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Research Article| Volume 13, ISSUE 2, P50-56, April 2015

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Infrastructure to Optimize APRN Practice

  • Author Footnotes
    * Trish Anen, RN, MBA, NEA-BC, is vice president of clinical services at the Metropolitan Chicago Health Care Council in Chicago, Illinois.
    Trish Anen
    Footnotes
    * Trish Anen, RN, MBA, NEA-BC, is vice president of clinical services at the Metropolitan Chicago Health Care Council in Chicago, Illinois.
    Search for articles by this author
  • Author Footnotes
    * Deb McElroy, MPH, RN, is senior director nursing leadership at University HealthSystem Consortium in Chicago.
    Deb McElroy
    Footnotes
    * Deb McElroy, MPH, RN, is senior director nursing leadership at University HealthSystem Consortium in Chicago.
    Search for articles by this author
  • Author Footnotes
    * Trish Anen, RN, MBA, NEA-BC, is vice president of clinical services at the Metropolitan Chicago Health Care Council in Chicago, Illinois.
    * Deb McElroy, MPH, RN, is senior director nursing leadership at University HealthSystem Consortium in Chicago.
      Because advanced practice registered nurses (APRNs) play a significant and escalating role on healthcare provider teams in both ambulatory and acute care settings, the rapid growth in hiring has surfaced a host of challenges and some confusion about the key systems and processes healthcare organizations need for their successful integration, optimization and engagement. A key challenge is that in order to support successful APRN integration, highly effective and reliable organizations must have the infrastructure, processes, and people in place.
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      References

        • Institute of Medicine
        The Future of Nursing: Leading Change, Advancing Health. Report Recommendations. National Academies Press, Washington DC2010
        • The Joint Commission
        2015 Hospital Accreditation Standards. Joint Commission Resources, Oakbrook Terrace, IL2014