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Development of the Professional Development Framework - Teams & Contract Negotiations

Program Overviews

Professional Development Framework

The Professional Development Framework structure is built upon Five Domains of Nursing Practice:

Clinical Skills and Knowledge
Therapeutic Relationships
Professional Relationships
Professional Development
Advancing Evidence Based Practice through Innovation and Research

Within each Domain, clinical behaviors are further defined and articulated along a continuum of evolving expertise.

The Professional Development Framework:

Values the work and contributions of nursing at all levels;
Rewards accomplishment as it occurs;
Promotes non-competitive teamwork with excellence as a common goal; and
Supports nurses as they develop their practice.

The Professional Development Framework recognizes, rewards, and honors nurses who care for our patients and families in practice environments across our vast health system. It encourages nurses to build their careers here at UMHS. Within the Professional Development Framework, movement toward each nurse’s professional aspirations occurs at a self-initiated pace.

The Role Specific Advancement Model: From Initial Development to the Present

Within the contract negotiations, 2004, the UMHS Professional Development Framework was created for all staff nurses interested in professional advancement in their roles. The Role Specific Nurses, because of their unique roles and responsibilities, were addressed by the following language: “Further discussion will occur as to whether and how employees in the pay grade N-3, such as Flight Nurses and Practice Management Coordinators, could or should be included in the Professional Development Framework Model”.

Following implementation of the Professional Development Framework in 2006, an assessment of the four role specific titles was undertaken. This assessment confirmed the perspective that the work of the Role Specific nurses was not sufficiently described in the Framework Behaviors. The Domains, Subheadings, and Behaviors that were developed during Fall 2007 moved through Negotiations 2008 with minimal revision. The behaviors reflecting leadership/contribution and "off the unit" contributions were reordered and bolded for improved clarity. The teams agreed that advancement would be made based on a preponderance of evidence of all behaviors in total,rather than within each domain. In 2014 the Practice Management Coordinator behaviors were retired as the new "RN Case Manager" role behaviors were under development. In February 2015 the new RN Case Manager behaviors were approved by the Joint Implementation Team and put in place so that nurses in this role would be given the opportunity to advance.

Design Team

Charge and Purpose

Design Team Charge and Purpose

The Design Team
for the Professional Development Framework convened in 2003 with the following Charge and Purpose:

As UMHS Nurses, and as representatives of the entire nursing community,

Purpose: we are called upon to guide the design of an innovative professional development framework at Michigan.

This work will consider:

Shared ownership of professional development
Untapped opportunities to advance at the bedside
Individual nurse goals and aspirations
Pathways available to all from novice to expert
Healthy work environments

You bring to this essential endeavor:

Creativity and passion
Excitement and vision
Imagination and curiosity
Diverse and unique perspectives
Boundless commitment to excellence

. . . all of which will allow us to Create Our Destiny as Professional Nurses at Michigan.

Guiding Principles

The initial Framework design in 2003 was accomplished by a group of 40 nurses that represented a microcosm of our vast nursing community. The diversity within the group included recent graduate to seasoned nurse, adult to pediatrics, general care to ICU, Specialty clinics to Home Care, Staff Nurse to CNS, and Supervisors to Clinical Nurse Directors. As groundwork for the immense task at hand, the team together defined the following Guiding Principles:

Design Team Guiding Principles
Culture	Nurture a culture that is supportive and rewards and recognizes professional achievement
Collaborative Creation	Continually evolve through collaborative efforts of nurses within our nursing community Recognize that people can only support what they help to create Encourage input and involvement of the community in our open process
Opportunity	Provide new professional opportunities that will be accessible to all nurses from novice to expert Identify clinical and academic opportunities that will promote careers, enhance life-long learning, and add value to the organization Support nurses in their individualized goals for professional development Provide opportunity for role expansion at the unit level with an overall goal of enhanced patient care
Retention	Will recognize the value of retaining UM Nurses
Communication	Encourage and depend upon open, supportive dialogue that is respectful and professional
Shared Responsibility	View professional development as a shared responsibility of the individual nurse and the organization
Work Life	Support the concept that our roles sometimes change as work is completed Empower, excite and allow for opportunities that provide flexibility, job satisfaction, and work/life balance Create a mechanism for the development of future nursing leaders
Nursing Practice	Emphasize patient outcomes and professional accountability. Promote the advancement of professional standards and will facilitate evidenced-based practice. Provide care that is patient and family centered.
Leadership	Create revolutionary opportunities for nurses to be leaders
Diversity	Depend on the diversity of the UMHS Nursing community as we create and move forward with our new professional framework
Maintenance and Sustainability	Build-in a process for continuous evaluation and improvement Commit to a process that ensures the integrity of the model is maintained Create a flexible framework that will sustain itself as a dynamic system free of growth restraints
Fiscal Responsibility	Be fiscally responsible
Empowerment	Operate from an empowerment model, not only at the individual level, but also at the community level

Team Members (Intranet/Employees only)

Internal link; accessible via UMHS Network or VPN only:

Design Team Members

Contract Negotiations

2018

The Joint Teams updated the Professional Development Framework and Role Specific Advancement Model language to include the addition of Framework Level F and Role Specific Advancement Model Level Mastery + for Master’s Degree prepared nurses. The 2018 Agreement remains in effect through September, 2021.

2013

The Joint Teams included the Professional Development Framework and Role Specific Advancement Model language unchanged in the 2013 contract. The 2013 Agreement remains in effect through June, 2018.

2011

The Joint Teams included the Professional Development Framework and Role Specific Advancement Model language unchanged in the 2011 contract except for the addition that regular (not contingent or temporary) MVN nurses covered under the Agreement are now able to apply for advancement in the Professional Development Framework or Role Specific Advancement Model. The 2011 Agreement remains in effect through June, 2014.

2008

The Joint Teams entered Contract Negotiations 2008 eighteen months following the July, 2006 implementation of the Professional Development Framework. By that time, the nursing community had a great deal of experience with the Framework, thus decisions were made based on data gathered from multiple sources over time.

Interest Based Bargaining was used. The teams had significant mutuality around the Professional Development Framework. They were actively supportive of the Framework, seeking to both maintain and improve it.

Program evaluation data revealed significant engagement with the advancement process to Levels D and E at the Central Committee level. The number of portfolios submitted and candidates interviewed was consistent with resource allocations made in creation of the Central Committee. While some individuals engaged with the unit based process for advancement to Level C, that number was substantially less than anticipated.

Based on these data, the decision was made to eliminate Level B altogether, making C the level of hire for all nurses who come to UMHS with at least one year of full time experience. Further, new graduates would be hired into Level A, and then automatically advanced to Level C on their 12 month anniversary, regardless of appointment fraction.

Negotiators built upon the existing educational infrastructure. Coaches would now have designated time within their appointment fraction to improve each applicant’s access to a coach. A formalized curriculum for advancement was agreed upon that would be made available, but not required of, all applicants. Each applicant would be required to formally declare their intent to apply.

The Domains, Subheadings, and Behaviors that had been developed during Fall 2007 moved through Negotiations 2008 with minimal revision. The behaviors reflecting leadership/contribution and “off the unit” contributions were reordered and bolded for improved clarity. The teams agreed that advancement would be made based on a preponderance of evidence of all behaviors in total, rather than within each domain.

The Central Committee and Appeals Board had already developed a solid and consistent candidate review process. Negotiations agreements, therefore, focused on the replacement process for members of these groups.

The teams were able to achieve a solution to the compensation challenges surrounding Framework by eliminating Level B, as well as creating Framework differentials to reward advancement beyond the base salary at Level C.

Framework nurses were already utilizing the Framework behaviors as the basis of their annual evaluations, and it was agreed that each nurse’s renewal process and annual evaluation would occur on their anniversary date.

Transfer language within the Professional Development Framework was further delineated, facilitating retention of level at transfer if given parameters were met. Additional language was agreed upon for situations of moving between the Professional Development Framework and the Role Specific Advancement Model.

In August of 2008 the nursing community voted to ratify the tentative agreement, ensuring the mutual commitment to the Professional Development Framework and furthering the goal to

“Create Our Destiny as Professional Nurses at Michigan”

2004 - Initiation

The initiation of Professional Development Framework actually occurred based on an agreement within the 2001 contract. Included in that agreement was a Memorandum of Understanding which stated as follows:

In an attempt to create a system that recognizes professional achievement, a new framework will be designed through a joint process over the life of this agreement. The joint group will develop criteria, structure and an implementation methodology which will then be recommended to the joint negotiating team for integration into the 2004 contract negotiations.

The Framework Design Team was formed in 2003 to develop recommendations for integration into the 2004 contract negotiations. The University and UMPNC negotiations teams were comprised of over twenty representatives from Nursing Administration, Human Resources, and elected officials from the University of Michigan Professional Nurse Council.

Interest Based Bargaining was used throughout the process. The interests identified at the outset of negotiations were all considered mutual, providing a solid foundation for all decisions.

The Joint Team discovered that developing a Framework for 3200 nurses met a significant number of the interests while at the same time presented unanticipated challenges. The program needed to be broad enough to include nurses from inpatient areas, ambulatory care areas, ORs, Procedure Areas, and CSR.

The conceptual framework of Patricia Benner, utilizing a novice to expert continuum to describe evolving clinical practice, was recommended. A subgroup of the Joint Negotiations Team was formed and additional experts were added. The Domains, Subheadings, and Behaviors were refined to describe practice anywhere within UMHS.

The Joint Negotiations Team worked for 7 weeks on Framework related matters, forging agreements on Transition to Framework, Central Committee and Appeals Process, Education, and more. Many hundreds of options were offered and rated by both teams. The Joint Negotiations Team took the unprecedented step of pausing negotiations to take the program to the entire nursing community, requesting their feedback on the work to date. Presentations were offered around the clock. Attendees from the nursing community were supportive and provided feedback that was then incorporated into the agreement.

The final Joint Negotiation Team achievement was tying the Professional Framework Development progression to compensation. Once accomplished, the Framework was incorporated into the overall Tentative Agreement, and was voted on by over 1500 UMHS nurses. The vote was 4:1 in favor, thus demonstrating the nursing community’s support for the Professional Development Framework. By this time many hundred people had “touched” Framework, contributing to the ultimate goal to

“Create Our Destiny as Professional Nurses at Michigan”

The contractual agreements concerning Framework were then moved on to the Implementation Team, where work began in 2005 to prepare for the transition to Framework in July, 2006.

Implementation Team

Charge and Purpose

Implementation Team Charge and Purpose

The Implementation Team for the Professional Development Framework convened in 2005 with the following Charge and Purpose:

We, as representatives of Professional Nursing at UMHS, will complete the infrastructure and processes for the Professional Development Framework endorsed by UMHS nurses in August 2004.

Our efforts will build on the work of the Framework Design and Joint Negotiations teams. Each team sought and incorporated input from the UMHS nursing community. This will be a dynamic charge.

We hold the privilege and the responsibility to move our professional community forward by implementing a framework of abundance that promotes nurse satisfaction, patient satisfaction and the care of the patients and families we serve.

We bring to this essential endeavor

Creativity and passion
Excitement and vision
Imagination and curiosity
Diverse and unique perspectives
Boundless commitment to excellence

. . . all of which will allow us to Create Our Destiny as Professional Nurses at Michigan.

Guiding Principles

The work of the Framework Implementation Team was guided by a number of carefully articulated values and beliefs known as our Guiding Principles. These principles, defined below, provided a solid and meaningful foundation for our work.

Implementation Team Guiding Principles
Opportunity	Provide new professional opportunities that will be accessible to all novice to expert nurses. Offer the opportunity to incorporate role expansion at the unit level with the underlying goal of improved patient care
Culture	Nurture a culture that is supportive and rewards and recognizes professional achievement. Foster a culture that is supportive of collaborative behavior and that reflects our identity and stature as members of the health care community. Invite us to be explorers…to co-discover what lies ahead as we work to create our future.
Empowerment	Operate from an empowerment model, not only at the individual level, but also at the community level.
Diversity	Depend on the diversity of the UMHS Nursing community as we create and move forward with our new professional framework.
Nursing Practice	Emphasize patient outcomes and professional accountability. Promote the advancement of professional standards and facilitate evidenced-based practice. Provide care that is patient and family centered.
Shared Responsibility	Establish professional development as a shared responsibility of the individual nurse and employer. Impart collective responsibility to contribute to the development of others across the community. Own accountability for outcomes.
Collaborative Creation and Teamwork	Embrace continual evolution through the collaborative efforts of nurses within our nursing community. Encourage input and involvement of the community in our open process recognizing that people support what they help to create. Foster a spirit of creativity and innovation. Support common goals and integrate the framework in individual practice settings.
Leadership	Create revolutionary opportunities for nurses to be leaders.
Communication	Encourage and depend upon open supportive dialogue that is respectful and professional.
Retention	Recognize the value of retaining U-M Nurses.
Fiscal Responsibility	Endorse fiscally responsible processes and outcomes. Acknowledge the need for dedicated resources to support the implementation and ongoing infrastructure necessary to support the Framework.
Maintenance, Flexibility and Sustainability	Build continuous evaluation and improvement into our process. Commit to a process that ensures maintenance of model integrity. Create a flexible framework that is a self-sustaining, dynamic system free of growth restraints. Develop and implement a process for tracking progress toward identified outcomes. Create a clearly defined, easily accessible and user friendly application process. Individually and collectively be open and responsive to an emerging process for change.
Work Life	Support the concept that roles sometimes change as work is completed. Establish a model that is empowering, exciting and allows for flexibility, job satisfaction and work/life balance. Create a mechanism that supports development of future nursing leaders.
Lifelong Learning and Development	Embrace learning as a fundamental process for change and growth Identify new professional, clinical and academic opportunities that promote careers which embrace lifelong learning and generate increased organizational knowledge. Support individualized goals for professional development and track learning, development, educational achievements and career movement.

Team Members (Intranet.Employees only)

Internal link; accessible via UMHS Network or VPN only:

Implementation Team Members

Chronicles (Intranet.Employees only)

Internal links; accessible via UMHS Network or VPN only: Implementation Team Chronicles Click date or image to open/print PDF:
Day 1: June 27, 2005	Day 2: July 11, 2005	Day 3: July 22, 2005
Day 4: August 5, 2005	Day 5: August 16, 2005	Day 6: September 8, 2005
Day 7: September 29, 2005	Day 8: October 13, 2005	Day 9: October 31, 2005
Day 10: December 12, 2005

We invite your thoughts, feedback, questions, and comments related to the Professional Development Framework and Role Specific Advancement Model!

Susan Maycock, DNP, RN, CNS-BC, NPD-BC, Program Lead
Email: smaycock@med.umich.edu

Anna Watterworth, MS, BSN, RN, Appeals Board Lead
Ph: (734) 998-2295
Email: annawatt@med.umich.edu

Joanne Hazelton, BSN, RN, Framework/RSAM Coach
Ph: (734) 232-1123
Email: Nurse-FrameworkRSAM-Coach@med.umich.edu

Target Audience: Nursing at Michigan | Author/Contact: Dr. Susan Maycock, DNP, RN, CNS-BC, NPD-BC
Web Publisher: K. Dunnuck | Updated 10/29/21

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