Transforming nursing through knowledge

Professional Accountability Governance

Governance - reflects an ultimate accountability for strategic decision making affecting the entire organization.
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    The International Council of Nurses (ICN) has held a clear position about the importance of regulation in assuring safe and competent nursing practice in order to protect the public since its inception more than 100 years ago. ICN recognises that the regulation of nurses is carried out to ensure that the public receives safe and ethical nursing care from competent nurses.
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    A Pre-Summit Disscussion Paper. This paper is intended to provide a brief fact-based overview in snapshot form, of the healthcare governance system in each jurisdiction to inform the sessions at the Summit. It highlights key policies and healthcare initiatives in place to address these challenges as background for the discussion on governance. It focuses on governance at a systems level, rather than on corporate governance. 

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    Every nurse has the opportunity to make a positive impact on the profession through day-to-day advocacy for nurses and the nursing profession. In this article the author defines advocacy; describes advocacy skills every nurse can employ to advocate for a safe and healthy work environment; and explains how nurses can advocate for nursing as part of their daily activity whether they are point-of-care nurses, nurse managers, or nurse educators. The advocacy practices discussed are applicable whether advocating on one’s own behalf, for colleagues at the unit level, or for issues at the organizational or system level.
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    The Research Question 
    “How is Public Health Nursing quality measured?”
    • Search strategy 
    • Search results 
    • Findings of included studies 
    • Limitations of included studies 
    • Recommendations 


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    This framework is intended to guide decision-making about staff mix through four phases: assessment, planning, implementation and evaluation. Staff mix decision-making is an ongoing process, and the evaluation of outcomes will continually provide new insights and, possibly, the need for adjustments.
    The framework outlines key client factors, staff factors, organizational factors and outcome indicators to be considered when assessing, planning, implementing and evaluating staff mix decisions. The list of factors and outcomes is not exhaustive, and not every practice setting will include all types of care providers that are identified.
    The framework is useful for a variety of stakeholders, including nurse managers, direct care staff and others involved in making staff mix decisions. The framework is also informative for nurse executives, health-system executives and policy-makers, and may serve as a resource for a broad range of education and staff development initiatives.


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    The aims of this paper are to present the findings from a discursive analysis of key issues associated with providing excellence in nursing care; and to provide an exemplar framework to support excellence in nursing care and describe the potential benefits when excellence in nursing care occurs.
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    Aim: As part of the 2011 annual American Organization of Nurse Executives conference held in San Diego, California, a session was presented that focused on nursing workforce and health systems challenges from a global perspective. This article includes content addressed during the session representing nurse leader perspectives from the UK, Singapore and the USA.
    Background: Recent events in global economic markets have highlighted the interdependence of countries. There is now a global focus on health-care costs and quality as government leaders struggle to reduce budgets and remain solvent.
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    Background: The International Council of Nurses (ICN) and its member National Nurses Associations have for some time recognized the need and potential for a global level leadership development opportunity for senior and executive level nurses. Through ICN’s international health policy influencing activities and experience in the delivery of national and national association leadership development programmes, the need for more senior level global leadership development was increasingly evident. Various national and international studies and reports have also echoed the need for nurse leadership.
    Aim: In response to this need, ICN established the Global Nursing Leadership Institute (GNLI), an annual leadership development programme for nurses at senior and executive levels from across the globe. A number of strategic outcomes that might be achieved from attending a GNLI programme were identified and used to secure funding support for the initiative. These were that participants would be better equipped to build strategic alliances, be aware of their own leadership capacity, increase global healthcare knowledge, be better
    equipped to influence policy, improve strategic planning and thinking, be able to take on higher leadership roles and develop international networks.
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    5 Critical Organizational Strategies For Creating a High Performing System
    1. Quality as a Core Strategy
    2. Development of organizational skills to support performance improvement
    3. Effective Effective learning learning strategies strategies and methods methods to test and scale up 
    4. Information as a platform for guiding improvement
    5. Leadership systems that embrace common goals and align activities throughout the organization
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    This five-part editorial series examines the Institute of Medicine’s (IOM) most recent report, “The Future of Nursing: Leading Change, Advancing Health.” Each issue through July targets one of the four IOM global recommendations for expanding nursing practice and positively impacting healthcare systems of the future.