Surveys were sent to all eligible employees in the organization and participation was voluntary and confidential. The 2022 surveys were conducted, and 6,913 nurses participated. Statistical testing was conducted to identify demographic differences in burnout for tenure, age, manager/non-manager, and care setting. Regressions were conducted to determine top predictors of burnout. Significant differences were found in tenure (P <.001), age (P <.001), and manager/ non-manager (P =.009). Mental health, retention, and workload significantly predicted burnout, F(3,4609)=1028.33, P <.001, R2 adj=0.40. Nursing burnout ultimately affects turnover and retention in a healthcare system. Monitoring by age, tenure, manager status, and care setting are vital for addressing burnout for nurses.

This novel model offers the opportunity for nursing to address social challenges toimprove patient and population outcomes. The nursing workforce is the mainstay ofhealth care delivery systems worldwide. Plagued by cyclical workforce shortages, thenursing profession is now on an untenable path. The deficit of nurses prevents the fulluse of the most prevailing RN-heavy acute care staffing models of the last decades. Itis critical that the workload of any care delivery model, traditional or novel, be based on reasonable expectations. New models would ideally not only assure patient care canbe accomplished with the existing workforce but would also improve on the outcomesable to be produced. Models that introduce an expert virtual RN to a bedside team of aRegistered Nurse and a non-RN care partner offer a unique vehicle for bringing skillednursing care to patients in acute care setting. Trinity Health began scaling their VirtualConnected Care™ model in 2021. The model also brings needed mentoring to earlycareer nurses, offers new ways to express key elements of nursing, and enhances therole of the patient as decision-makers in their own care.

Nurse leaders have realized decreased levels of staff engagement due to a lack of diverse rewards and recognition across all generations of nursing. In 2023, the Staff Engagement survey decreased from 85% engagement to 78% at a Level IV Neonatal Intensive Care Unit in central Texas's quaternary academic teaching hospital. Managers used ineffective incentives to help motivate staff, and the same top performers were burdened with all the work. The developed Leader Toolkit focused on improving multigenerational staff engagement and morale. Utilizing key Incentives based on work-life balance, improved scheduling, self-care, and improvements to their work environment, staff morale increased, engagement in unit and system initiatives improved, and staff well-being across all generations of nursing increased. The 2024 People Survey had 79% completion of the survey within the 1st 24hours of opening; engagement increased to 84%, and staff well-being increased to 84.3%. The Leader Toolkit successfully incentivized and motivated the new culture of nursing.

Nursing stands at a critical inflection point—shaped by global complexity, rapid technological change, and the enduring moral commitment to human caring. This article explores contemporary challenges faced by the profession, including organizational hierarchies, structural bias, funding instability, and persistent gender inequities. Yet it also illuminates the profound hope emerging through special programs like the Kaiser Permanente Scholars Academy, which have strengthened disciplinary identity, advanced academic progression, expanded public policy engagement, and elevated community partnerships. By reframing investment in nursing education as a strategic imperative rather than an operational expense, the article argues for sustainable funding models that support research, innovation, and workforce development. Finally, it examines the future implications of artificial intelligence and emerging technologies, emphasizing that while tools will evolve, the core of nursing—human presence, ethical judgment, and compassionate service—remains irreplaceable.

Nursing assistants (NAs) are essential health care team members; however, recruiting and retaining experienced individuals can sometimes be challenging. To address this issue, a Nursing Assistant Training Program was developed to provide on-the-job education and training for individuals with no health care background who wish to start a career in this field. The program includes didactic classroom education, mock simulated training and observation, and hands-on training in a patient care environment within an acute care hospital. This program aims to enhance NAs' recruitment, retention, and success rates by offering a comprehensive program tailored to meet various learner needs. It also aims to determine if incorporating this program will directly impact registered nurses' turnover and vacancy rates.

In the wake of COVID-19 and surrounding hospital closures, South Shore Health embarked on an evidence-based journey to quadruple their new graduate nurses annual hiring by creating a unique nurse residency program. Balancing growth with a high-quality orientation and skill acquisition to mediate the effect of fewer direct patient clinical experiences for nursing students during the pandemic. Further the health system was able to achieve a dramatic improvement in their first-year retention rates for registered nurses.

Repercussions from the COVID pandemic and a depleted nursing workforce demand more robust support to assure successful new graduate nurse transitions. Clinical learning in the real-world patient care setting is widely regarded as the essential element for preparation to practice. An academic-practice partnership established an apprenticeship program offering student nurse's greater exposure to real-world clinical experience to evaluate the value of a student nurse apprenticeship on new graduate nurse readiness for practice. Students complete 180 apprenticeship hours over 3 semesters. Satisfaction with the apprenticeship program was expressed by 100% of leaders/mentors and 93% of students. Most students also expressed an interest in a wider variety of clinical settings. This apprenticeship program is a demonstration of academic and practice partners leveraging their combined resources to invest in nursing student preparation to accelerate readiness to practice. An apprenticeship program offered in partnership with academia and practice can support the nursing workforce and may decrease the time required to prepare novice nurses for independent practice.

Four stjpg CNOs can use to educate teams, to support organization(s), by ensuring financial strength, structures, and processes so we can continue to sustain, increase services, and provide access to care for those in need.