Drivers and barriers of international migration of doctors to and from the United Kingdom: a scoping review.

BACKGROUND: Many high-income countries are heavily dependent on internationally trained doctors to staff their healthcare workforce. Over one-third of doctors practising in the UK received their primary medical qualification abroad. Simultaneously, an average of around 2.1% of doctors leave the UK medical workforce annually to go overseas. The aim of this study was to identify the drivers and barriers of international migration of doctors to and from the UK. METHODS: A scoping review was conducted. We searched EMBASE, MEDLINE, CINAHL, ERIC and BEI in January 2020 (updated October 2021). Grey literature and citation searching were also carried out. Empirical studies reporting on the drivers and barriers to the international migration of doctors to and from the UK published in the English language from 2009 to present were included. The drivers and barriers were coded in NVivo 12 building on an existing framework. RESULTS: 40 studies were included. 62% were quantitative, 18% were qualitative, 15% were mixed-methods and 5% were literature reviews. Migration into and out of the UK is determined by a variety of macro- (global and national factors), meso- (profession led factors) and micro-level (personal factors). Interestingly, many of the key drivers of migration to the UK were also factors driving migration from the UK, including: poor working conditions, employment opportunities, better training and development opportunities, better quality of life, desire for a life change and financial reasons. The barriers included stricter immigration policies, the registration process and short-term job contracts. CONCLUSIONS: Our research contributes to the literature by providing a comprehensive up-to-date review of the drivers and barriers of migration to and from the UK. The decision for a doctor to migrate is multi-layered and is a complex balance between push/pull at macro-/meso-/micro-levels. To sustain the UK's supply of overseas doctors, it is vital that migration policies take account of the drivers of migration particularly working conditions and active recruitment while addressing any potential barriers. Immigration policies to address the impact of Brexit and the COVID-19 pandemic on the migration of doctors to and from the UK will be particularly important in the immediate future. Trial registration PROSPERO CRD42020165748.

Appropriate Medical Staffing Improves Patient Safety, Training and Doctor Wellbeing.

Background Cross-covering of medical and surgical specialities out-of-hours is a problem in many hospitals, leaving trainee doctors responsible out-of-hours for patients they have never met, in specialities where they do not normally work. This has implications for patient safety and doctor wellbeing. In our Trust, a historical decision resulted in trainee doctors in Trauma & Orthopaedics and Ear Nose and Throat Surgery being reallocated out-of-hours to cross-cover medical inpatients. This left one doctor cross-covering all surgical specialities, including General Surgery, Urology, Vascular, Ear, Nose and Throat surgery (ENT), Trauma & Orthopaedics (T&O) and Spinal Surgery. As the out-of-hours workload increased over time, this impacted negatively on patient safety and doctor wellbeing to a point where it became unsustainable. Methods Evidence of safety concerns relating to surgical night shifts was gathered from Exception Reporting data and anecdotally from the Postgraduate Doctor Forum. Once the scale of this problem was accepted by the hospital board, following the successful presentation of two Business Cases, 17 additional doctors were recruited. This recruitment reduced the cross-covering of specialities out-of-hours and enable adequate staffing throughout all departments. Qualitative evidence was gathered by surveying affected doctors before and after the change in order to assess its impact on doctor wellbeing, training and perceived patient safety. Quantitative analysis of Exception Reports and Immediate Safety Concerns was also performed. Results The survey results following the change were overwhelmingly positive, demonstrating a significant improvement in workload, rest breaks and quality of care for patients. Foundation doctors reported higher levels of confidence and enhanced training due to more consistent supervision. Job satisfaction improved, with 81% of surgical senior house officers reporting they would recommend their job, compared with 42% previously. Trends in out-of-hours Exception Reporting and patient safety concerns were analysed to show a moderate improvement following the intervention. Conclusion With the ever-increasing volume and complexity of patients presenting to global healthcare systems, it is key that staffing levels are safe and adequate in order to maintain patient safety and doctor wellbeing. This project has demonstrated how historic short-term fixes such as redeploying trainee doctors out of their home speciality and implementing cross-cover of multiple specialities can have detrimental long-term effects. Our preliminary data revealed multiple issues related to patient safety, junior doctor workload and lack of training opportunities. By using this data, and enlisting the help of multiple valued senior stakeholders, an acceptable Business Plan was approved by the Trust with a view to reversing these issues. The recruitment of additional Trust Grade doctors to create a third tier of the surgical out-of-hours cover has been instrumental in improving conditions within our Trust and has shown that adequate workforce planning is achievable when supported by robust evidence. This project could be used as a guide for other units seeking to make similar improvements.

Why are we not optimising healthcare?

Correspondence to Dr Thomas Handley, Department of Health Policy, Stanford University School of Medicine, Stanford, USA;thandley@stanford.edu The COVID-19 pandemic tested how healthcare organisations allocate economic, staffing and infrastructural resources, demonstrating that we operate in a resource-constrained environment. Quality improvement, on the other hand, refers to the process of making something better, often within a rigid structure, for example, ‘Plan, Do, Study, Act': generating a stepwise process to identify an issue, test an intervention, collect data and adjust the process as needed.7 There are specific subtypes of quality improvement, such as ‘LEAN', developed in the manufacturing industry to improve process efficiency by removing extraneous steps.8 Still, each differs from the mathematical ‘maximise or minimise' approach that defines optimisation techniques. Applying these techniques can lead to better staff satisfaction, more efficient service delivery, and ultimately, better patient outcomes.Table 1 Worked example giving components required to optimise the number of patients seen in an emergency department Elements Plain language description Mathematical description Decision Variables How many staff to hire? How many nurses to staff? N (nurses) How many doctors to staff? D (doctors) Parameters Cost of shift A nurse shift costs £400 Cost=400N A doctor Shift costs £500 Cost=500D Expected patients 200 patients are expected P (patients) = 200 Speed A nurse sees 4 patients per hour Speed=4N A doctor sees 2 patients per hour Speed=2D Constraints Budget The total cost of doctors plus nurses must be less than 20 000 (400N+500D) <20 000 Staff ratio Patient to nurse ratio must be less than 4 P/N<4 Patient to doctor ratio must be less than 8 P/D<8 Objective Speed Maximise the rate of seeing patients Max (speed)=max (4N+2D) Express Checkout Optimisation is a mathematical technique to aid healthcare leaders in making decisions about resource allocation.

The next phase of the APIC/SHEA partnership

Together, we create educational materials, develop practice and policy recommendations, and honor the careers of our members with the APIC-SHEA Award for Lifetime Contribution to the Field of Infection Prevention and Epidemiology, which is jointly selected and presented at both societies' national meetings. Together, we have efforts planned for the coming year to develop expert guidance related to staffing and resources necessary for infection prevention and antimicrobial stewardship programs to assist you in advocating for support from institutional leadership. For now, you can help to recruit the next generation of professionals who will enter this field as physicians, nurses, pharmacists, and public health professionals by introducing students to infection prevention and epidemiology roles, by inspiring them with stories of your own career path, and by involving them in this work.

Disruptions to essential health services in Kenya during the COVID-19 pandemic – February 2020–May 2021

Background: The COVID-19 pandemic disrupted essential health services (EHS) delivery worldwide;however, there are limited data for healthcare facility (HCF)–level EHS disruptions in low- and middle-income countries. We surveyed HCFs in 3 counties in Kenya to understand the extent of and reasons for EHS disruptions occurring during February 2020–May 2021. Methods: We included 3 counties in Kenya with high burden of COVID-19 at the time of study initiation. Stratified sampling of HCFs occurred by HCF level. HCF administrators were interviewed to collect information on types of EHS disruptions that occurred and reasons for disruptions, including those related to infection prevention and control (IPC). Analyses included descriptive statistics with proportions for categorical variables and median with interquartile range (IQR) for continuous variables. Results: In total, 59 HCFs in Kenya provided complete data. All 59 HCFs (100%) reported EHS disruptions due to COVID-19. Among all HCFs, limiting patient volumes was the most common disruption reported (97%), while 56% of HCFs reduced staffing of EHS and 52% suspended EHS. Median duration of disruptions ranged from 7 weeks (IQR, 0–15) for inpatient ward closures to 25 weeks (IQR, 14–37) for limiting patient volumes accessing EHS. Among HCFs that reported disruptions, the most cited reason (ie, 95% of HCFs) was fewer patients receiving services. The most common IPC-related reason for disruption was diversion of resources to accommodate physical distancing measures (76%) followed by COVID-19 outbreaks among patients or staff (34%);staff shortages due to COVID-19 illness (25%) or perceived infection risk (19%);and lack of adequate personal protective equipment (20%). Conclusions: Most HCFs reported disruptions to EHS during the pandemic, including many that were related to IPC. Some disruptions may be mitigated by strengthening IPC infrastructure and practices, including protecting healthcare personnel to prevent staffing shortages.Funding: NoneDisclosures: None

Operational Effect of COVID-19 on Surgical Care at a Tertiary Pediatric Hospital: The Official Voice of Perioperative Nursing

The detrimental effects of the coronavirus disease 2019 (COVID-19) pandemic have profoundly disrupted surgical care at health care facilities worldwide. At our tertiary pediatric hospital, we made substantial adjustments to surgical suite utilization and staff member scheduling to account for reductions in surgical volume, increased demand for staff members in other sectors of the hospital, and the highly infectious properties of the virus. Perioperative leaders took advantage of the pandemic's disruption to clinical activities to design and implement a new procedure-scheduling process to rectify the inefficiencies that had accumulated as the previous system evolved. The implementation of said directives was largely facilitated by establishing communication with all involved parties for their input and feedback throughout the process. Although COVID-19 has had varying effects on procedural operations across pediatric health care facilities, we believe our institutional response to the disruptive forces of COVID-19 is of benefit to pediatric hospitals worldwide.

ABA SGLAID Public Defense Workload Studies Reveal Systems in Crisis

In early 2022, the American Bar Association Standing Committee on Legal Aid and Indigent Defense (ABA SCLAID), together with consulting firm Moss Adams LLP, released two reports on public defender workloads-one on Oregon, the other on New Mexico. To do this, OPDS contracts with providers of different types-public defender offices, law firms, consortia, nonprofit organizations, and individual attorneys. Or, a Chief Public Defender Bennet Baur stated in a blog post for the National Association for Public Defense, "each legal team member is straining under logistic and emotional weight three times what they can sustainably and ethically hold." For each of these open cases, a public defender must, at a minimum, regularly communicate with each client, continually seek to review and address ongoing detention and/or release conditions, prepare for and attend status hearings, and seek to keep track of witnesses and other critical evidence. The public defender in Gainesville, Florida, put it bluntly during a recent legislative session during which both public defenders and state attorneys were seeking salary increases: "We are in crisis.

Restarting our day services post COVID – The Living Well Programme

During COVID we were able to keep our day service running outside of the hospice via volunteer telephone support and remote activity packs which were well received. We were given permission to re-open our service for face-to-face support in March 2022, two years after we had closed. Having taken the time to review how we wanted to take our service forward we decided to start with our new Living Well Programme. This was to be a 12 week programme of education for patients to empower and enable them to take control of their illness and live the best quality of life possible. Sessions include symptom management (pain, constipation, breathlessness, fatigue);well-being (complementary therapy, anxiety, exercise);practical advice (falls prevention, medication management);as well as advance care planning and an overview of hospice services.We were able to take five patients into the first programme. There were several challenges to commencing the service;having been closed to referrals for 2 years this process was slow to start and a lot of promotion of the new programme was needed for the CNS team. The challenge in receiving referrals was also impacted by the continued high pressure of workload and staffing pressures. The start date was then further impacted by continued pressures on our service, staffing, recruitment and patient unavailability. The first sessions started in April 2022, three out of five booked attended. It was a very successful day with people learning about the support the hospice can give and enjoying each other’s company. Feedback was ‘enjoying meeting others’ and ‘meeting others with cancer for the first time since diagnosis’.The first Living Well Programme was a success with feedback around the companionship and support from people in similar situations, and the helpfulness of the topics both for now and the future. Overall the first programme benefitted 7 patients. The programme has now started its second run and will be a rolling programme moving forward.

Editorial

The sense of risk associated with managing a workload which feels unsafe, of offering only the essential cares, and of working with a reduced workload as a result of sickness and low base numbers creates a tense and reactive workforce. If the resource is in terms of security systems or services, the input in terms of cost, staff numbers, and training to achieve meaningful improvement is again a significant consideration, and one that under our new health system should be addressed at a national level, to ensure equity across services. The role of security services and their interaction with the ED alongside the use of code responses are outlined in the cases for Middlemore and Taranaki Base hospital EDs - all providing additional ideas and opportunities to consider.

Working from Home, Telework, and Psychological Wellbeing? A Systematic Review

The practice of telework, remote work, and working from home has grown significantly across the pandemic era (2020+). These practices offer new ways of working but come with a lack of clarity as to the role it plays in supporting the wellbeing of staff. (1) Background: The purpose of this study is to examine the current literature on wellbeing outcomes and effects of telework;(2) Methods: This study adopts a systematic literature review from 2000–2022 using the PRISMA approach and thematic analysis guided by the United Nations Sustainable Development Goals (Wellbeing, Decent Work, Gender Equality, and Inclusive Production);(3) Results: It was evident that there is a lack of clarity on the actual effects of telework on employee wellbeing, but it appeared that it had a generally positive effect on the short-term wellbeing of staff, and created more flexible and proactive work design opportunities;(4) Conclusions: There is a need for more targeted research into work designs that support wellbeing and productivity of staff, and consider the environmental sustainability changes from reduced office and onsite work and increased working from home.

NEGLECTED NO MORE: THE URGENT NEED TO IMPROVE THE LIVES OF CANADA'S ELDERS IN THE WAKE OF A PANDEMIC

In Part One, he describes: the pandemic disasters that occurred in early 2020;the history of the development of long-term care (LTC) homes in Canada;the funding, staffing and oversight (or lack thereof) in these settings;the linkage between LTC homes and Home Care;and the fractured nature of the health care system as it relates to Canadian older adults. Picard gets some things right, when he identifies that: older adult care is complex care across settings (community, acute and LTC homes);more nurses are needed in LTC homes;older adults and families need more support and more choices in Home Care services;different models of LTC homes are needed, not more custodial care;and finally, as a society, an all-out effort is needed to improve the care of older adults, in line with the all-out search for COVID-19 vaccines. On the last page of the book, Picard says that fixing eldercare is... about giving life to our values and he cites that [our love and value for] our parents, grandparent and great-grandparents.must be reflected in public policy.

An Overlooked Strategic Powerhouse: How Nurses Can Rise to the Challenge of Integrating Public Health and Primary Care

Although the United States is one of the wealthiest countries in the world and a leader in biomedical innovation, its health care system is consistently ranked among the worst in terms of cost and health outcomes. Americans have short life expectancies, high infant mortality and obesity rates, and soaring chronic disease rates compared with other wealthy nations. In 2021, the National Academy of Medicine (NAM) was charged with examining what it would take to improve US primary care. The NAM report described the practice of siloing public health from primary care or treating these areas as separate fields of scientific inquiry, practice, and billable service.1 NAM identified this separation as a key driver of poor health outcomes and health inequities in the United States. The Institute of Medicine (IOM) examined similar phenomena in a 2012 report, noting how the two fields tend to operate independently, despite complementary functions and common goals.2Where these silos persist, we see communication and process breakdowns at the point of care. For instance, when large swaths of Americans turned to trusted primary care providers for COVID-19 vaccine insights, their primary care providers did not always have the most up-todate information, in part because of a lack of interprofessional cohesion (including fragmented public health messaging and data systems). If we are to remedy such issues, a substantive paradigm shift must take place: We must move toward what DeSalvo et al.3 termed "Public Health 3.0." In this model, multiple sectors, specialties, and stakeholders form coalitions to mobilize data, people power, and resources in a strategic manner to advance health for all. To be truly strategic, we must think carefully about how to leverage nurses-who care for patients across the lifespan and in nearly all public health nursing (PHN) and primary care settings-within these coalitions.The 2021 NAM report urges health care teams to undertake the mission of integrating systems. However, NAM stops short of describing exactly how teams ought to accomplish this aim and the proposed makeup ofsaid teams. Like any group project, success will depend on the ability of teams to identify leaders and clearly delineate responsibilities. The purpose of this editorial is to explore the potential of PHN and primary care nurses and to describe the roles they might assume in the collaborative integration of their respective silos.

The Impact of Digital Transformation on Staffing Strategy in Banking Sector: A Case Study of Egypt

Purpose: The Egyptian banking sector adopts an expansion strategy in the field of digital transformation to face the competition resulting from the entry of ICT companies, the repercussions of the Corona virus and the spread of financial technology companies in the banking services market. This trend offers multiple benefits to banks and customers, including ease of conducting transactions, reducing operating expenses, and meeting the needs of customers who prefer banking transactions via the Internet and smart phones, On the other hand, it introduces wide changes to the size and quality of banking jobs in the future, and threatens the disappearance of some of them ,therefore this study analyses empirical evidence of the impact of the digital transformation on staffing strategy in the Egyptian banking sector. Design/Methodology/Approach: This study depends on the analysis of secondary data obtained from the reports of the Central Bank of Egypt on the indicators of digital transformation and the number and quality of banking staffs during the period from 20162021, using the analysis of correlation and regression coefficients. Findings: The results of the study indicate that there is no negative impact of digital transformation on new staffing operations in the short term, because the rate of bank penetration into the banking services market is still low and therefore Egyptian banks are expanding their traditional branch network alongside digital banking services channels. This transformation has also created a new type of job that keeps pace with banking digitalization, while in the long term digital transformation threatens the disappearance of some jobs to be replaced by artificial intelligence, internet banking, mobile banking and electronic wallets. Originality/Value: The novelty of this study is to examine the relationship between digital transformation indictors and the size and quality of staffing in the Egyptian banking sector. Practical Implications: The importance of this study is to provide recommendations to the HR management in Egyptian banks to deal proactively to deal with the potential impacts of digital transformation in the banking sector. Limitations/implications: There are limitations to the results of this study represented in the insufficiency of the study period, and there are many factors affecting the size and quality of employees in the banking sector other than digital transformation. In addition, the study relied on the method of quantitative analysis of the study variables. Hence further studies can be carried out with different methodologies such as surveys, case studies and qualitative analysis methods

The Overlooked Partners That Can Build Your Talent Pipeline

America has a skill problem. It's not the result of inadequate educational systems letting down younger workers or a lack of aptitude among older workers, as some claim. The problem is the widespread failure of American companies to share responsibility for skill development. Many employers are simply unwilling--or unable--to invest sufficient resources, time, and energy into work-based learning and the creation of skill-rewarding career pathways that extend economic opportunity to workers on the lowest rungs of the labor market ladder. Here, Lowe discusses how workforce intermediaries can help develop skilled workforces.

Impact of working through COVID-19 on ambulance staff resilience and intention to leave the NHS: a mixed methods study

BackgroundThe Covid-19 pandemic has imposed unprecedented demands on NHS staff and resources, during which time ambulance staff have been working at consistently high levels of operational pressure. This study explores the impact of prevailing conditions on NHS staff experiences, future employment intentions and key factors in decisions to remain in the NHS or leave.MethodsThe study was undertaken in two ambulance trusts using an online survey (n=500) and qualitative interviews (n=20) between April 2021 – December 2021. Two rounds of survey data collection captured information at different time points in the pandemic. Interview participants were sampled purposively to include frontline staff, line managers and senior managers. Survey analysis was undertaken in SPSS and interviews were analysed thematically.ResultsThe majority of survey respondents were frontline staff: Paramedics (44%);Emergency Medical Technicians (25%) and call-handlers (10%). Mean length of service was 13 years. Compared with prior to the pandemic, staff perceived things were worse in terms of staffing levels (80%), stress (77%), workloads (76%), morale (73%) and their mental health (66%). Key concerns related to abnormally high levels of staff absence, the impact of work on mental and physical health, inadequate time to do the job and making mistakes because of workloads. Almost one-in-five respondents had applied for a non-NHS job in the last six months, including 25% paramedics, and 27% wished to be working elsewhere in 5 years time. The interviews provided complementary detail on experiences and employment intentions, with key issues relating to staffing pressures, work demands and conditions, and burnout.ConclusionThe Covid-19 pandemic has had and continues to have a detrimental effect on workload, morale and both mental and physical health, with implications for staff retention and NHS care delivery. Insights provided by this study are intended to inform approaches to staff retention.

How an “unfunded” pay deal will affect doctors, patients, and the NHS

The government has committed to a higher than proposed pay award for NHS staff—but no new money to cover the uplift. Andrea Chipman asks what this will mean

Lister hospital children day services quality improvement project

Aims• Initially to review the use of the Children’s Day Services at the Lister Hospital1. Reviewing the first of a three-part quality improvement project to review and improve the booking system for Children’s Day Services• To compare the expected demands of the day services unit with daily realities in services provided.• To assess how this interplays with staffing levels and safe, appropriate usage.• Eventually, to provide an overview of what services are required for the local population and to assess what changes might be required to deliver this safely.• Finally, to review changes implemented to improve day services especially the use of the booking system.Methods• Quantitative data:1. 90 days of appointment data was reviewed retrospectively between April-June 2021. A total of 842 appointments were reviewed. This was categorised into type of day service appointment e.g. blood test, jaundice clinic, allergy etc.2. Using the data from a patient and staff survey and previous phlebotomy audit, completed by the Children’s day services team.• Qualitative data: 2 weeks’ worth of qualitative data was collected. This included a written account of all informal or verbal requests including additional ‘walk-in’ patients. The qualitative data also included written accounts of staff that reflected on patient safety.ResultsOver the data collection period, blood tests accounted for 41.6% of workload, despite only 12.5% of appointments being for phlebotomy. This was reached largely through the use of designated ‘ward attender’ slots for blood tests. 20.2% of day service appointments were used to provide a prolonged jaundice clinic, which is a foundation doctor led clinic. An average of 9.3% of day services consisted of allergy clinic, while registrar reviews were 9.3% of encounters.Quantitative results overall showed a disproportionate and inappropriate number of appointments booked as blood tests, and more jaundice clinic slots than required.The qualitative data displayed a broad range of scenarios varying in complexity. Some showed foundation doctors being required to oversee difficult procedures alongside running clinic. Other scenarios included poor referrals with missing or inadequate information with demands on day services that were inappropriate and potentially unsafe.ConclusionThe day service has changed over the COVID pandemic and, with that, the demands on its staff have also changed. One key finding is that there is a high phlebotomy service demand which is currently disproportionate to expectations. The demand on prolonged jaundice clinic is lower than expected, and there is huge variety between the complexity of tasks that are indistinguishable in the current booking system. There may be opportunities to outsource phlebotomy to better use resources, while staffing should better match real demands. Patient booking must find a balance between flexibility and rigidity to ensure an efficient and safe system. Lastly, the day services unit is a bridge between the hospital service and community paediatrics and could be utilised better with the knowledge this review has shown. The next stage will be to review the changes made to the service to complete the cycle of the quality improvement project.

ACORN Papua New Guinea ANGAU Memorial Hospital redevelopment clinical support program (Part 1)

ACORN provided an expert consultancy team known as the Perioperative Clinical Advisory Team (PCAT) to undertake the required work for the key deliverables that were aimed at ensuring a standard of care that will be safe for the patients undergoing surgical procedures provided by Morobe Provincial Health Authority. [...]the governance, operational flows and ORS efficiency are aLL muLtidiscipLinary and require coLLaboration from aLL teams with Leadership from both nursing and medicine to succeed. [...]the primary educational focus was nursing with other deliverables aimed at the muLtidiscipLinary teams. Key deliverables Four key deliverables were identified: 1.Development of a monitoring and evaLuation framework incLuding a governance structure and risk management plan. 2. The PNGPSP incorporates appendices that apply to: * Pre-operative patient checklist * Surgical hand scrubbing procedures (three- and fiveminute) * Surgical hand rubbing procedure * Accountable items count sheet * Papua New Guinea Surgical Safety Checklist * ORS and CSU environmental cleaning audit * Perioperative patient journey audit forms (measured against the standards) * Perioperative safety guidelines (relating to positioning the patient, diathermy safety, pneumatic tourniquet safety, sharps handling and disposal, and specimen coflection) * WHO recommendations for staffing CSU The count sheet and surgical safety checklist can be utilised across all perioperative environments in PNG, therefore, enabling a safe, consistent approach to perioperative documentation.

The Health of Nurse Work Environments Affects the Health of Patients and Nurses

Healthier work environments have been associated with lower patient mortality and morbidity and patient safety, and with nurse physical and psychological safety, as well as with higher nurse job satisfaction and retention. Inadequate/inappropriate staffing endangers patients and also endangers nurses when they work long hours to cover staffing inadequacies and leaves them dissatisfied when they have to leave needed patient care undone. Next, do an honest, unbiased assessment of the work environment in your unit/organization.

A Call to Action: Let's Implement and Evaluate the WHO's Strategic Directions for Nursing and Midwifery Right Now

Creating a nursing and midwifery workforce in health system infrastructures worldwide should be a top priority within health care right now as staffing shortages continue to rise into the future. Nursing and midwifery leaders hold the key to successful health systems and can work within their positions to create a better landscape to prepare for global health emergencies. Now, more than ever, it is important for public and private sectors in health care to collaborate and build a better future for nursing and midwifery.