ohio State University Health System demonstrates our commitment to empower nurses at all levels within the organization to make decisions while using their clinical knowledge and expertise to direct, develop and sustain evidence-based practice at the bedside. It recognizes the collective impact that nurses, units and departments contribute to patient care, patient safety and patient satisfaction. Shared governance promotes a workplace of choices and supports continued mentoring and professional development among nurses at all levels. It provides a mechanism that enables nurses to mobilize activity around new ideas, new information and new experiences that help the nursing community and larger organization create value and sustain an advantage in the ever-changing health care environment.

The shared governance structure adopted by The Ohio State Health System’s community of nursing is built upon the foundation of a Coordinating Council, Health System Councils and Unit Leadership Councils.

Shared governance is a decision-making model in which nurses from all levels within an organization are empowered to use their clinical knowledge and expertise to direct, develop and sustain practice at the bedside.

The evolved model demonstrates commitment to empowering nurses in professional practice by focusing on these key elements:

• Address the diversity of nursing-specific role responsibilities
• Maximize interdisciplinary collaboration at all levels of nursing
• Promote the health system as a workplace of choice
• Provide a mechanism to facilitate nursing and health system initiatives
• Reduce redundancies in processes or resources
• Support continued mentoring and leadership development among nurses at all levels

The four Health System Councils (Patient Care Council; Professional Development Council; Research, EBP and Innovation Council; and Unit Collaboration Council) aim to give nurses the opportunity to be empowered to make real, impactful changes to clinical nursing practice. Each council collaborates with one another as well as with the Unit Leadership and Coordinating Councils to create a synergistic and effective governing body.

When The Ohio State University Wexner Medical Center first unveiled its strategic plan in early 2018, Nursing, along with many other groups throughout the organization, launched efforts to align strategic priorities to support the overall goals of the organization. The Nurse Executive Council was thorough in its approach, and collaborated with volunteers from the Patient and Family Advisory Program, which includes more than 100 patients and family members who serve as volunteer advisors to provide feedback and insights into patient care needs and experiences. Nursing also included
The Ohio State University College of Nursing (CON), physicians, pharmacists, physical therapists and more.



Of the 26 strategies, Nursing will begin working on nine strategic priorities in 2019:

Talent and Culture
Create and sustain a nursing culture that inspires our workforce to live the organizational values.
Create a transition program to expand welcome of new nurses from orientation through year three to build nurses’ skillsets, support engagement and improve retention rates.

Biomedical Discoveries
Develop nursing clinical research and evidence-based practice priorities to align activities under high-impact opportunities.
Develop nursing research best practices and leadership structure in partnership with the CON and health science colleges to enable increased research and develop new investigators.

Multidisciplinary Education
Expand career progression for nurses at all levels and expand clinical ladder for additional professionals including patient care technicians.

Care Delivery
Empower nurses within the care team to work at the top of their license, to enhance individual contributions, instill accountability and enable safe, effective care utilizing the Synergy Professional Practice Model.

Healthy Communities
Develop innovative community partnerships and expand nursing involvement in community boards to engage the community and enhance the medical center’s reputation through the value and trust provided by nurses.
Implement initiatives to increase the capacity for nursing to participate in healthy communities and outreach activities.

Resource Stewardship
Implement initiatives to reduce waste in the system to increase nurses’ time with patients and increase the value of outcomes.

In a period of constant change in health care, the Nursing strategic plan spans the next three to five years and outlines many challenges to overcome, while remaining flexible and embracing the many unknown changes and challenges that lie ahead. From reimbursement models to the development of new models of care, Nursing will certainly experience the impact that results.

Nursing will share its progress against the strategies and goals outlined in the plan on a regular basis in the months and years to come. Nurses and patient care staff will be instrumental in realizing this new vision, in collaboration with many interdisciplinary teams.