A CNS Educator Has Never Been More Important
Given the current challenges faced around the proper acquisition and utilization of nursing resources, my work as a Corazon Interim Clinical Nurse Specialist (CNS) Educator for hospitals across the country has never been more important, or more pressing, on so many levels.
Whether it be implementing a brand-new service line, or onboarding and training new staff, having a dedicated CNS Educator makes all the difference in transforming an operationally functional staff into an outstanding team of clinicians and caregivers. So why are CNS Educators so important? They are crucial in finding and bringing lost value back to the program that they serve.
Working in my interim management and CNS Educator role at Corazon over the years, I have developed a proven, three-step process on how to bring the maximum amount of value to the healthcare organizations that I serve:
- Step One: I evaluate the hospital’s existing data and find meaning in such data. This is done to devise an actionable plan for current staff improvement efforts and instill consistent training for new hires.
- Step Two: I lead quality improvement initiatives through designed innovative plans and team development. Patient safety is reinforced through establishing multidisciplinary teams and implementing evidence-based alternatives in solving problems and/or patient care concerns.
- Step Three: I support others through information sharing, teaching, research, and service development.
Obviously, my role as an interim specialist is designed to position a clinical service and staff for long-term success. However, I understand that a CNS Educator may seem like a luxury right now for some programs given current staffing challenges.
For this reason, instead of adding a full-time employee with a skill set which, let’s face it, is a very costly hit to the new hire budget, Corazon’s interim management approach has been a great way for so many programs to achieve the above-mentioned steps without burning a hole through your pocket.
If your hospital is intending to implement a new service or remain competitive from a quality side, the question is not whether you can afford this luxury, it’s can you afford not to meet this objective, at least on an interim basis. With the right decision, the effects for the future can bring on a high return on the investment and set forth a path of systematic quality. Who can in your organization can argue with that?
Authored by Corazon Interim CNS Educator Rhonda Somnitz & Corazon SVP Steve Geyer