The Doctorate of Nursing Practice (DNP) represents the terminal practice degree in the field of nursing. It prepares Advanced Practice Nurses (APN) as expert practitioners and leaders of transformation in health care. DNP APNs are able to work in any role from direct care to the executive level across the continuum of our increasingly complex healthcare environment. DNP prepared APNs are educated via the Essentials of Doctoral Education for Advanced Practice Nursing (AACN, 2006) in organizational and systems leadership, evidence-based practice, information systems and technology, health care policy for advocacy in health care, interprofessional collaboration, and clinical prevention and population health for improving the nation’s health.
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DNP APNs, whether in the role of nurse practitioner, or not, are well prepared to provide the leadership necessary to transform and redesign our healthcare system on both the micro and macro levels. DNP APNs are educationally prepared through Essential II: Organizational and Systems Leadership for Quality Improvement and Systems Thinking (AACN, 2006) to formally and informally lead healthcare transformation in any organization. Practice improvement initiatives of healthcare organizations do not consistently result in sustained changes in performance (Hess et al., 2015). This lack of sustained improvement is the challenge in gaining provider buy-in to best practices developed outside of a specific practice setting (Hess et al., 2015). Lack of buy in can be a result of an organizational culture that is resistant to change and/or unaware of the value of and process of implementing best practices. DNP APNs are able to use their leadership skills and knowledge effectively engage providers to be a part of identifying practice challenges along with finding or creating
DNP APNs, whether in the role of nurse practitioner, or not, are well prepared to provide the leadership necessary to transform and redesign our healthcare system on both the micro and macro levels. DNP APNs are educationally prepared through Essential II: Organizational and Systems Leadership for Quality Improvement and Systems Thinking (AACN, 2006) to formally and informally lead healthcare transformation in any organization. Practice improvement initiatives of healthcare organizations do not consistently result in sustained changes in performance (Hess et al., 2015). This lack of sustained improvement is the challenge in gaining provider buy-in to best practices developed outside of a specific practice setting (Hess et al., 2015). Lack of buy in can be a result of an organizational culture that is resistant to change and/or unaware of the value of and process of implementing best practices. DNP APNs are able to use their leadership skills and knowledge effectively engage providers to be a part of identifying practice challenges along with finding or creating