Resource Library

The evolution of community team-based care acknowledges new and modified roles for clinicians and other care givers, their relationships and customized interactions with patients and families. This position, from the Tri-Council for Nursing, will inform consumers, providers, and policy makers about the changing nature of care in the community and the importance of high impact teams, highlighting the roles of registered nurses and community health workers.

?Member Only? This book explores the need for nurse leaders to support the development of a culture of communication from the administrative level to direct-care nurses.

As the U.S. health care environment continues to evolve in response to calls for lower cost, higher quality and an improved patient experience, health care organizations are undergoing fundamental change. This in turn requires the system Chief Nurse Executive (CNE) to adjust and embrace new competencies.

Communicating internally and externally is one of the most difficult, yet critical, responsibilities leaders face. As our nation learned during Hurricane Sandy, the Boston Marathon bombing, the Ebola outbreak in Africa and other major crises, frequent communication and full disclosure is essential to maintaining credibility with the organization’s interprofessional team and the public. What is said (or not said) can be as important one’s actions.

Health care systems increasingly are identifying strategies and interventions to improve the health of their patients and the communities they serve. Acute, ambulatory and post-acute care organizations are realizing the promotion of health and wellness outside their settings creates improved outcomes. This shift in care delivery focuses on partnerships across the health care settings and addressing specific health needs of particular populations.

The Nurse Manager Competencies are based on the Nurse Manager Learning Domain Framework and capture the skills, knowledge and abilities that guide the practice of these nurse leaders. The successful nurse leader must gain expertise in all three domains: the science of managing the business; the art of leading the people; the leader within.

Beyond the hospital and physician’s offices, patients are cared for in specialized settings based on their specific needs. Most modern hospitals and health care systems include a number of services or programs that fall into the category of post-acute care, including institutional-based programs such as inpatient rehabilitation facilities (IRFs), skilled-nursing facilities (SNFs) and long-term care hospitals, as well as home and community-based services, such as home health and hospice care.

?Member Only? The AONL Salary and Compensation Study for Nurse Leaders | 2016 edition featured wide participation from nurse leaders.

The AHA, AONL, and AHA Physician Alliance joined with the American Association for Physician Leadership (AAPL) convened an executive forum of nurse and physician dyad partners from nine health care organizations to identify effective approaches for collaborative executive leadership in complex systems

In an effort to emphasize how critical civil behavior is to excellence in nursing practice and to outstanding congruent care for all patients, the Tri-Council for Nursing (American Association of Colleges of Nursing (AACN); American Nurses Association (ANA); American Organization of Nurse Executives (AONE); and the National League for Nursing (NLN)), today issued a bold call to advance civility in nursing.