This issue focuses on how both patient care and nursing satisfaction have been impacted by newly implemented practices. As hospitals and health care systems begin or progress on their Magnet journeys, we asked whether there is evidence that new care models or innovative practices and increased professional satisfaction correlate to improved hospital finances. As nurses move into the spotlight as potential major revenue producers, do they perceive themselves as more valued or respected by their organizations? Which new models of care best balance quality, positive economics, and nursing professional satisfaction?
In our review, we were striving to find articles that would be useful to nurses and executives as they design models, implement new technologies, develop new partnerships, and support practices across the continuum of care. In the pages that follow, you will find not only descriptions of models of care but also new practices including the expanded use of technology and creative techniques for the development of staff and teams.
There is an important correlation between the professional development of nurses who have the appropriate mentoring with the satisfaction and subsequent retention of those nurses. This then translates into not only higher quality as the mentored nurses understand and support the organizational standards and culture but also better economics. Organizations that develop ways to preserve their top talent recognize that they are making an investment in their future.
Then there is the retention of the new staff into our profession-the lifeline to our future. Fortunately we have an innovation in residency programs, including the use of reflective practice in a new graduate RN residency program-that supports retention.
What was so exciting about editing this issue was hearing firsthand the new technologies-and the implications for their use-it will be revealing when you read the importance of evaluating current implementation strategies particularly when there is an answer to the threat of patient safety.
A recognized corollary is evidence-based practice-you will read how CHI began a formal board-driven objective to improve clinical outcomes
by implementing evidence-based design practices. When we speak of evidence-based practice, we often refer to 'quality of care" in an episodic manner. The Veterans Administration authors challenge us to expand our thinking to adopt a much broader view of 'quality of life" in their mission to deliver patient-centered care in a home-like environment. They tell us how the challenge was met and how an ethics committee helps to sustain the changes as they pursue a cultural transformation model of patient-centered care.
In our work, we are often challenged to 'hold our gains"-sustain the improvements we have achieved. Those who are successful recognize that team members must hold each other accountable. The VA also reveals a model in which staff adopt a peer review model measuring competency and practice at the bedside.
Finally you read about 'transforming care at the bedside"-truly understanding the innovation of nursing practices implemented by those who continue to practice at the bedside and their related cost analysis.
Enjoy the journey as we did-we hope that you are able not only to learn from what you read, but also to adopt some of these practices and expand upon them. Because, as we continue our journey, we will need to further our study and adoption of new practice to ensure quality, positive economics, and nursing professional satisfaction.
Elaine L. Cohen, RN, EdD, FAAN, and
Patti Crome, RN, MN, NE-BC, FACMPE
Issue Editors