Transforming nursing through knowledge

Strategic Visioning: Practice

Practice - reflects the work a nurse executive performs together with staff related to the provision of direct care or services.
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    The Ontario government has made significant progress in health care since 2003, strengthening and transforming key services. Ontario’s 2014 health care progress report highlights achievements that are helping people across the province
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    This backgrounder provides an overview of Ontario’s Registered Nurse (RN) workforce, which is broken into Registered Nurses (RNs) in the general class (RN (GC)) and RNs in the extended class (RN (EC)), also known as nurse practitioners or NPs.

    Unless otherwise specified, “RN” refers to both classes of RNs. RPNs refer to Registered Practical Nurses, except in national comparisons, when RPN refers to Registered Psychiatric Nurses; Licensed Practical Nurses (LPNs) are the national equivalent of Ontario’s RPNs. Employment figures are snapshots of data from the College of Nurses of Ontario (CNO) taken at registration renewal time, which takes place over several months around January 1 each year.

    Please note that cross-Canada comparisons are performed using the latest data from the Canadian Institute for Health Information (CIHI), which give slightly different figures for Ontario than CNO data (see notes at the end of the document). Data in this backgrounder are the latest available as of January 31, 2014.

    CNO data runs to 2013 and CIHI data to 2012.

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    This column shares the best evidence-based strategies and innovative ideas on how to promote and sustain evidence-based practices and cultures in clinical organizations.
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    This presentation includes: 
    • Background of the Chief Nursing Officer (CNO) Initiative; 
    • Literature review on CNOs; 
    • Development of CNO roles and responsibilities; 
    • CNO Working Group recommendations; 
    • Current status of CNO Initiative implementation in Ontario; 
    • Factors of successful initiative implementation; and 
    • Next steps.
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    A Declaration of Partnership and Commitment to Action. In Canada, most people die as the result of an advanced chronic disease. These illnesses include heart disease, stroke, chronic obstructive pulmonary disease, kidney failure and Alzheimer’s disease.
    These diseases may run their course over many years – requiring extended care and support from family members and health care professionals. Yet despite this need, it has been estimated that only 16-30 per cent of Canadians have access to formal palliative care and support appropriate to their needs. Of these, most are cancer patients. This leaves a tremendous gap to fill in providing appropriate services and support for people who need care for advanced chronic illness.
    It is in this context that the partners of this Declaration have come together to set forth a new vision and a new plan for palliative care in Ontario. Through this plan, we can provide better care for Ontarians at end of life while we better manage our health care resources over time.


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    Patient-oriented research, the cornerstone of evidence-informed health care, refers to a continuum of research, from initial studies in humans to comparative effectiveness and outcomes research, and the integration of this research into the health care system and clinical practice.
    The goal of patient-oriented research is to better ensure the translation of innovative diagnostic and therapeutic approaches to the point of care, as well as to help the provinces and territories meet the challenge of delivering high quality, cost-effective health care. It involves ensuring that the right patient receives the right clinical intervention at the right time, ultimately leading to better health outcomes.
    The vision of the Strategy for Patient-Oriented Research is to demonstrably improve health outcomes and enhance patients‟ health care experience through integration of evidence at all levels in the health care system.
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    The long-term care (LTC) sector in Ontario has been providing healthcare and accommodation services to Ontario‘s elderly for generations. These services help individuals who have health and personal care needs to enjoy the highest quality of life possible. However, systemic changes within the health care system, coupled with changing socio-demographic conditions, are fundamentally altering the context of LTC in Ontario. It is increasingly clear that Ontario‘s capacity to provide affordable, accessible, and high quality care in settings preferred by Ontarians, will not meet future needs without significant innovation and transformation. 
    This report examines the impact of demographic and resource trends on the capacity of Ontario‘s LTC sector to fulfill its role; identifies ideas and strategies for harnessing the innovation potential of the sector; and provides a conceptual framework to guide innovation in the sector and the broader health system
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    Nurses working in the long-term care (LTC) sector face unique workplace stresses, demands and circumstances. Designing approaches to leadership training and other supportive human-resource strategies that reflect the demands of the LTC setting fosters a positive work life for nurses by providing them with the skillsand knowledge necessary to lead the care team and to address resident and family issues. 
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    This paper describes core processes, components, and insights gained from a research internship offered through the University of Ottawa.

    The internship was deliberately structured around core processes of providing individual and group mentoring, creating opportunities for experiential education,and strengthening networks with researchers and decision-makers in health services and policy research. Building and sustaining individual research capacity was supported with strategies to address system challenges.