Nursing leadership (Toronto, Ont.)最新文献

Objective: The objective of this paper is to describe the day-to-day activities, known as practice patterns, of nurse practitioners (NPs) across a four-site academic healthcare network in Ontario, which comprises acute, primary, rehabilitation and complex continuing care.

Background: Information regarding NP practice patterns is available from other jurisdictions and practice settings, but information specific to large, urban and multi-site organizations is available to a lesser extent. This information can inform and support leaders' decisions about NP roles and responsibilities.

Method: A cross-sectional online survey was sent to the 125 NPs employed in this healthcare network.

Results: Respondents (n = 45) were primarily experienced, graduate-prepared NPs, who work with specialized populations and support the education of healthcare professional trainees. The majority of these NPs' activities focused on direct and indirect care, with fewer activities centred on leadership/administration, education, research and personal breaks. Clinical care activities varied among NPs and were contextual to the population and program.

Conclusion: While direct and indirect care are vital components of NP practice, the overwhelming emphasis on these components indicates that the organization and the healthcare system are losing opportunities to capitalize on advanced nursing practice knowledge and skills in the domains of leadership, research and education.

Background: Internationally educated nurses (IENs) face multiple challenges in entering and integrating into the Canadian workforce. These challenges include getting to know the Canadian culture, nursing accountabilities, professional practice requirements and experience or qualifications deemed not equivalent to the Canadian standard. Hamilton Health Sciences' (HHS') IEN Integration Project has been funded by the Ontario and Canadian governments to support IENs in overcoming these challenges and contribute to the healthcare system.

Aim: The aim of this article is to describe a multiorganizational project that prepares IENs for employment in Canadian healthcare.

Strategy: HHS invited partners in education and immigrant support services to co-design the project. A community collaboration employment model (CCEM) was developed to leverage each partner's strengths in targeted interventions to address the needs of IENs, as identified in focus groups. The interventions pertain to professional practice and accountability in the Canadian healthcare setting, workplace language, communication and selected clinical skills.

Results: Between project initiation in 2009 and early 2021, 591 IENs obtained employment.

Conclusion: Multiorganizational partnerships can help build and sustain a strong nursing workforce, and IENs can fill gaps in care. A needs-based approach and the CCEM increased the likelihood of IEN employment. The ability of the CCEM to engage partners makes it relevant for healthcare organizations.

Trauma-informed practices have been widely adopted in clinical, educational and research domains of nursing practice, supporting trauma-informed care for patients and contributing to the knowledge base for trauma-informed care practices. However, trauma-informed concepts and frameworks have not been taken up as readily by nursing leadership in the administration and policy domains, presenting an opportunity for the exploration of the ways in which trauma-informed leadership might shape nursing leadership practice. In this paper, the concept of trauma-informed leadership is defined and considered as a possible direction for nursing leadership practice in the context of the 21st century, wherein increasing complexity and rapidly accelerating social divisiveness require leadership practices that centre compassion, well-being and justice. A real-world example from the COVID-19 pandemic response provides an opportunity to consider trauma-informed nursing leadership in practice as an approach to supporting individual, population and system wellness and resilience.

In the last issue of the Canadian Journal of Nursing Leadership, authors provided numerous examples of nurse leaders making efforts to address the mental health of nurses in the midst of the pandemic. I personally thank guest editor Joan Almost for leading the collation of the issue and the authors who took the time to share their strategies and learnings. Unfortunately, we are not out of the woods yet, and I hope this collection of papers will continue to provide guidance to our readers for many months to come.

Although bullying and racism are often explored separately in nursing literature, this commentary explores how bullying and racism intersect with each other. It emphasizes the importance of clearly understanding the meaning of each concept and argues that a focus on the intersectionality between the two ensures that bullying and racism are addressed not only at the intra- and interpersonal levels but also at the structural level. The authors ask themselves and their readers to reflect on posed questions and to make a commitment not to "do nothing" but instead to "do something."

Notwithstanding the significant representation of social justice as a theoretical ideal of public health nursing (PHN), there is little agreement about how the concept is applied in PHN practice and supported by nurse leaders and organizations. A framework for social justice praxis in PHN was developed after a critical review of the literature to advance the ability of nurse leaders and healthcare administrators to support social justice praxis in PHN. This conceptual framework provides a foundation from which nursing leaders can launch meaningful conversations and make specific efforts toward achieving social justice to improve health equity.

In their paper, Stelnicki and Carleton (2021) highlight both the findings of their 2019 survey of nurses' mental health (Stelnicki et al. 2020) and more recent literature published during the COVID-19 pandemic. This response outlines the role of nursing leaders in enabling the mental health of nurses in a mental health and addiction setting, particularly during the COVID-19 pandemic.

Loch Lomond Villa is one of the largest long-term care communities within the province of New Brunswick. Our organization supports caring living environments for over 450 clients and their family members along with 354 employees.

The rapid cadence of change and the fear of acquiring and spreading COVID-19 - coupled with moral distress exacerbated by fulfilling one's duty to care under extremely challenging conditions - continue to impact nurses' coping ability, resilience and psychological safety globally (McDougall et al. 2020). This paper provides an overview of how an academic health sciences centre (AHSC) has responded to the evolving waves of the COVID-19 pandemic. Specifically, we share our context and the strategies we used to build and enhance nurse resilience and psychological safety at the organizational, clinical team and individual levels. This is followed by a description of our nurses' achievements amid the pandemic.

Street nurses who serve people experiencing homelessness and substance abuse are at risk of vicarious trauma and long-term mental health challenges. These risks have increased during the COVID-19 pandemic due to a concomitant spike in opioid overdoses and deaths in Canada, fewer available support services and worsening social challenges. This article describes innovative interdisciplinary and participatory research currently being undertaken to develop and evaluate a multifaceted support program to promote the holistic well-being of street nurses and their front-line colleagues.