Empowering Night Shift Through Building a Stronger Foundation for Shared Governance.

A 341-bed Magnet® designated facility expanded its shared governance structure by incorporating a night shift council. The formation of this council allowed for more robust communication and collaboration between disciplines among night shift staff while increasing engagement scores. The council has established many initiatives to support night shift staff that can be adapted for use by other hospitals and health systems interested in expanding their shared governance structure.

An Initiative to Prevent Surgical Site Infections After Cesarean Birth With a Quality Improvement Care Bundle.

OBJECTIVE: To reduce surgical site infections (SSIs) after cesarean birth through a bundled care approach. DESIGN: Quality improvement project. SETTING/LOCAL PROBLEM: In a community hospital obstetric unit, an increase in SSIs after cesarean birth was observed. PARTICIPANTS: Nursing leaders, obstetricians, certified nurse-midwives, physician assistants, nurses, scrub technicians, a nursing professional development specialist, and an infection prevention practitioner. INTERVENTIONS/MEASURES: An interdisciplinary team was formed in early 2022, and an evidence-based care bundle including practice changes, education for the team, and enhanced education for patients undergoing cesarean birth was developed and implemented after a review of the literature was completed. All cesarean births were tracked pre- and postintervention to determine the rate of SSIs per 1,000 cesarean births. RESULTS: A decrease in the rate of SSIs after cesarean birth was observed from preintervention (18.2 per 1,000 cesarean births) to postintervention (11.8 per 1,000 cesarean births). CONCLUSION: An evidence-based quality improvement care bundle using a multidisciplinary team approach was associated with reduced SSIs in an obstetric unit.

Moral Distress and Intention to Leave During COVID: A Cross-sectional Study on the Current Nursing Workforce to Guide Nurse Leaders for the Future.

OBJECTIVE: The aim of this study was to investigate how the experience of caring for COVID-19 patients, nurses' moral distress, and the current practice environment impact nurses' intention to leave. BACKGROUND: Caring for COVID-19 patients has been associated with an increase in nurses' moral distress and an increase in nurses' turnover. To date, research has focused on nurses' moral distress, the practice environment, and intentions to leave during the pandemic's peak. The current workplace climate, including those who stayed in their positions, has not been adequately assessed. METHODS: This cross-sectional correlational study was conducted in a Magnet® hospital. RESULTS: Moral distress related to team/system (B = 0.64, t = 3.86, P < 0.001), nurses' participation in hospital affairs (B = -2.21, t = -3.52, P < 0.001), and staffing (B = -1.91, t = -5.48, P < 0.001) are strongest predictors for nurses' intention to leave postpandemic. CONCLUSIONS: Nurses in practice still report experiencing COVID-related moral distress; however; issues related to resources and staffing have the most substantial impact on intention to leave among the current nursing workforce.

Satisfaction and Technology Acceptance of Staff Regarding Use of Continuous Video Monitoring in Comparison With Sitters.

OBJECTIVE: The purpose of this study was to determine staff satisfaction and technology acceptance of continuous video monitoring (CVM) in comparison to sitters. BACKGROUND: Traditionally, sitters have been used to prevent falls in hospitals. Continuous video monitoring has emerged to reduce costs associated with sitters while maintaining safety. METHODS: A descriptive online survey using a modified version of the Technology Acceptance Model was used to gain insight on technology acceptance and satisfaction levels of clinical staff related to CVM. RESULTS: Only 12.73% found CVM to be as effective as sitters. Statistical significance was shown comparing sitters with CVM. A positive correlation was found with perceived ease of use and perceived usefulness of CVM. CONCLUSIONS: Understanding staff satisfaction and technology acceptance is imperative for nurse leaders and administration when implementing new technologies.