Competence of clinical nurse educators in university hospitals: A cross-sectional study

The role of clinical nurse educators is essential in improving the quality of mentoring, supporting students’ learning and professional development during clinical training. The purpose was to explore the competence profiles of clinical nurse educators and background factors associated with these profiles. Data of this cross-sectional study were collected from clinical nurse educators ( n = 19) at Finnish university hospitals, using two instruments measuring the competence of healthcare educators. Data were analysed with K-means clustering and two profiles were identified based on sum variables. Significance between the differences of Profile 1 and Profile 2 was evaluated by comparing independent groups. The STROBE checklist was used as the reporting guideline for the manuscript. Educators’ competence varied between intermediate (2.50–3.49) and high (≥ 3.50) levels, and self-assessment of the Profile 1 was average higher than those in Profile 2. The results can be used to identify and develop the competence of clinical nurse educators and to consolidate the role and position of clinical nurse educators within healthcare education.

Clinical Nurse Specialist: A Critical Member of the ICU Team

Objectives To describe the role of the clinical nurse specialist, an advanced practice registered nurse in the intensive care setting. The value and impact of the clinical nurse specialist role as a member of the ICU is presented along with a review of clinical nurse specialist education, licensure, and certification requirements as well as a description of the clinical nurse specialist role, scope of practice, and competencies. In addition, a selected review of clinical nurse specialist–led quality improvement and research that resulted in improved patient outcomes is provided. Data sources Review of published medical and nursing literature and expert opinion guidance from a collaborative effort between the Society of Critical Care Medicine, American Association of Critical-Care Nurses, and National Association of Clinical Nurse Specialists. Study selection Not applicable. Data extraction Not applicable. Data synthesis Not applicable. Conclusions The utilization of a clinical nurse specialist, an advanced practice role, in the ICU is a unique and valuable approach for organizations who strive to move evidence into sustainable practice and drive quality through an interprofessional approach. The valuable contributions made by the clinical nurse specialist efficiently and effectively meet the needs of patients, clinicians, and organizations while improving patient outcomes and optimizing cost avoidance strategies, which further lower economic demands on the healthcare system.

Informing and Supporting the New Clinical Nurse Specialist Prescriber

Advanced practice registered nurses (APRNs) in the United States are trained to diagnose and treat disease and illness, hence, to prescribe. Of the APRN roles, the clinical nurse specialist (CNS) is the least likely to prescribe. Prescribing is one of many advanced care interventions performed by CNSs, but the statutes regarding prescriptive authority are constantly changing. The purpose of this article is to inform and support the new CNS prescriber. The article reviews CNS prescribing, credentialing and privileging, safety strategies, and educational considerations that influence CNS prescribing and offers current recommendations for new CNS prescribers. Clinical nurse specialist prescribing can enhance the patient care experience and fill unmet prescriptive needs for patients. Overall, more reports on the outcomes of CNS prescribing are urgently needed, specifically, publications on CNS prescribing in acute care, where most CNSs practice.

Implementing a surgical first assistant role into that of a clinical nurse specialist at an orthopaedic specialist hospital

Background: Clinical nurse specialists (CNSs) are experienced senior nurses with advanced clinical knowledge, communication and leadership skills and commonly take on extended roles to optimise care delivery within health and social care. Aim: To critically explore the experience of one clinical nurse specialist who undertook an enhanced qualification to become a surgical first assistant. Methods: A case-study approach based on Gibbs' reflective model is used to reflect on the experience, its benefits to patient care and the challenges and facilitators related to taking on advanced surgical roles. Findings: Long-term benefits can be achieved by investing in CNSs educated to hold the enhanced surgical first assistant qualification. Advanced roles enhance evidence-based service delivery, while also benefitting the clinical nurse specialist, the patient and the trust.

Clinical Nurse Leaders Within a New Zealand Setting: the Culture of Business and the Profession of Nursing

<p>This thesis reports on an action research project undertaken to explore the role of the Clinical Nurse leader (CNL) in a District Health Board (DHB) in New Zealand. The CNL role has evolved against a backdrop of significant reforms that took place in the country in the 1990s. These reforms altered how public health services were funded, organised and delivered. Nursing leadership positions at both executive and clinical level were challenged in the reforms, as health services were expected to function using a market model. Not surprisingly, this clashed with the humanism of nursing. The action research project involved seven CNLs researching with the principal investigator to explore the role and establish how support afforded the role could be further improved. The research had two phases: Phase One involved each CNL being interviewed one-on-one and Phase Two involved a series of 10 action research meetings and related activities. The findings of the interviews consisted of 24 themes that related to the role of the CNL, the attributes of the CNL, the skills and knowledge requirements of the CNL, and the experience of being a CNL. These themes were presented by the principal researcher at the second action research meeting as the starting point for the group to decide its agenda. After three meetings, the group chose to focus on two themes: the conflict experienced between the leadership and management aspects of the role; and professional development afforded the role. The group identified what was important, agreeing the role was one of leadership and management as well as patient care. Plans for role development for themselves and for the advancement of new CNLs were also created. The project provides an important contribution to our understanding of the work of the CNL. Not only did it produce outcomes related to role, support and scope but it also shed light on the importance of the relationship between the role and its context of the DHB. The culture of business and the profession of nursing and a shared understanding of responsibilities as a way forward were recommended.</p>