Transforming nursing through knowledge

Professional Development All Resources

  • Nurse Executive Practice Creating a New Vision for Leadership - 2011
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    Creating the future for practice calls for a new view of leadership and the evidence to support it. Gathering practice and research stakeholder to clarify the frame for research and the future of
    practice is critical to building a preferred future. Focusing on gathering leaders and providing a frame for their dialogue and interaction around executive practice for the future is important to
    creating the appropriate skills and role characteristics to lead the profession into it.
  • The Role of Nursing Leadership in Integrating Clinical Nurse Specialists and Nurse
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    Supportive nursing leadership is important for the successful introduction and implementation of advanced practice nursing roles in Canadian healthcare settings. For this paper, we drew on pertinent sections of a scoping review of literature and key informant interviews conducted for a decision support synthesis on advanced practice nursing to describe and explore organizational leadership in planning and implementing advanced practice nursing roles.

  • Developing an Orientation Toolkit for New Public Health Nurse Hires for Ontario’s Changing
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    In 2008/2009, the Orientation: Transition to Public Health Nursing Toolkit was developed to enhance the integration of new hires into public health nursing practice in Ontario and to increase retention of these hires. The changing landscape of public health in Canada, such as the introduction of new standards and competencies, presents challenges to leaders orienting staff to public health nursing. The toolkit was designed to provide a standardized general orientation, involving a broad range of public health knowledge and issues.

    Through the use of technology, a virtual network of public health nurses, educators, managers, senior nurse leaders and nursing professors from various areas of Ontario designed, implemented and evaluated the toolkit. Three modules were developed: foundations of practice (e.g., core competencies, national and provincial standards, public health legislation), the role of the public health nurse, and developing partnerships and relationships. Evaluations demonstrated that the toolkit was useful to new hires adjusting to public health nursing. It has had significant uptake within Canada and is well accepted by public health nursing leaders for use in Ontario's health units.

  • Model of Hospital / Acute Care Nurse Executive Leadership - 2010
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    RNAO strongly supports the development of hospitals utilizing a patient/client centred care model, where Ontarians have access to continuity of care and continuity of caregiver from a primary nurse. RNAO also strongly endorses strengthening inter-professional care so all health disciplines work closely to support high quality patient care in all health care settings. 
  • Educational Innovation: Collaborative Mentoring for Future Nursing Leaders - 2010
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    This article discusses a unique educational partnership between nurse leaders and a university baccalaureate nursing program that nurtures future nursing administrators. structured mentoring process in which students are guided through an internship with nursing administrators and executives promotes development of a career focus, leading novices to a more mature role on their career journeys. 
     
     
     
  • Clinical Executives: A New Breed of Leader - 2010
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    The face of the healthcare CEO has been changing over the past decade, during which we have seen the emergence of a new breed in upper management, the clinical executive. These are healthcare professions who have often held previous leadership positions, such as chief nursing officer or VP of medicine, and whose career path has seen them progress towards the top job in their organization.

    In order to excel in management. these clinicians have had to develop broad skill sets that are not part of the traditional clinical curriculum.

  • 20 Questions Directors of Not-For-Profit Organizations Should Ask about Board Recruitment,
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    Not-for-profit organizations (NPOs) are diverse and their expectations of directors can vary widely. In most cases, directors are volunteers who serve without compensation. They deserve respect and appreciation and should be encouraged to contribute effectively and with confidence. 
     
    This document explores the challenges faced by NPOs in recruiting the right people to serve on their boards, as well as the importance of director education and development and regular assessment of the board and its members. We hope that individual directors, boards, governance committees and CEOs will find it useful in developing effective, knowledgeable boards.

     

  • Changing Tides. Improving Outcomes Through Mentorship on all Levels of Nursing - 2010
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    This article is not only pertinent to those working in critical care; it can be utilized and explored on all levels of nursing. Through effective mentorship, we can positively impact our healthcare organizations; improve job satisfaction; and promote professional development and empowerment in students, new graduates, staff nurses, educators, nurse leaders, and nurse faculty. Most importantly, mentoring can result in improved nursing care, high-quality healthcare, and improved patient outcomes.
  • The Nurse Executives' Handbook. Leading the Business of Caring from Ward to Board - 2009
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    Never has the NHS been a more diverse, complex or exciting place to work than now. Inevitably, this presents considerable challenges for newly appointed executives joining NHS boards. For nurse executives, who have a major role to play in ensuring excellence in the business of caring, effective clinical leadership at board level is essential and has never been more necessary.
     
    Caring for patients is the key ‘product’ of the business of health care, and we make no apology for describing it as such. Bringing the leadership of caring and the leadership of business together to improve people’s experience of health care was the central objective of the Who Cares, Wins report (2006) commissioned from the Office for Public Management by the Burdett Trust for Nursing.
     
    We are taking this work forward in partnership with The King’s Fund, and this handbook is the product of a joint programme of work to support nurse executives on NHS boards.We wanted to draw on 
    the experience of nurse executives who have already made the transition into an executive role, so that others could learn valuable lessons to enable them to fulfil their role as effectively as possible.The handbook is designed to enable all newly appointed nurse executives to approach their new role with confidence.