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The Clinical Nurse Specialist: Maximizing Return on Investment
Justin DiLibero1, Lynn D Mohr, Kristen M Burton-Williams
1Authors' Affiliations : Rhode Island College, Onanian School of Nursing, Providence, Rhode Island (Dr DiLibero and Ms Calvert); Department of Women Children, & Family Nursing, Rush University College of Nursing, Chicago, Illinois (Dr Mohr); Rhode Island Hospital, Providence, Rhode Island (Ms Burton-Williams); Fran and Earl Ziegler College of Nursing, The University of Oklahoma Health Sciences Center, Oklahoma City, Oklahoma (Dr Dresser); Department of Nursing Research, H. Lee Moffitt Cancer Center, Tampa, Florida (Dr Mason); Department of Neurology, Miriam Hospital & Newport Hospital, Providence, Rhode Island (Ms Schaefer); and Neonatal Intensive Care, Children's Health, Dallas, Texas (Dr Tidwell).
Abstract:
The United States health care system is facing an unprecedented nursing shortage, increasing complexity of care, and fewer experienced nurse mentors. These factors contribute to a cycle of burnout, turnover, decreased quality and safety, and a worsening financial bottom line. Improving these contributing factors depends on our ability to mitigate the structural causes of burnout and turnover. The clinical nurse specialist role is essential to improving the work environment, advancing evidence-based nursing practice, reducing turnover, and stabilizing the bottom line.
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