Development of a COVID-19 alternate care site from ground zero: A nursing perspective

The novel coronavirus disease SARS-CoV-2 (COVID-19) outbreak rapidly generated an unprecedented global, national, and state public health crisis with the need to rapidly develop alternate care sites (ACS) to care for COVID-19 patients within an overburdened health care system. A hospital care model ACS to increase the health care capacity, provide care for mild to moderately symptomatic patients, and offer local self-sustainment for a surge of patients was developed in Memphis, Tennessee located in Shelby County. We completed a temporary conversion of a large unused newspaper publication building to a health care facility for COVID-19 patients. Developing an ACS from ground zero was met with many challenges, and throughout the process important lessons were learned. With the goal to complete the building conversion within a 28-day timeframe, collaboration among the numerous governmental, health care, and private agencies was critical and nursing leadership was key to this process. The purpose of this paper is to describe the development of a COVID-19 ACS in Memphis, TN, which has a large at-risk population with limited access to health care. Specifically, we will discuss the strong leadership role of nursing faculty, key challenges, and lessons learned, as well as provide checklists and models for others in similar circumstances.     

Negative workplace behaviours: an ethical dilemma for nurse managers

Lindy c. & schaefer F . (2010) Journal of Nursing Management 18 , 285–292
Negative workplace behaviours: an ethical dilemma for nurse managers Aims To discover nurse managers’ perception of negative workplace behaviours (bullying) encountered by staff on their unit. Background Negative workplace behaviour is a worldwide phenomenon happening in all types of work settings. Absent from the literature were studies specific to the nurse managers’ perception on this topic. Methods A phenomenological qualitative research methodology was used to gain insight into the perceptions of nurse managers about negative workplace behaviours that they have observed or addressed. Results Nurse Managers described their perceptions of, and experiences pertaining to, instances of negative workplace behaviour. Six themes emerged from the data analysis: ‘that’s just how she is’, ‘they just take it’, ‘a lot of things going on’, ‘old baggage’, ‘three sides to a story’ and ‘a management perspective’. Conclusion Nurse Managers had observed, experienced and/or had received reports of negative workplace behaviours. While some felt comfortable addressing the behaviour, others experienced ethical dilemmas when trying to treat all fairly. Implications The results of the present study provide guidance for nurse managers to address negative workplace behaviours occurring on their units.     

Retention Priorities for the Intergenerational Nurse Workforce

TOPIC.  Retention of senior, Gen-X, and Millennial nurses is influenced by manager interactions and efforts to create a satisfying work experience.
PURPOSE.  The purpose of this project was a generational assessment of job satisfaction, work environment, and desired characteristics of managers in an effort to improve nurse retention.
SAMPLE AND METHODS.  Data from staff nurses at 22 southern hospitals collected by online survey included measures of job satisfaction and perceptions of safety, the Nurse Manager Desired Traits survey, and the Nursing Work Index-Revised.
FINDINGS.  The satisfaction with work environment scores for the whole group ( n =  1,773) were high. Subscale scores showed highest satisfaction with nurse/physician relationships; lowest was nurse control of practice. A specific satisfaction question showed the younger nurses were less satisfied than those over age 40. Nurse safety concerns were expressed by 40% of the sample. One third of Millennial nurses plan to leave their job within the next 2 years. Over two thirds plan to be gone within the next 5 years. Especially alarming is the fact that 61% of the nurse group stated they plan to leave their current jobs within 10 years.
RECOMMENDATIONS.  (a) Create model managers; (b) empower staff nurse councils; (c) stabilize staffing; (d) revamp incentives; and (e) focus on safety.     

The US COVID-19 crises: facts,science and solidarity

The United States leads the world in COVID-19 cases and deaths. The government’s poorly coordinated response has lacked national mandates, failed to deploy adequate personal protective equipment, supplies and testing and devalued advice of science experts. COVID-19 exposed racial disparities in health care and as protests against racial injustice erupted, nurses have responded to the call to confront racism as a public health crisis. Nurses also suffer from lack of personal protective equipment, burnout, extreme workloads, overwhelming deaths and fear of contracting COVID-19. While facing danger, nurses have implemented practice changes and fostered new roles and teamwork to provide safer care. Advancing policy to provide personal protective equipment as well as financial and mental health support for nurses is a priority nationally and globally.