Education for Developing and Sustaining a Health Care Workforce for Disaster Readiness.

The United States needs a national health care and public health workforce with the knowledge, skills, and abilities to respond to any disaster or public health emergency in a timely and appropriate manner. This requires that all of our nation's nurses and health care providers have unrestrained access to high-quality, evidence-based, competency-driven education and training programs. Programs of study for disaster readiness in both the academic and service sectors are limited in number. Those that do exist may be based upon consensus rather than competency and be price prohibitive. They may fail to fully capitalize on existing educational technologies and may not be accessible to all providers. Nurse leaders are ideally positioned to recognize, advocate, and support the need for a broad array of learning options to strengthen the readiness of the health care workforce for disaster response. This article reviews current challenges and opportunities for the expansion of evidence-based education and training opportunities for health care workforce disaster readiness.

Progress on a Call to Action: Nurses as Leaders in Disaster Preparedness and Response.

This article provides an update on the progress of the "Call to Action: Nurses as Leaders in Disaster Preparedness and Response." A steering committee, initiated, directed, and supported by the Veterans Emergency Management Evaluation Center of the US Department of Veterans Affairs, has undertaken the work of bringing together subject matter experts to develop a vision for the future of disaster nursing. The ultimate goal is to ensure that every nurse is a prepared nurse. As one result of this work, the Society for the Advancement of Disaster Nursing has held its inaugural meeting in December 2016.

Making Good Use of Your Limited Time: Supporting Novice Nurses.

As novice nurses enter the workforce, they are supported by their organizations in multiple ways. During the transition period, they are developing efficiencies that are important as they become advanced beginner nurses and then competent nurses. It is important for nurses to receive support in their journey to competency to gain efficiency while providing quality patient outcomes. This article explores opportunities to develop efficiencies as nurses enter practice. There are opportunities in personal support and with system support. Nurse leaders support novice nurses by facilitating proper professional experiences and proper system support.

Leading Change in Nurse Bedside Shift Report.

Nurse bedside shift report (NBSR) focuses on patient-centered care, and implementing the change starts with buy-in from management and a strong educational platform. Based on that platform, nurse champions grow to help foster education to their peers. Education and tools were provided to Registered Nurses and Certified Nursing Assistants. The pilot was implemented in 2 phases onto the Medical Oncology unit, and an incentive program ran concurrently. A prepilot revealed the following projected barriers: time to complete NBSR, concerns with the Health Insurance Portability and Accountability Act, attending to patient needs, and being able to perform NBSR.

Optimizing nursing care delivery systems in the Army: back to basics with care teams and peer feedback.

The Patient CaringTouch System emerged from a comprehensive assessment and gap analysis of clinical nursing capabilities in the Army. The Patient CaringTouch System now provides the framework and set of standards by which we drive excellence in quality nursing care for our patients and excellence in quality of life for our nurses in Army Medicine. As part of this enterprise transformation, we placed particular emphasis on the delivery of nursing care at the bedside as well as the integration of a formal professional peer feedback process in support of individual nurse practice enhancement. The Warrior Care Imperative Action Team was chartered to define and establish the standards for care teams in the clinical settings and the process by which we established formal peer feedback for our professional nurses. This back-to-basics approach is a cornerstone of the Patient CaringTouch System implementation and sustainment.

Measuring nursing essential contributions to quality patient care outcomes.

Workload Management System for Nursing (WMSN) is a core Army Medical Department business system that has provided near real-time, comprehensive nursing workload and manpower data for decision making at all levels for over 25 years. The Army Manpower Requirements and Documentation Agency populates data from WMSN into the Manpower Staffing Standards System (Inpatient module within Automated Staffing Assessment Model). The current system, Workload Management System for Nursing Internet (WMSNi), is an interim solution that requires additional functionalities for modernization and integration at the enterprise level. The expanding missions and approved requirements for WMSNi support strategic initiatives on the Army Medical Command balanced scorecard and require continued sustainment for multiple personnel and manpower business processes for both inpatient and outpatient nursing care. This system is currently being leveraged by the TRICARE Management Activity as an interim multiservice solution, and is being used at 24 Army medical treatment facilities. The evidenced-based information provided to Army decision makers through the methods used in the WMSNi will be essential across the Army Medical Command throughout the system's life cycle.

Outpatient anterior urethroplasty: outcome analysis and patient selection criteria.

PURPOSE: We compared the outcomes of anterior urethroplasty for stricture disease performed on an outpatient and an inpatient basis. MATERIALS AND METHODS: We reviewed the records of 78, 1-stage anterior urethroplasties performed via excision with primary anastomosis, buccal mucosal graft or penile fasciocutaneous skin flap techniques from September 1997 to December 2000 by a single surgeon (A. F. M.). All patients had more than 1 year of followup (range 1 to 4.5). Of the graft procedures only those in the bulbar urethra were included in analysis. Outpatient procedures were defined as those in which the patient was discharged home within 24 hours. Clinical outcome was considered a failure when instrumentation was required postoperatively. RESULTS: Of the 78 anterior urethral repairs 54 (69%) were performed on an outpatient basis, including 50 (93%) in which the outcome was successful compared with 88% (21) of the 24 inpatient procedures. Excision with primary anastomosis had the highest outpatient rate (28 of 31 patients or 90%), followed by penile skin flaps (16 of 25 or 64%) and buccal mucosal grafts (10 of 22 or 45%). Patient characteristics were significantly associated with outpatient procedures, including younger mean age (36 versus 46 years), shorter mean stricture length (3.1 versus 6.6 cm.) and shorter mean operative time (3.2 versus 4.66 hours) (p <0.05). CONCLUSIONS: Anterior urethral reconstruction can often be completed safely and effectively on an outpatient basis.