![]() ![]() Past economic solutions such as sign-on bonuses, relocation coverage, or new premium packages will have limited and temporary effect because they simply redistribute the supply of nurses, not increase it. Thus, this is a more complex shortage, which promises to worsen during the next decade as more nurses retire. ![]() A numerical analysis may indicate enough current numbers, but the level of expertise may be the cause of the problem.įrom an economic perspective, this shortage is being driven more by the supply side of the supply/demand equation than the demand side. With decreased length of hospital stays and more acute care in the ambulatory and home settings, the need for experienced, highly skilled nurses is unmet. In addition, the fundamental changes in how patients are cared for in a managed care environment is compounding the shortage. Key differentiators from the previous two shortages are the aging of nurses, the general workforce shortages in ancillary professions and support labor, and the global nature of this shortage. Some contributing factors remain the same, such as women having more choices for a career. The Nursing Shortage: Solutions for the Short and Long TermĮvery article, speech and interview about the nursing shortage notes that it is a different type of shortage than in the past. In 1998, she was awarded an inaugural fellowship in the Robert Wood Johnson Executive Nurse Fellows Program. She attended the Center for Nursing Leadership and the Leonard Davis Institute for Health Economics at the Wharton School. She is a member of the Massachusetts Organization of Nurse Executives, the American Organization of Nurse Executives, the American Nurses Association, and Sigma Theta Tau. She has authored several articles and book chapters and serves on several community boards. She is recognized for her patient advocacy, expertise in patient-care delivery model design, and multi-disciplinary professional practice models. Appointed to the executive team of the MGH in 1996, she leads the institution's largest clinical division including nursing and other health professions. A graduate of Boston University Graduate School of Nursing, she has made significant contributions to patient care through her lectures, leadership, and professional activities. Vice President for Patient Care and Chief Nurse at Massachusetts General Hospital, Assistant Professor at the Massachusetts General Hospital Institute of Health Professions, Visiting Scholar at Boston College, and a faculty member of the Institute for Nursing Healthcare Leadership. She is a Johnson & Johnson/Wharton Fellow and a member of the inaugural class of the Robert Wood Johnson Executive Nurse Fellows Program.Įmail: Ives Erickson is Sr. ![]() She serves on several local and national boards and is a member of the American Nurses Association, the North Carolina Nurses Association, Oncology Nursing Society, and Sigma Theta Tau. She has published two books, numerous book chapters and articles, and editorials on health care, cancer care, and leadership topics. ![]() She is known for her advocacy for care delivery environments that place patients and families first and that promote teamwork and recognition for staff. A graduate of Duke University School of Nursing (BSN) and the University of North Carolina School of Nursing (MSN), Nevidjon's career has included work in Switzerland, Canada and Seattle in addition to Duke. Previously she was Chief Operating Officer at Duke University Hospital for four years. Email: Nevidjon is Associate Clinical Professor in the Health Systems Leadership and Outcomes Division of Duke University School of Nursing. ![]()
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