Developing regulatory readiness: A co-designed transition program and logic model for first-line nurse managers

To analyze the roles, responsibilities and scope of current government chief nursing and midwifery officers or equivalent senior leaders in the Region of the Americas. This was a descriptive observational study. All government chief nursing or midwifery officers or equivalent senior leaders from 35 countries in the Region of the Americas were considered eligible to participate. An online survey was conducted that included items on demographic variables, the officer's roles and responsibilities, and a self-assessment of competencies. Data were analyzed using descriptive statistics, disaggregated by role, subregion and country income level. Content analysis was used for responses to open-ended questions. Twenty eight officers from 28 countries participated in this study, representing 80% of the 35 countries in the Americas. About 82.1% (23/28) of the officers or equivalent leaders were exclusively responsible for nursing issues. Most of the participants had the job title of chief nursing officer (53.6%, 15/28), were female (92.9%, 26/28) and were aged 55-64 years (46.4%, 13/28). Regarding leadership roles, 57.1% (16) of participants reported that their countries had an executive model, with the officer having line authority over nursing or midwifery, or both. The responsibilities of these officers were mainly related to leadership, influence and policy advice. In the self-assessment of competencies, participants rated themselves as less skilled in global health priorities and management. Although the role of a government chief nursing officer or midwifery officer exists in most countries in the Americas, there is a need to further strengthen it. It is important for governments and stakeholders to create a policy environment conducive to empowering these leaders, recognizing their strategic role in the human resources for health agenda, and in expanding the contributions of nursing and midwifery towards achieving more resilient and equitable health systems.

Coaching on the Run: Building Capacity and Capability for the Future

Using Neuropsychological Profiling to Tailor Mental Health Care for Children and Youth: a Quality Improvement Project to Measure Feasibility.

Background:At Chesapeake Regional Medical Center (CRMC), the Chief Nursing Officer (CNO) created the Professional Nursing Council (PNC), which is a governing body to help create more involvement from nursing when it comes to nursing practice. In the Fall of 2008, the PNC decided to adopt a nursing theorist to help guide their practice and with input of the bedside nurses, they chose Jean Watson's Theory of Caring.Jean Watson's theory was well-received, and nurses were eager to bring care back to the bedside but were struggling with how to incorporate the theory in an already overwhelming work environment. Our CNO went to a conference and met Robert Browning and found out about HeartMath. She thought this would be a good thing to bring to CRMC because the nurses have tremendous demands put on them and are feeling more stressed and overwhelmed than ever.A HeartMath steering committee was developed and created a plan to get as many nurses signed up for HeartMath as possible within a year. Several nurses were trained to teach the HeartMath workshop to accomplish this goal.As we presented HeartMath, we introduced it as a modality to the Jean Watson Theory of Caring. The motto was, “You have to take care of yourself before you can take care of others.” The first half of the workshop focused on the science and the HeartMath tools. We felt it was important to keep that as the foundation of the workshop. However, we felt it important to introduce Jean Watson's Theory of Human Caring and her 10 Caritas processes into the class and show how they are related.In October 2010, CRMC hosted the annual Caritas Consortium in Norfolk, Virginia. Two trainers taught HeartMath to a roomful of Caritas coaches as a pre-conference event. The trainers were then able to experience the consortium and realized even more how much HeartMath and the Theory of Caring are intertwined. At this time, it was decided that HeartMath and Jean Watson's Theory should be “married.”On November 17, 2010, the first HeartMath-Caritas Committee meeting commenced.Method:Quantitative, using Personal and Organizational Quality Assessment (POQA)Results:The first group to be taught HeartMath was the nursing leadership group in January 2009. POQA results appear in Figure 1. In phase two, we trained more than 850 employees (863 completed the pre-POQA, and 792 completed the post-POQA). The results are displayed in Figure 2.Figure 1POQA results from nursing leadership.Figure 2POQA results for the nursing department.Conclusion:As a result of incorporating Caritas processes into the HeartMath Workshop, the executive team at HeartMath has created a workshop called “Revitalizing Care,” which integrates the Caring Theory into the HeartMath concepts and tools. Care practice plans are built into the workshop to allow more time to have everyone work together to integrate the keys and skills into their work and personal lives, as well as to provide a chance to make connections with the Caring Theory.

Doctors' leaders have condemned the UK government's decision to give nurses and pharmacists virtually unlimited prescribing powers. James Johnson, the BMA's chairman, has called for an urgent meeting with the...

The International Council of Nurses confirmed that as of October 2020, more than 1,500 nurses died from COVID-19 in 44 countries (ICN, October 2020). Policies and guidelines were required for effective patient care delivery and staff protection. As government Chief Nursing Officers, the responsibility rest on their portfolio to manage the nursing workforce during a pandemic which was new to them. Significance: Research on the experiences of Chief Nursing Officers in CARICOM as they grapple to manage and lead the nursing during the pandemic is not available. This study provides information which will aid in the development of strategies for leading in a pandemic. Methodology: A descriptive quantitative design was utilized. Chief Nursing Officers of CARICOM who were in the post since the inception of the COVID-19 pandemic in 2019 were included. Each Chief Nurse was contacted via email. And a questionnaire was submitted via google doc. Analysis: Pearson’s correlation showed a direct positive relationship between knowledge and motivation. When knowledge was inadequate, motivation was also low. Pearson’s Correlation Coefficient (r- 0.371) between motivation and knowledge shows a moderate negative linear relationship. The Chief Nurses found that. “During the pandemic, nurse leaders felt excluded from planning for COVID-19. Conclusion: When staff is involved at the policy level, patient outcome is satisfactory. The support shared among nurses in CARICOM, aided in their ability to manage and to remain resolute as champions of new innovations in health.

The Chief Nursing Officer and the Chief Medical Officer are responsible for the oversight of clinical outcomes within a complex and rapidly changing environment. Much attention has been paid to the interplay between these strategic executive roles. As the two chief clinical officers, they need to create synergy to realize the imperative of exemplary care delivery. While a great deal of evidence supports a partnership model of leadership, attainment remains elusive for many CMOs and CNOs.

The purpose of this study was to determine gap areas where North Carolina should implement strategies to promote the Institute of Medicine's recommendation of an 80 percent bachelor of science workforce. The North Carolina Action Coalition sought information about the nursing BSN and higher degree workforce and about human resource policies/strategies that promote BSN and higher degree education. An electronic survey was used to query 120 acute care hospital chief nursing officers over a four-year period and 100 public health chief nursing officers over a two-year period. A majority of acute care and a minority of public health institutions had policies promoting BSN education. Barriers included lack of tuition reimbursement, scheduling/staffing issues, lack of local universities, and a perceived lack of value for nurses. A minority of respondents reported an 80 percent BSN workforce. Strategies are needed statewide to support nursing academic progression.

Person- and family-centered care (PFCC) is a philosophy that has been espoused for decades and yet is rarely embedded in health care organizations. Difficulties dispelling the numerous myths about what PFCC is, as well as daunting challenges to designing and implementing it, have hindered progress. The chief nurse officer is well-positioned to assume organizational leadership in successfully navigating this effort. This article provides 9 specific steps a chief nurse officer should take to create a culture, with supportive systems and an environment, to ensure authentic PFCC.

Public Protection Is Everyone’s Responsibility

The study explored factors leading to chief nursing officer (CNO) sustainment in the professional practice of nurse executive leadership. CNOs are expected to lead adaptations in care delivery in this current era of healthcare reform, requiring a multitude of new leadership skills. Exploration is needed to understand barriers to longevity, which prevent consistency of leadership and execution of vision. Twenty CNOs were interviewed to determine the lived experience related to the phenomena of role sustainment. An interpretative phenomenological analysis approach was used. Six themes emerged describing sustainment. These are as follows: loving the profession, having a broader impact, reflecting on one's own work, learning to manage conflict, maintaining work/life balance, and working with supportive leaders. The desire and passion for nurse executive leadership must be enhanced through education and competencies that emerged in this study and include strategic processing, mindful reflection, and resiliency training.

Starting Now: Implementing the Healthy Work Environment Standards Is More Important Than Ever

Cutting-edge Discussions of Management, Policy, and Program Issues in Emergency Care

Tele-geriatrics and tele-nursing: Hospital at home for elderly with chronic diseases

This study examined the difference between rotating and fixed shift schedules on work-family conflict, family-work conflict and work-related quality of life. There is a lack of evidence regarding the effect of rotating shifts on work-family conflict, family-work conflict and work-related quality of life among nurses. A cross-sectional design was used to conduct this study. Data were collected from 216 nurses using the Work and Family Conflict Scale and Work-Related Quality of Life. Bivariate correlations and independent samples t-tests were performed. The results of the current study were reported using the STROBE checklist. Bivariate correlations showed that work-related family quality of life is negatively associated with work-family and family-work conflicts. The mean differences between the two groups (rotating and fixed shifts) were significant for all three variables: work-family conflicts, family-work conflicts and work-related quality of life. Rotating shifts are associated with an increased risk of experiencing work-family and family-work conflicts and decreasing their quality of working life, which may adversely affect the quality of care provided. The effect of shift types on nurses and how rotating shifts have more severe consequences on nurses should be considered. Nurse managers are encouraged to use the findings of this study to mitigate the risk of any work-family or family-work conflicts and improve nurses' work-related quality of life. The chief nursing officers at the data collection settings facilitated direct contact with potential participants and data collection.