The Future of Nursing: Leading Change, Advancing Health
In 2008, The Robert Wood Johnson Foundation (RWJF) and the IOM launched a two-year initiative to respond to the need to assess and transform the nursing profession. The IOM appointed the Committee on the RWJF Initiative on the Future of Nursing, at the IOM, with the purpose of producing a report that would make recommendations for an action-oriented blueprint for the future of nursing. Through its deliberations, the committee developed four key messages:
Oral Health Across the Lifespan Learning Module
The new Oral Health Across the Lifespan Module, created and funded by the Oral Health Nursing Education & Practice (OHNEP) program and the National Interprofessional Initiative on Oral Health (NIIOH), is one of a 15 module series produced by the Association for Prevention Teaching and Research (APTR).
The module introduces learners to the Healthy People 2020 Oral Health goals and objectives as well as strategies for achieving them.
The module has 5 parts:
Defining IPE, Making the Case for IPE, Core Competencies of IPE
Dr. Babara Brandt delivered this presentation to the North Carolina Area Health Education Centers on November 11, 2014.
Middle Cerebral Artery CVA Speech Language Path
Nursing and Speech IPEC simulation scenario published on the California Simulation Alliance (CSA) online library of peer reviewed, validated and tested simulation scenarios. This simulation was submitted in June 2014, and accepted for publication in August 2014.
Development of Interprofessional Education Curriculum
This poster was presented at the Sigma Theta Tau International Society-Zeta Eta-at-Large Fall Fling. It presents the findings from the IPE pilot study that took place between California State University, Sacramento Nursing and Speech Language Pathology students.
What's New in the Resource Exchange and Online Community?
Recent design enhancements aid in ease of use of the National Center online community.
Interprofessional Education for Collaboration: Learning How to Improve Health from Interprofessional Models Across the Continuum of Education to Practice: Workshop Summary
Every year, the Global Forum undertakes two workshops whose topics are selected by the more than 55 members of the Forum. It was decided in this first year of the Forum's existence that the workshops should lay the foundation for future work of the Forum and the topic that could best provide this base of understanding was "interprofessional education." The first workshop took place August 29-30, 2012, and the second was on November 29-30, 2012. Both workshops focused on linkages between interprofessional education (IPE) and collaborative practice.
National Center Expands Leadership Team
Mark O’Leary has been named the deputy director and chief operating officer for the National Center for Interprofessional Practice and Education. In this role, O’Leary will oversee many of the center’s programs and manage day-to-day operations.
Post-geriatric evaluation unit follow-up: Team versus nonteam
Twenty-six matched pairs of elderly male patients who had been evaluated in an outpatient geriatric evaluation unit (GEU) were assigned randomly to be followed in either a geriatrics clinic with an interdisciplinary team or a general medical clinic without an interdisciplinary team. Patients were medically stable and living in the community. At 12 months no difference was found in cognitive, affective, or functional status. Both groups of patients had similar frequencies of hospitalization, community placement, use of community services, and number of deaths.
An Investigation of Power in an Interdisciplinary Health Care Team
This study addressed the question of how power is perceived and shared in a non-hierarchical interdisciplinary health care model. Eleven members of an interdisciplinary health care team were asked to: (1) rate power sources for their constructive use in team function; (2) rank team members for power position in the team; and (3) identify up to five power sources in order of importance for the three members they rated most powerful, three members rated least powerful and for themselves. The perceived power for leadership was neither equal nor hierarchical.