Abstract
Background: Globally, healthcare systems are increasingly recognizing the vital contributions of nursing to safety, quality, and patient experience. However, in some organizations, nursing remains underrepresented in executive decision-making, limiting its influence on strategic priorities (Sherwood & Barnsteiner, 2021). At the Ministry of National Guard Health Affairs (MNGHA), the nursing leadership sought to overcome this challenge by using data to amplify nursing’s voice, demonstrate its value, and improve care outcomes (Dempsey et al., 2014).
Purpose: This project aimed to strengthen nursing’s visibility and credibility within the organization by aligning nursing-sensitive indicators with corporate priorities, creating a culture of transparency, and leveraging shared governance as a platform for influence (Watson et al., 2020).
Methods: The nursing leadership team implemented a structured approach that included:
- Quarterly review of patient experience and clinical outcomes data.
- Targeted quality improvement initiatives tied to the National Database of Nursing Quality Indicators (NDNQI) and Magnet® standards (Armstrong et al., 2023).
- Integration of patient comments from surveys and social media into governance councils for collective action.
- Use of the CLMA (Closed Loop Medication Administration) compliance reports to guide practice change.
- Presentation of outcomes through infographics, dashboards, and scorecards to nursing and executive audiences.
- Creation of new nursing quality roles to interpret, own, and act on data.
Outcomes: Nursing-led improvements contributed to measurable gains in patient experience domains such as “nurses listening” and “compassionate care” across four quarters. CLMA compliance improved by 11%, and pressure injury rates declined in three high-risk units. The visibility of nursing contributions increased as governance leaders began presenting outcomes to executive leadership. This visibility contributed to a shift in perception of nursing as data-driven, patient-centered, and strategic (Blegen et al., 2011).
Implications for Practice: This work highlights how data ownership and shared governance can empower nursing teams to influence decisions, improve outcomes, and reposition nursing as a key organizational asset. Even without formal executive representation, nursing can drive high-value outcomes and strategically shape healthcare performance by owning its data and aligning with broader system goals (Sherwood & Barnsteiner, 2021).
Notes
References:
Wong C. A., Cummings G. G., & Ducharme L. (2013). The relationship between nursing leadership and patient outcomes: A systematic review. Journal of Nursing Management, 21(5), 709 724.
Valimaki M., et al. (2024). The impact of evidence based nursing leadership on clinical outcomes: A systematic review. BMC Nursing, 23, 50.
Shermock S. B., Shermock K. M., & Schepel L. L. (2023). Closed Loop Medication Management with an Electronic Health Record System in U.S. and Finnish Hospitals. International Journal of Environmental Research and Public Health, 20(17), 6680.
Ystaas L. M. K., et al. (2023). The impact of transformational leadership in nursing: A systematic review. Healthcare (Basel), 13(3), 108.
Alsadaan N., Alqasemi A., et al. (2023). Impact of Nurse Leaders’ Behaviors on Nursing Staff Performance. International Journal of Nursing Practice, 29, e13172.
Sigma Membership
Non-member
Type
Presentation
Format Type
Text-based Document
Study Design/Type
Other
Research Approach
Other
Keywords:
Global Leadership, Acute Care, Policy and Advocacy, Nursing Leadership, Nursing Leaders
Recommended Citation
Tashkandi, Nabiha and Levers, Merry Jo Dione, "Transforming Nursing Practice Through Data Ownership and Leadership in a Quaternary Hospital" (2026). International Nursing Research Congress (INRC). 126.
https://www.sigmarepository.org/inrc/2026/presentations_2026/126
Conference Name
37th International Nursing Research Congress
Conference Host
Sigma Theta Tau International
Conference Location
Toronto, Ontario, Canada
Conference Year
2026
Rights Holder
All rights reserved by the author(s) and/or publisher(s) listed in this item record unless relinquished in whole or part by a rights notation or a Creative Commons License present in this item record. All permission requests should be directed accordingly and not to the Sigma Repository. All submitting authors or publishers have affirmed that when using material in their work where they do not own copyright, they have obtained permission of the copyright holder prior to submission and the rights holder has been acknowledged as necessary.
Review Type
Abstract Review Only: Reviewed by Event Host
Acquisition
Proxy-submission
Date of Issue
2026-08-05
Transforming Nursing Practice Through Data Ownership and Leadership in a Quaternary Hospital
Toronto, Ontario, Canada
Background: Globally, healthcare systems are increasingly recognizing the vital contributions of nursing to safety, quality, and patient experience. However, in some organizations, nursing remains underrepresented in executive decision-making, limiting its influence on strategic priorities (Sherwood & Barnsteiner, 2021). At the Ministry of National Guard Health Affairs (MNGHA), the nursing leadership sought to overcome this challenge by using data to amplify nursing’s voice, demonstrate its value, and improve care outcomes (Dempsey et al., 2014).
Purpose: This project aimed to strengthen nursing’s visibility and credibility within the organization by aligning nursing-sensitive indicators with corporate priorities, creating a culture of transparency, and leveraging shared governance as a platform for influence (Watson et al., 2020).
Methods: The nursing leadership team implemented a structured approach that included:
- Quarterly review of patient experience and clinical outcomes data.
- Targeted quality improvement initiatives tied to the National Database of Nursing Quality Indicators (NDNQI) and Magnet® standards (Armstrong et al., 2023).
- Integration of patient comments from surveys and social media into governance councils for collective action.
- Use of the CLMA (Closed Loop Medication Administration) compliance reports to guide practice change.
- Presentation of outcomes through infographics, dashboards, and scorecards to nursing and executive audiences.
- Creation of new nursing quality roles to interpret, own, and act on data.
Outcomes: Nursing-led improvements contributed to measurable gains in patient experience domains such as “nurses listening” and “compassionate care” across four quarters. CLMA compliance improved by 11%, and pressure injury rates declined in three high-risk units. The visibility of nursing contributions increased as governance leaders began presenting outcomes to executive leadership. This visibility contributed to a shift in perception of nursing as data-driven, patient-centered, and strategic (Blegen et al., 2011).
Implications for Practice: This work highlights how data ownership and shared governance can empower nursing teams to influence decisions, improve outcomes, and reposition nursing as a key organizational asset. Even without formal executive representation, nursing can drive high-value outcomes and strategically shape healthcare performance by owning its data and aligning with broader system goals (Sherwood & Barnsteiner, 2021).
Description
In the absence of nursing presence at the executive level, this project explored how data transparency and professional governance frameworks enhanced nursing visibility and impact. Through clinical and patient experience data, nursing leaders implemented focused strategies to improve care, support decision-making, and reframe perceptions of nursing as a data-driven, safety-focused profession.