“health Insurance Roadmap: Navigating Approvals And Claims With Ease In Australia”

“health Insurance Roadmap: Navigating Approvals And Claims With Ease In Australia” – According to Keyko and colleagues, engagement in the workplace is essential to ethical nursing practice. Increased engagement in the workplace contributes to better job satisfaction, employee retention and overall organizational performance.

Therefore, it is the ethical responsibility of nurses and nursing organizations to support engagement in the workplace. Sarah Cannon values ​​employee voice and is committed to taking action to support employee engagement. The Sarah Cannon Navigation Engagement Committee (SCNEC) was formed in 2018 to identify collaborative opportunities to improve nurse navigator engagement across the healthcare system/enterprise. SCNEC consists of 23 oncology nurse navigators representing over 180 navigators and 15 departments. SCNEC uses the annual employee engagement survey to collaborate, strategize, design and implement activities to increase engagement.

“health Insurance Roadmap: Navigating Approvals And Claims With Ease In Australia”

In the 2018 Annual Employee Engagement Survey, nurses across the healthcare system/enterprise identified the opportunity to increase support for professional development as a top concern. Encouraging, promoting and supporting professional development are successful strategies for increasing engagement in the workplace.

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Higher turnover rates contribute to higher organizational costs and potentially understaffing, thus negatively impacting patient care and outcomes.

SCNEC began to focus on initiatives and strategies to enhance the professional development of all nurse navigators to improve engagement.

SCNEC established a subcommittee, chaired by the Navigation Program Manager, to identify strategies to promote the professional development of navigators. Senior leaders helped keep the team focused and accountable throughout the development phase. A stoplight methodology was used to provide quick information on progress and remaining tasks.

Navigators have a wide range of clinical experience, from novice to expert, thereby identifying distinct professional development needs at different points in time across the professional continuum. The team identified several opportunities for professional development, such as certifications, educational degrees, professional organization involvement, and speaking and writing opportunities. A road map design with frequent stops was chosen to emphasize opportunities for professional development. A simple one-page visual with hyperlinks to provide detailed information on roles and opportunities, provide resources to promote professional development. A PowerPoint presentation will accompany the pathway visual to provide a more thorough explanation of the various roles, associated role development opportunities and site resources specific to these roles. The Clinical Operations Program Coordinator was solely responsible for the graphic design of the guide and the Internet connection.

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The guide was designed and implemented to promote employee engagement. The Navigation Guide is not intended to be a clinical ladder, rather it is a tool that guides professional growth and development. The overall goal is to offer navigators information about career and professional development opportunities. The roadmap includes career paths, roles and skills/attributes (Figure 1).

The guide is a self-guided tool for exploring career opportunities or enhancements for self-development as a professional nurse. Navigators can navigate through different career paths to get more information about specific roles on the org chart.

The team identified 11 different roles related to navigation available in the Sarah Cannon navigation network (Figure 2). Examples include adult oncology nurse navigator (ONN), virtual ONN, preceptor/mentor, navigation supervisor, navigation director, and executive-level roles such as program director, clinical operations, and service line management.

Each role has a link to view the job description, which includes an overview of the role, knowledge, abilities and skills. Also included are suggestions for those interested in the role.

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Each role has a unique set of skills and attributes that are listed in the guide. Content items within each role include resources for general development, training and education, tumor site-specific education, and professional development/leadership training. These resources are helpful website links that help you focus on resources, tools, and experiences relevant to navigators’ areas of professional interest.

The guide and tools are easily accessible to all navigators on a shared site. To help navigators use the guide, a “How to Drive” video was created with PowerPoint. There is a description of the icons in the guide and detailed information on how to explore each career path. In addition, an additional 1-page Quick Start Guide was created to provide an overview of the guide and to include key points about existing features to help ease the use of the guide.

A personal roadmap worksheet was created to show a snapshot of skills and attributes aligned with the roles of each career path. Navigators can use the worksheet to annotate and individualize their plans, goals, specific courses, and other professional development activities. Navigators set 1-year, 3-year, and final goals to begin planning for professional development. Course selection and other professional development activities to strengthen abilities and skills to achieve goals are listed on the worksheet. The worksheet is also used as an accountability tool to ensure navigators stay on track to achieve their goals. Each content area has checkboxes and space to annotate the date the task was completed to document progress. The job page can help navigators achieve their professional development goals and desired career path.

Our navigation program manager played a vital role in this process. The manager worked with the committee members from the initial idea development to the final concrete instrument. The manager also advised the committee coordinators on the development of tools, coordination of meetings and the creation of appropriate action elements and ensured that the objectives were achievable from the company’s perspective. Occasionally, when the group began to tire and progress slowed, the manager would provide a morale boost or a gentle nudge to keep moving forward. Additionally, the leader held participants accountable to ensure that everyone was trying to maximize their efforts. The manager also helped communicate with senior management to push progress upward and similarly communicate issues or general questions senior managers had.

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The obstacles encountered in developing the tool were varied. Time commitments and coordinating meeting times across 3 time zones were the 2 most difficult obstacles to overcome. Committee members also had other competing priorities for day-to-day tasks. The tool took 2 years to complete due to project complexity and committee turnover. Although the committee divided the tasks among its members, the limiting factor was the sole member as the IT content specialist for the development of the final project. Adding more committee members and IT content developers will reduce development time, which helps the group stay focused and avoid committee member turnover.

The guide is the product of a passionate and committed team to develop the tool from concept to final product. This tool is applicable to other navigation programs, from large organizations with many different roles to small organizations with fewer different roles. ONNs vary in experience level; however, the tool can be used by novice to experienced nurses. A similar tool may also be useful for applications outside of navigation. Many organizations looking to retain and promote professional development within their organization can benefit from a similar tool. Organizational leaders who engage positively with their employees by facilitating professional development can reap benefits such as positive effects on job performance, employee loyalty, and overall employee job satisfaction.

Quarterly, SCNEC will review and update the guide as necessary to include appropriate and current resources for nurse navigator development, training, and education. Several indicators will be measured to analyze the success of the roadmap. System navigators will complete an initial survey that will determine the number of navigators viewing and using the program. The initial survey will also assess the exploration of the resources provided in the tool and the navigators’ perception of the usefulness of professional development opportunities. SCNEC will survey the navigators again after one year to compare and evaluate the results. Finally, the organization’s annual engagement survey will provide data on the impact of the roadmap on professional engagement, particularly on growth initiatives.