Before the COVID-19 pandemic, Nursing was known to be a stressful profession. There was plenty of data showing burnout to be a significant problem among US Nurses.

With increasing stress placed on front line Nurses during this pandemic, hospitals are investing in initiatives and programs to support the mental health of these employees.

Mount Sinai Health System, created recharge rooms for healthcare workers. Dr. Putrino and his team created multi-sensory experiences that can reduce stress in just 15 minutes. These rooms are filled with faux plants and candles, illuminated with calming lights and one wall displays relaxing scenes and sounds. Putrino said, "Listen, what we need is a space or a series of spaces where our healthcare workers can sit down and for just a moment have a lot of their stress just relieved and taken away from them."

Stony Brook Medicine used a similar idea when creating a respite room called "Resilience at the Brook." The large, peaceful area features plants, calming wall art, a pod for private mediation, and relaxing materials, such as coloring books and miniature Zen gardens, to help employees rejuvenate. Employees can also add encouraging messages and quotes to inspire each other on the Motivation Mural Wall.

Ohio State University Medical Center (OSUMC) Stress, Trauma and Resilience (STAR) Program uses the Buckeye Paws program. A group of certified therapy dogs visit to provide comfort and emotional support to healthcare staff.

Emily Fawcett, R.N., a float Nurse on all floors at Lenox Hill hospital, started "hope huddles." Hope huddles are held at the beginning of shift changes and Nurses gather together to share news of patients recovering and other inspiring, and even humorous, stories.

Cody Regional Health created a wellness area for employees. The new space, staffed 24/7, includes a meditation room, eight bedrooms with private bathrooms, laundry and shower facilities, on-site access to licensed therapists for emotional support, puzzles and games, and an exercise area to meet employees’ needs.

Elise Phelan, a surgical unit Charge Nurse at UCHealth created the Resilience Program. Phelan would bring in massage therapists, movement therapists, yoga instructors, nutritionists and sometimes therapy puppies.

Code Lavender began in 2008 with Earl Bakken at North Hawaii Community Hospital. Calling the code signals to the Code Lavender team that an individual or group of individuals are in need of emergency psychological assistance.

Many hospitals like Cleveland Clinic have started implementing this code. The Code Lavender team usually comprises representatives from the spiritual care and healing services departments, and other hospital-based support services (such as employee assistance, music therapy, wellness, the ethics consultation service, and art therapy), and volunteers.

Bayhealth offers staff Code Lavender Kits. Kits include a back massager, aromatherapy inhalers, LED candles, a sound machine, Code Lavender journals, and a tote to store everything in.

It's very clear there is a need for this kind of support and innovation. The well-being and morale of front line workers should remain a top priority even after the pandemic.

The COVID-19 pandemic has shone a light on the incredible role Nurses play in keeping humanity safe and healthy. Nurses Week runs from May 6th through May 12th and companies are taking this time to show their great appreciation for these heroes. We compiled a list of companies offering discounts and freebies to Nurses this week!

1. Amazon Books

Amazon is offering four free medical drama books, available to read on your Kindle E-readers, Fire tablets and the free Kindle app.

2. Insomnia Cookies

All Nurses (anyone with Nurse in their job title) get 1 FREE 6-pack of Classic cookies w/ANY in-store purchase OR 1 FREE Classic cookie (no purchase required) all week-long!

3. Chipotle

Chipotle is offering free burritos to all the hard-working, extra-shift-taking lifesavers who put the care in healthcare.

4. Dunkin’

Dunkin' is showing their appreciation and support to Nurses with a free medium hot or iced coffee.

5. BIGGBY COFFEE

On May 6th BIGGBY COFFEE is offering Nurses a free 16 oz beverage of their choice and free Nurses retractable badge clip. 

6. Zaxby's

On May 6th Zaxby's is offering Nurses a BOGO Big Zax Snak Meal.

7. Puffy

Puffy wants all healthcare professionals to enjoy better sleep with this extra special discount of $375 off any Puffy mattress and 2 free pillows.

8. ASICS Shoes

ASICS is offering Nurses a discount of 40% off all full-priced products in their online store.

9. Caesars Rewards

Caesars Rewards is offering Nurses 35% discounts on hotel reservations.

10. Rental Cars

Nurses can receive a 25% discount on their rental car purchase from Budget, Enterprise, and National.

Happy Nurses Week and thank you for everything you do!

Since Nurses spend so much time on their feet, they need durable shoes that can provide ultimate comfort and support. From sneakers to slip ons, here is a list of the best shoes for Nurses this year!

1. Hoka One One Arahi 4

2. adidas Men's Ultraboost

3. Alegria Debra Professional

4. Crocs Bistro Clog

5. The Cloud

6. Clove Shoe

7. Dansko Professional Clog

8. New Balance Women's 411 V1 Walking Shoe

9. Dansko Paisley Sneaker

10. Brooks Levitate 4

Research shows there has been a steady decrease of Physicians across the United States, especially primary care Physicians.

The data published by the Association of American Medical Colleges (AAMC) projects shortfalls in primary care Physicians of between 21,400 and 55,200 by 2033.

The U.S. Department of Health and Human Services (HHS) reports, 80 million Americans lack adequate access to primary care, primarily in rural areas.

Nurse Practitioners (NPs) have the ability to help fill this void.

The number of NPs is at a record high and the demand is growing. According to the American Association of Nurse Practitioners (AANP), in 2019, there were more than 290,000 licensed NPs in the United States.

The Bureau of Labor Statistics (BLS) reports, the overall employment of Nurse Practitioners is projected to grow 45% from 2019 to 2029, much faster than the average for all occupations.

AANP data also shows 89.7% of Nurse Practitioners are prepared to practice in primary care with specialties in family (65.4%), adult (12.6%), pediatrics (3.7%), women’s health (2.8%), and gerontology (1.7%), among other specialties.

However, many states still impose restrictions on the care NPs can provide.

Some states require NPs to be supervised by a Physician and other states restrict NPs from practicing a certain distance from their supervising Physicians.

NPs can prescribe medications and controlled substances, but a few states require they do so in collaboration with a supervising Physician. Some states also impose probationary periods before NPs are allowed to prescribe medications.

Nurse Practitioners should be able to work to the full potential of their education and training.

Patients trust the care they receive from Nurses. Evidence supports the notion that NPs provide care that is comparable to Physicians in terms of quality, utilization, and satisfaction.

AANP President Sophia Thomas, DNP, APRN, FNP-BC, PPCNP-BC, FNAP, FAANP said, “An estimated 1.06 billion patient visits were made to NPs in 2018, improving the health of our nation and increasing the growing number of patients who say, ‘We Choose NPs.’”

As of March 2021, the average Nurse Practitioner salary is $111,478. Pay varies depending on education, certifications, the state you work in, additional skills, and the number of years in the field.

Nurse Practitioners are a critical resource for improving population health and reducing health disparities.

According to the U.S. Bureau of Labor Statistics' (BLS) survey, the average annual salary for Registered Nurses in the U.S. is $80,010.

Here is the list of average annual salaries for Registered Nurses by state.

1. California: $120,560

2. Hawaii: $104,830

3. Massachusetts: $96,250

4. Oregon: $96,230

5. Alaska: $95,270

6. Washington: $91,310

7. New York: $89,760

8. Nevada: $89,750

9. New Jersey: $85,720

10. Connecticut: $84,850

11. Rhode Island: $82,790

12. Maryland: $81,590

13. Minnesota: $80,960

14. Arizona: $80,380

15. Colorado: $77,860

16. Texas: $76,800

17. New Hampshire: $75,970

18. New Mexico: $75,700

19. Wisconsin: $74,760

20. Illinois: $74,560

21. Virginia: $74,380

22. Delaware: $74,330

23. Pennsylvania: $74,170

24. Michigan: $73,980

25. Wyoming: $72,600

26. Vermont: $72,140

27. Idaho: $71,640

28. Georgia: $71,510

29. Maine: $71,040

30. Montana: $70,530

31. Utah: $70,370

32. Ohio: $69,750

33. North Dakota: $69,630

34. Florida: $69,510

35. Nebraska: $69,480

36. North Carolina: $68,950

37. Louisiana: $68,010

38. Indiana: $67,490

39. South Carolina: $67,140

40. Oklahoma: $66,600

41. Missouri: $65,900

42. West Virginia: $65,130

43. Kentucky: $64,730

44. Kansas: $64,200

45. Tennessee: $64,120

46. Arkansas: $63,640

47. Iowa: $62,570

48. Mississippi: $61,250

49. South Dakota: $60,960

50. Alabama: $60,230

For the last year, health experts have pleaded for better data to shed light on disproportionate rates of COVID-19 cases, hospitalizations and deaths among communities of color.

Since the rollout of COVID-19 vaccines, health care organizations like the American Medical Association (AMA), American Nurses Association (ANA) and the American Pharmacists Association (APhA) have been asking for more race and ethnicity vaccine data.

This important data is missing for half of coronavirus vaccine recipients. According to the CDC, the data from 52,614,231 people fully vaccinated, Race/Ethnicity was available for 28,234,374 (53.7%).

This data is imperative in ensuring an equitable response to a pandemic that continues to disproportionately affect these vulnerable populations.

“Race and ethnicity data provides critical information to clinicians, health care organizations, public health agencies and policymakers, allowing them to equitably allocate resources across all communities, evaluate health outcomes and improve quality of care and delivery of public health services,” says the open letter, sent by the AMA, APhA and the ANA.

Equitable distribution of vaccines is crucial. When states collect this information, it helps officials identify large racial gaps so they can find better ways to distribute shots.

North Carolina is leading the way in data collection. The state now has racial and ethnicity data for more than 98% of vaccine recipients.

To achieve this high rate of collection, a state-mandated software system was used which requires providers to record a person’s race and ethnicity in order to register them for a vaccination.

“The data is not just a nice-to-have, it’s a need-to-have in order to embed equity into every aspect of our response and now into vaccine operations,” says Mandy Cohen, secretary of the North Carolina Department of Health and Human Services.

"Communities should be able to generate daily and certainly weekly data to understand the demographics of who is being vaccinated. Local health departments and health institutions need to respond to these data in real time to identify where COVID-19 vaccine uptake is not matching COVID-19 disease burden," said Dr. Muriel Jean-Jacques, Northwestern University Department of Medicine vice chair of diversity, equity and inclusion, and Dr. Howard C. Bauchner of the Boston University School of Medicine, a professor of pediatrics and community health.

Many barriers make it difficult to access the vaccine.

People from hard hit communities often have limited access to digital tools needed to schedule an appointment. And often information about vaccine registration is only available in English.

States that partner with community-based organizations are administering the vaccine more equitably than others, said Rita Carreón, vice president of health at UnidosUS, a civil rights organization for Hispanic communities.

The lack of race and ethnicity data in health systems didn’t begin with this pandemic. For years, health experts have been pleading for better health data to reduce racial health disparities.

Age discrimination involves treating an applicant or employee less favorably because of his or her age, defined by the U.S. Equal Employment Opportunity Commission (EEOC).

The Age Discrimination in Employment Act (ADEA) forbids age discrimination against people who are age 40 or older.

Ageism in the Workplace

According to a 2018 AARP survey, about 3 in 5 older workers have seen or experienced age discrimination in the workplace. Also 76% of these older workers see age discrimination as a hurdle to finding a new job.

A diverse workplace is fundamental in providing the best patient care possible. But age is usually left out of an organization's Diversity, Equity and Inclusion (DEI) strategy.

Patients feel more comfortable talking with a Nurse who understands and can relate to them and their issues. Nurses who understand what ageing patients are going through can provide better care. 

Physical Strength - There is a perception older Nurses aren't physically strong enough to handle certain responsibilities such as restraining a combative patient or assisting someone into a bed or wheelchair.

Technology - Another misconception is older Nurses can't keep up with the changing technologies and medications.

Pay - An article by Arkansas State University discusses salary-based ageism in Nursing saying, "As Nurses accumulate experience, they also accumulate pay increases. As a result, employers sometimes discriminate against more experienced Nurses by hiring or promoting younger, less experienced, and therefore, less expensive Nurses."

This type of stereotyping and discrimination often leads to poor morale, job dissatisfaction, burnout and early retirement.

How You Can Reduce Ageism at Work

To combat ageism in healthcare organizations, there should be DEI policies that include a focus on age.

According to the Society for Human Resource Management (SHRM) the EEOC recommends organizations follow these strategies:

• Assess your organization's culture, practices or policies that may reveal outdated assumptions about older workers. The Center on Aging & Work at Boston College and AARP partnered to develop an assessment tool.
• Examine your recruitment practices. Does your website include photos of an age-diverse workforce? Do your job applications ask for age-related information such as date of birth or when a person graduated? Is your interview panel age-diverse? Train recruiters and interviewers to avoid ageist assumptions.
• Include age as part of your diversity and inclusion programs and efforts. Offer learning and development, including anti-bias training and courses.
• Foster a multi-generational culture that recognizes ability regardless of age and rejects age stereotypes, just as it would reject stereotypes involving race, disability, national origin, religion or sex.

Ageism in Your Patient Population

Ageist stereotypes and discrimination are also barriers to health equality for this patient population.

An article from Lippincott Nursing Center states, Older adults represent 13% of the total population in the United States, but account for over 40% of U.S. hospitalizations.

Ageism can negatively affect the care older adults receive. It's often healthcare providers attribute signs and symptoms of illness to normal aging, missing important indicators that need to be addressed.

A lot of ageist behaviors may not be intentional and will take conscious efforts to identify and change. For example, talking slowly and loudly, or assuming someone can’t comprehend what you are telling them, is common behavior around older patients and is considered ageism.

How You Can Reduce Ageist Attitudes Toward Patients

The Alliance for Aging Research warned "that unless ageist attitudes are recognized and rooted out of our healthcare system, the next generation of Americans under Medicare, the largest generation in U.S. history, will likely suffer inadequate care."

The Alliance released recommendations to address the problem of ageism:

• More training and education for healthcare professionals in the field of geriatrics.
• Greater inclusion of older Americans in clinical trials.
• Utilization of appropriate screening and preventive measures for older Americans.
• Empowerment and education of older patients.

The older patient population deserves the same quality care and attention as younger patients. Organizations must acknowledge ageism as an obstacle in providing the best care possible and take action to make healthcare more equitable and inclusive.

The CEO Action for Diversity & Inclusion is the largest CEO-driven business commitment to advance diversity and inclusion within the workplace.

CEOs at top major companies from around the world are signing this action pledge to support more inclusive workplaces.

This pledge shows the commitment and actions leaders will take to provide resources and strategies for an inclusive environment.

Health systems joining the pledge are taking a step towards positive change. A diverse and inclusive workforce helps the community and inspires innovation and creativity.

According to the CEO Action website, By 2050 there will be no racial or ethnic majority in the US.

Click here to view the list of healthcare CEO's who have signed the pledge so far.

Warren Geller, President and CEO of Englewood Health pledged to provide equal access to vaccines, helping to mitigate risk factors for those most vulnerable to COVID-19; enhancing and expanding training programs for new and current employees, focused on diversity and inclusion; and to continue on the path to diminishing healthcare disparities with the support of the Diversity and Inclusion Education Council (DIEC).

Hackensack Meridian Health CEO, Robert C. Garrett signed the pledge and said, "New Jersey is one of the most diverse states in the nation and we are deeply committed to ensuring that there is equality and opportunity for all in our hospitals and care locations. The network also has a robust and comprehensive strategy to eliminate unacceptable outcomes based on race and ethnicity, a challenge for our entire nation.''

CEO Stephen J. Ubl of the Pharmaceutical Research and Manufacturers of America (PhRMA) signed the pledge and included four goals that PhRMA is committed to working toward.

1. We will continue to make our workplace a trusting place to have complex, and sometimes difficult, conversations about diversity and inclusion. 
2. We will expand unconscious bias education.
3. We will share best—and unsuccessful—practices.
4. We will create and share strategic inclusion and diversity plans with our board of directors.

So far, nearly 2,000 CEOs and Presidents have made the pledge and it is encouraging to see this number grow. Click here to view the pledge.

In the wake of the COVID-19 pandemic, higher education is seeing a rise in demand for health and medical education.

According to Kaiser Health News, enrollment in baccalaureate Nursing programs increased nearly 6% in 2020, to 250,856, shown in preliminary results from an annual survey of 900 Nursing schools by the American Association of Colleges of Nursing.

“It’s unprecedented,” said Geoffrey Young, senior director for student affairs and programs at the Association of American Medical Colleges. In the past two decades, the average yearly increase for total applications to medical schools has been about 2.5%, he said. This year, applications are up 18% over all.

Glen Cornwall, the Dean of Tampa Bay’s Galen College of Nursing says as people see the need in the community, they’re enrolling in greater numbers. “With this pandemic, it’s that extra urge to say this is the time," he said.

Dr. Ken Kaushansky, Dean of Stony Brook University’s Renaissance School of Medicine believes the reasons behind the surge are inspired by the pandemic and the need for financial security during a time of job loss and unemployment.

"This is my 11th year and I don’t remember us going up by 14% in any year," he said. "More typical is a 3 to 4 percent increase year over year."

Dr. Demicha Rankin, Associate Dean of admissions at the Ohio State University College of Medicine believes the influx of applicants is also a factor of the growing awareness of systemic racism.

Rankin said, “It is not just the viral pandemic but also is the awakening of the dedication to addressing racism has also been a motivation for many to try to bring equitable care to their own community."

Most schools are conducting interviews virtually so students do not have to pay for in-person travel costs.

Dr. Beth Piraino, the Associate Dean of admissions and financial aid at the University of Pittsburgh School of Medicine said, "Now applicants don't have to pay to travel to interview, so they could easily interview at 20 places whereas before they may have had to restrict it."

In the midst of a global pandemic, the approach toward the academic year is very different from previous years. Nursing schools in 2021 will be a mix of online classes, in-person  clinicals, virtual and in-person simulated experiences, and some in-person and online testing.

Southern Illinois University Edwardsville School of Nursing Dean, Laura Bernaix, PhD, RN is encouraged by the increase in enrollments and believes the key to successfully adapting to this surge is the faculty.

“Great faculty, who not only are great educators in the classroom but also experts at curriculum design, are the key,” she said.

Last year, Chief Diversity Officer (CDO) hires grew by 84%, making it the fastest growing C-suite title, according to LinkedIn.

There has been a national wave of concern about racial inequities, especially in healthcare, with the arrival of the COVID pandemic.

Many healthcare organizations are increasing their Diversity, Equity and Inclusion (DEI) efforts. Leaders are addressing racial health disparities and finding ways to improve patient care for all. Part of their efforts include establishing a Chief Diversity Officer role.

Winifred King is Cook Children’s first ever Chief Diversity Officer. King said, “It is hard to put into words what this decision and investment means to people of color and anyone who has ever felt different or excluded. For all of us who may have experienced inequities and mistreatment in our lifetimes, it is comforting to be a part of an organization that accepts our differences, our failures, and is willing to look inward and truly examine what is at the heart of our culture.”

“COVID-19 is amplifying health disparities in communities of color,” said Quita Highsmith, the Chief Diversity Officer of biotech company, Genentech. “It is now time for us to stop tiptoeing around it and start thinking about what we are going to do.”

Education and awareness are playing a key role in improving health outcomes for diverse communities. The CDO coordinates efforts internally to provide staff with resources and courses, such as cultural competence training as well as finding ways externally to work with the community they serve.

In addition, the CDO helps to create recruitment programs that ensures their DEI message is reaching diverse candidates. As a member of the C-suite, the CDO can communicate to all leaders that diversity recruitment, for all position levels, should be a priority.

Studies suggest diversity in healthcare leadership enhances quality of care, quality of life in the workplace, community relations, and the ability to affect community health status.

The CDO helps to define, educate, and communicate the hospital/health system’s culture and DEI message to its staff, patient population and community.

Joseph Hill, was the first Chief Diversity Officer at Jefferson Health. He requested they establish focus groups with patients to better understand their expectations and view of the system. With the information provided by the focus groups, they found the areas that needed improvements.

HCA Healthcare created the BRAVE Conversations program, an ‘outside the box’ platform designed to facilitate interactive, inclusive, innovative and safe ways for employees to share their thoughts on issues that may be difficult to discuss.

It is imperative that leadership is committed to their DEI mission. Without it, the CDO cannot wave a magic wand and transform an entire organization overnight. It takes commitment, communication both internally and externally, resources, time, and effort from all areas of the health system.