Community Engagement Tour Report: Data, Dialogue, & Direction
COMMUNITY ENGAGEMENT
Data, Dialogue, & Direction
Florida Spoke. We Listened.
Community Engagement Tour Report: Data, Dialogue, and Direction
Florida Center for Nursing
Headquartered at the University of South Florida College of Nursing
Tampa, FL
Report Citation Information:
Florida Center for Nursing (2025). Community Engagement Tour Report: Data, Dialogue, and Direction. Tampa, FL.
Acknowledgements
Florida Center for Nursing extends special thanks to the organizations that hosted our Community Engagement Tour regional workshops: Indian River State College, University of North Florida, University of West Florida, Lee Health, University of Central Florida, Barry University, University of South Florida, and TSC Center for Innovation. The panelists‘ representative organizations included: Cleveland Clinic Weston, HCA Florida East Division, Ascension St. Vincent’s Clay County, Mayo Clinic Jacksonville, Brooks Rehabilitation Bartram, Baptist Healthcare Jacksonville, Ascension St. Vincent’s Pensacola, Hendry Regional Medical Center, School District of Lee County, Florida Gulf Coast University, Millenium Physicians Group, Florida Nurses Association, Halifax Health, Memorial Healthcare System, Baptist Health – Bethesda Memorial Hospital, Nicklaus Children’s Hospital, Florida International University, Florida Atlantic University, BayCare Health System, University of South Florida, Advent Health Dade City & Zephyrhills.
Additionally, the Florida Center for Nursing extends its sincere gratitude to every Community Engagement Tour participant for their valuable feedback and insights. The collaborative discussions between the panelists and our communities of interest play a crucial role in refining and strengthening the strategies that guide Florida Center for Nursing strategic initiatives.
Executive Summary
NOTE: All sessions were recorded and transcribed verbatim, with each line of transcript assigned a unique region-specific identifier code (e.g., “NW####” or “SE####”) for reference purposes. This coding system ensures transparent citation of evidence throughout the analysis while maintaining participant confidentiality.
Overview of Florida’s Nursing Workforce Status
Florida faces a critical nursing workforce shortage characterized by regional disparities in resource distribution, recruitment challenges, and retention issues. This comprehensive analysis, based on the results of eight regional workshops from May to December 2024, reveals both shared challenges and distinct regional variations requiring targeted interventions. Also included are recommendations for change.
The state’s nursing workforce challenges manifest differently across urban and rural settings, with metropolitan areas experiencing intense market competition and rural regions struggling with geographic isolation and limited educational access. As noted by stakeholders in the North Central region, “When we look at our statewide data, we see trends, but we also see differences in each region. Recognizing the diversity of the different regions in Florida, the metropolitan areas, the rural areas and the different needs within each of those regions” [NC-0829].
A universal faculty shortage compounds these challenges, creating bottlenecks in the educational pipeline despite strong student interest in nursing careers. The South region identified this as a critical barrier, reporting that “the top 2 barriers to filling those faculty vacancies include noncompetitive salaries and a lack of qualified candidates” [S3750]. This faculty shortage significantly limits educational capacity expansion, as the East Central region noted: “it’s going to be very difficult to make those new nurses if we don’t have faculty to teach them” [EC-0447].
Furthermore, alarming burnout rates are threatening workforce stability, with the West Central region reporting that the “burnout level was about 11% pre-COVID. In 2023, it was found to be 91%!” [WC-0281]. This staggering increase underscores the urgency of addressing both workforce capacity and nurse well-being simultaneously
Analysis of Regional Focus Group Transcripts
The experiences and concerns of Florida’s stakeholders/community members were captured through a series of community engagement workshops across Florida’s eight designated geographical regions. Qualitative data were analyzed using a modified Interpretative Phenomenological Analysis (IPA) framework. This methodological approach enabled deep understanding of regional nuances while identifying crossregional patterns and systemic issues.
The analysis revealed three primary themes:
1. Recruitment challenges stemming from:
– Geographic and economic barriers to education access
– Competition for and lack of availability of qualified faculty
– Limited clinical training capacity
– Regional workforce distribution imbalances
2. Retention issues, including:
– Professional development and advancement opportunities
– Compensation and benefits competitiveness
– Work environment and burnout concerns
– Knowledge transfer from retiring nurses
3. Resource constraints affecting:
– Educational program capacity
– Clinical training infrastructure
– Technology and support systems
– Faculty development and retention
These themes appeared consistently across all regions, though with varying intensity and manifestation. As noted during the discussion in the West Central region, the Florida Center for Nursing’s mission centers on addressing “issues of supply and demand, recruitment and retention and utilization of nurse workforce resources” [WC-0023], demonstrating the interconnected nature of these challenges.
Key Regional Findings
Each region presented unique combinations of challenges and opportunities: Northwest Region:
• Rural health care access issues, with stakeholders noting the challenges of serving “rural populations” [NC-1134]
• Geographic isolation challenges affecting both educational access and recruitment
• Mental health resource needs for both patients and health care workers North Central Region:
• Academic-practice partnerships that facilitate matching “nursing education programs with practice settings” [NC-1012]
• Faculty development emphasis to address shortages
• Rural outreach programs to address geographic disparities
Northeast Region:
• Strong institutional partnerships, including “dedicated education units” that have shown positive results in “decreasing orientation non-productivity rates and increasing NCLEX pass rates by 10%” [NE-1549]
• Faculty recruitment challenges, particularly related to salary competition with clinical practice
• Clinical placement coordination needs, with stakeholders emphasizing the importance of “good, solid, strong transition programs” [NE-1721]
East Central Region:
• Tourism industry influences creating unique workforce dynamics
• Educational program expansion challenges compounded by faculty shortages
• Burnout prevention focus, with stakeholders noting many nurses are “suffering from burnout at the bedside and still want to make a difference” [EC-0571]
West Central Region:
• Educational partnership innovations, including “partnerships with almost every hospital in the region” [WC-0219]
• Technology integration opportunities, with virtual nursing initiatives helping to “alleviate bedside nurses” [WC-0242]
• Workforce development through “scholarship and work-return programs” [WC0220]
Southeast Region:
• Educational capacity constraints, with the region showing “the lowest NCLEX pass rates among Florida regions” [SE-2650]
• Clinical site competition and accreditation concerns, with stakeholders emphasizing that “we have to hold schools accountable… they have to be accredited, or they have to get shut down” [SE-2811]
• Cost of living impacts on recruitment
Southwest Region:
• Seasonal population fluctuations affecting staffing requirements
• Competitive market pressures
• Virtual nursing innovations, with organizations implementing programs that help “alleviate bedside nurses to do what they’re doing” [SW-3242]
South Region:
• Market competition intensity in a region with numerous health care facilities
• Educational quality concerns, with only “26% of the programs here in the South are accredited, and 10% are probationary” [S-3767]
• Cost of living and housing affordability8 impacts
Implementation Framework
The analysis supports a comprehensive implementation framework built on:
1. Statewide Coordination:
– Nursing Workforce Council establishment
– Regional Action Plan development
– Cross-regional resource sharing
– Data-driven strategic planning, with stakeholders emphasizing that “the data collected from our community engagement tour will drive policy” [WC-0345]
2. Educational Capacity Enhancement:
– Faculty development programs
– Clinical training expansion, including innovative models like “dedicated education units” [NE-1549]
– Technology infrastructure investment
– Quality improvement initiatives to address NCLEX pass rates, as Florida “ranked 52 out of 55 jurisdictions in 2023” [WC-0079]
3. Recruitment and Retention Initiatives:
– Pipeline development programs, particularly in K-12 settings
– Professional advancement pathways
– Compensation structure improvements
– Well-being initiatives to address the dramatic increase in burnout rates [WC-0281]
4. Partnership Development:
– Academic-practice collaboration, including joint appointment models
– Community engagement programs
– Resource sharing agreements
– Technology integration support
Evidence-based Recommendations
Immediate Actions:
1. Establish the Statewide Nursing Workforce Council to coordinate regional initiatives
2. Implement faculty development and retention programs to address the critical faculty shortage
3. Expand clinical training capacity through partnership innovations like dedicated education units
4. Develop region-specific recruitment and retention strategies that acknowledge local context
Long-term Strategies:
1. Create sustainable funding mechanisms for nursing education programs
2. Build comprehensive workforce development pipelines starting with K-12 outreach
3. Strengthen academic-practice partnerships through formalized agreements and joint appointments
4. Enhance technology infrastructure for education and practice, including virtual nursing models
Success depends on coordinated effort across educational institutions, health care organizations, and with policymakers, with careful attention to regional needs while advancing statewide objectives. Implementation should proceed with regular evaluation and adjustment based on outcome metrics and stakeholder feedback.
The findings suggest that addressing Florida’s nursing workforce challenges requires a balanced approach that acknowledges regional distinctions while leveraging shared resources and best practices across the state. This executive summary serves as a foundation for strategic planning and resource allocation to strengthen Florida’s nursing workforce for the future. .
BACKGROUND
Authored by Rayna M. Letourneau, PhD, RN, FAAN
Executive Director, Florida Center for Nursing
Associate
Professor,
University of South Florida College of Nursing
The Florida Center for Nursing is established to address issues of supply and demand for nursing, including issues of recruitment, retention, and utilization of nurse workforce resources. Consistent with section 464.0195(2)(c), Florida Statutes, the Florida Center for Nursing shall convene various groups representative of nurses, other health care providers, business and industry, consumers, lawmakers, and educators to:
1. Review and comment on data analysis prepared by the center;
2. Recommend systemic changes, including strategies for implementation of recommended changes; and
3. Evaluate and report the results of these efforts to the legislature and other entities.
The purpose of this report is to detail the results of the Florida Center for Nursing Community Engagement Tour that took place in 2024. The report will provide an overview of the program and an evaluation that includes statewide and regional findings and recommendations.
The Florida Center for Nursing divides the state into eight geographic regions:
Northwest Region: Bay, Calhoun, Escambia, Franklin, Gulf, Holmes, Jackson, Liberty, Okaloosa, Santa Rosa, Walton, and Washington counties
North Central Region: Alachua, Bradford, Citrus, Columbia, Dixie, Gadsden, Gilchrist, Hamilton, Jefferson, Lafayette, Leon, Levy, Madison, Marion, Suwannee, Taylor, Union, and Wakulla counties
Northeast Region: Baker, Clay, Duval, Nassau, Putnam, and St. Johns counties
East Central Region: Brevard, Flagler, Lake, Orange, Osceola, Seminole, Sumter, and Volusia counties
West Central Region: Desoto, Hardee, Hernando, Highlands, Hillsborough, Manatee, Pasco, Pinellas, Polk, and Sarasota counties
Southeast Region: Indian River, Martin, Okeechobee, Palm Beach, and St. Lucie counties
Southwest Region: Charlotte, Collier, Glades, Hendry, and Lee counties
South Region: Broward, Miami-Dade, and Monroe counties
Regional Map of Florida
Program Overview
The Florida Center for Nursing is committed to listening to our communities of interest about issues impacting the nursing workforce and access to health care in Florida. The Florida Center for Nursing Community Engagement Tour advanced this commitment through a series of regional workshops offered throughout 2024. These workshops allowed the community to:
• Review and comment on nursing workforce data prepared by the Florida Center for Nursing
• Recommend systemic changes, including strategies for implementation of the recommended changes
The Florida Center for Nursing Community Engagement Tour visited each of the eight regions of Florida between May 2024 and December 2024. See the table below for a list of regional workshop dates and locations.
Table 1
Florida Center for Nursing Community Engagement Tour Dates and Locations
Table 1
Florida Center for Nursing Community Engagement Tour Dates and Locations
Northwest July 23, 2024 University of West Florida
of West Florida
North Central December 10, 2024 Tallahassee State College Center for Innovation Tallahassee
Northeast July 11, 2024
North December 10, 2024 Tallahassee State Tallahassee Central College Center for Innovation
University of North Florida Jacksonville
East Central September 20, 2024 University of Central Florida Orlando
Northeast July 11, 2024 University of North Florida Jacksonville
West Central November 19, 2024
East Central September 20, 2024 University of Central Florida Orlando
Southeast May 21, 2024
West Central November 19, 2024 University of South Florida Tampa
Southeast May 21, 2024
South October 24, 2024 Barry University Miami Northwest July 23, 2024
University of South Florida Tampa
Indian River State College, Pruitt Campus Port St. Lucie
Southwest September 13, 2024 Lee Health, Gulf Coast Medical Center Fort Myers
Indian River State College, Port St. Lucie Pruitt Campus
Southwest September 13, 2024 Lee Health, Fort Myers Gulf Coast Medical Center
South October 24, 2024 Barry University Miami
Each workshop on the tour was offered as a hybrid event, which began with a presentation from Florida Center for Nursing Executive Director Rayna Letourneau, PhD, RN, FAAN. The presentation provided an overview and key findings of Florida Center for Nursing research on the state‘s nursing workforce1,2 and nursing education.3,4 Specifically, the presentation provided statewide and regional data for Florida’s Licensed Practical Nurses (LPNs), Registered Nurses (RNs), and Advanced Practice Registered Nurses (APRNs), including licensure data, regional distribution of the workforce, wage comparisons, projected job growth in Florida, the number of prelicensure nursing education programs, barriers to recruitment of nursing faculty, and National Council Licensure Examination (NCLEX) pass rates.
After the presentation of Florida Center for Nursing research, community participants were invited to engage in community discussion. The following questions guided the conversation:
• Do these findings impact the health and wellness of yourself and those you care?
• Nurses and health care workers, do these findings impact the quality of care you provide?
• What systemic changes or strategies would you like to see implemented to optimize quality of care in this region?
• Are you concerned about future access to health care?
An invited panel of nursing community leaders attended each regional workshop. These leaders heard in real time concerns and suggestions from community members as well as community recommendations for strategies to optimize the quality of health care in each region. The following table lists the panel participants for each regional workshop.
1 Florida Center for Nursing (2023). The state of the nursing workforce in Florida. https://flcenterfornursing.org/research-data/nursing-workforce-reports/the-state-of-the-nursingworkforce-in-florida-2023/
2 Florida Center for Nursing (2023). Florida’s nursing workforce report by county. https://flcenterfornursing.org/research-data/nursing-workforce-reports/floridas-nursing-workforce-reportby-county-2023/
3 Florida Center for Nursing (2023). Florida’s nursing education program report: Academic year 2022-2023. https://flcenterfornursing.org/research-data/nursing-education-reports/nursing-education-programreport-ay-2022-2023/
4 Florida Center for Nursing (2024). 2023 NCLEX report. https://flcenterfornursing.org/researchdata/nursing-education-reports/2023-nclex-report/
Table 2
Florida Center for Nursing Community Engagement Tour Panelists
Northwest
Jason Chancey, MSN, RN, CEN, NPD-BC
Joyce Nichols, APRN, FNP-BC, CWON
Brandy Strahan, PhD, RN, CNE
Lori Wichman, DNP, RN, PHN, CMSRN, NPD-BC, NE-BC
Lori Wichman, DNP, RN, PHN, CMSRN, NPD-BC, NE-BC
National Market Director Clinical Professional Development
Vice President; Chief Nursing Officer
Interim Director, School of Nursing; Associate Professor
Program Coordinator, Project Management/ Simulation
Program Coordinator, Project Management/ Simulation
Chief Nursing Officer, Ambulatory Services & Systems Operations
Assistant VP of Nursing Education
Vice President; Chief Nursing Officer
Memorial Healthcare System
Baptist Health
Nicklaus Children’s Hospital
Tony Umadhay, PhD, CRNA, FAANA
Jorge Valdés, DNP, CRNA, APRN, FAANA
South
Dean of Nursing; Professor of Anesthesiology
Interim Dean, Nicole Wertheim College of Nursing and Health Services
Program Participation
Barry University
Florida International University
The Florida Center for Nursing Community Engagement Tour welcomed 692 participants from 34 counties across Florida. 373 people attended workshops in person and 319 people attended workshops virtually. The table below contains a breakdown of attendance for each workshop.
Table 3
Florida Center for Nursing Community Engagement Tour Attendance
July 23, 2024
December 10, 2024
July 11, 2024
September 20, 2024
November 19, 2024
May 21, 2024
September 13, 2024
October 24, 2024
QUALITATIVE ANALYSIS
Authored by Nancy E. Mestler Loos, PhD, RN, PHN, NE-BC Qualitative Researcher | Data Analysis and Insights
The following qualitative analysis is an evidence-based assessment and analysis of Florida’s nursing workforce challenges and opportunities across eight regions. The section outlines actionable strategies to address shortages through targeted recruitment, retention, and resource initiatives.
Report Highlights
The Florida Center for Nursing is committed to listening to nurses, educators, consumers, business and industry partners, lawmakers, and other health care providers about the issues impacting the nursing workforce and state of health care in Florida. To that end, the 2024 Florida Center for Nursing Community Engagement Tour was conducted as a series of 8 regional workshops that allowed the community to:
• Review and comment on nursing workforce data and needs specific to their community, and
• Recommend systemic changes, including strategies for implementation of recommended changes.
Challenges revealed significant nursing and faculty shortages and regional variations but included strategies for change.
• Nursing Shortages and Regional Variations: The investigation revealed significant nursing shortages statewide, with urban areas facing intense market competition and high living costs, while rural areas struggle with geographic isolation and limited educational access.
• Primary Themes: Recruitment, Retention, and Resources: Three primary themes emerged: Recruitment, Retention, and Resources, with each region exhibiting unique combinations of these challenges, necessitating tailored solutions while maintaining statewide strategic alignment.
• Modified IPA Methodology: As the study was one of data collection (versus research), a modified Interpretative Phenomenological Analysis (IPA) framework was used to analyze the study’s results. This methodology helped maintain scientific rigor while capturing stakeholder experiences, enabling the development of both region-specific and statewide recommendations.
• Implementation Framework: A coordinated approach to address identified challenges includes forming a Statewide Nursing Workforce Council, developing Regional Action Plans, expanding educational capacity, enhancing recruitment pipelines, implementing retention programs, and cultivating academic-practice partnerships.
• Recruitment Challenges and Solutions: Recruitment challenges centered on pipeline development, geographic barriers, and market competition, with solutions focusing on early exposure programs, educational partnerships, and innovative pathways to practice.
• Retention Strategies: Retention strategies emphasize mentorship, professional development, and competitive compensation structures to address issues like professional development opportunities, compensation competitiveness, and work environment concerns.
• Resource Limitations: Resource limitations require creative approaches to faculty development, clinical training capacity, and technological infrastructure, with a focus on sustainable funding mechanisms and workforce development initiatives.
• Regional Findings and Flexible Solutions: Regional findings highlighted the need for flexible, adaptable solutions that acknowledge local context while advancing statewide objectives, with policy and advocacy recommendations focusing on sustainable funding and educational capacity expansion.
• Evidence-based Recommendations: The analysis concludes with evidence-based recommendations for immediate action and long-term strategic development, emphasizing coordinated effort across educational institutions, health care organizations, and policymakers.
• Overview of Nursing Workforce Status: Florida faces a critical nursing workforce shortage characterized by regional disparities in resource distribution, recruitment challenges, and retention issues, with urban and rural settings experiencing different challenges.
NOTE: All sessions were recorded and transcribed verbatim, with each line of transcript assigned a unique region-specific identifier code (e.g., “NW####” or “SE####”) for reference purposes. This coding system ensures transparent citation of evidence throughout the analysis while maintaining participant confidentiality
Figure 2
Florida Nursing Workforce Challenges
How This Report Was Developed
The Florida Center for Nursing conducted a comprehensive investigation of the state’s nursing workforce challenges through eight regional community engagement workshops from May to December 2024. The study examined workforce issues through stakeholder experiences across, Northwest, North Central, Northeast, East Central, West Central, Southeast, Southeast, South.
The data analysis, done by an independent qualitative researcher using a modified Interpretative Phenomenological Analysis (IPA) framework, revealed significant nursing shortages statewide, with distinct regional variations in severity and underlying causes. Urban areas struggle with intense market competition and high costs of living, while rural regions face geographic isolation and limited educational access. A critical faculty shortage emerged as a universal constraint, limiting educational capacity despite strong applicant interest.
Regional nuances manifested in three primary themes: Recruitment, Retention, and Resources. Each region exhibited unique combinations of these challenges, necessitating tailored solutions while maintaining statewide strategic alignment. For example, the Southeast region emphasized educational capacity constraints, while the Northwest highlighted rural recruitment challenges. The South region focused on market competition, and the North Central region stressed faculty development needs.
Through the modified IPA methodology, the analysis maintained scientific rigor while capturing the lived experiences of stakeholders. This approach revealed how systemic issues manifest differently across regions, enabling the development of both statewide and region-specific recommendations.
The Implementation Framework outlines a coordinated approach to address identified challenges through:
• Formation of a Statewide Nursing Workforce Council
• Development of Regional Action Plans
• Expansion of Educational Capacity
• Enhancement of Recruitment Pipelines
• Implementation of Retention Programs
• Cultivation of Academic-Practice Partnerships
Recruitment challenges centered on pipeline development, geographic barriers, and market competition. Solutions focus on early exposure programs, educational partnerships, and innovative pathways to practice. Retention strategies emphasize mentorship, professional development, and competitive compensation structures.
Resource limitations require creative approaches to faculty development, clinical training capacity, and technological infrastructure.
Regional findings highlighted the need for flexible, adaptable solutions that acknowledge local context while advancing statewide objectives. Policy and advocacy recommendations focus on sustainable funding mechanisms, educational capacity expansion, and workforce development initiatives.
The analysis concludes with evidence-based recommendations for immediate action and long-term strategic development, emphasizing the critical need for coordinated effort across educational institutions, health care organizations, and alongside policy makers to address Florida’s nursing workforce challenges.
NOTE: All sessions were recorded and transcribed verbatim, with each line of transcript assigned a unique region-specific identifier code (e.g., “NW####” or “SE####”) for reference purposes. This coding system ensures transparent citation of evidence throughout the analysis while maintaining participant confidentiality.
Florida Nursing Workforce Analysis: Methodology
Design and Approach
The Florida Center for Nursing (FCN) employed an independent researcher who used a qualitative research design (a modified Interpretative Phenomenological Analysis [IPA] framework) to examine nursing workforce issues, solutions, and recommendations through stakeholder experiences raised during the 2024 FCN Community Engagement Tour. This methodological choice reflects the need to understand how individuals and communities make sense of significant workforce challenges while capturing the nuanced regional variations across Florida’s health care landscape.
The modified IPA approach balanced individual perspectives with collective dialogue, adapting traditional IPA methods to accommodate group discussions while maintaining focus on personal interpretations and concerns. This adaptation proved particularly valuable in analyzing community forum discussions, allowing the preservation of individual voices while identifying emergent group themes and regional patterns.
Data Collection
Primary data collection occurred through eight regional Community Engagement Tour workshops conducted from May to December 2024. These workshops covered Florida’s designated geographical regions:
• Northwest Region
• North Central Region
• Northeast Region
• East Central Region
• West Central Region
• Southeast Region
• Southwest Region
• South Region
Each workshop session lasted approximately two hours and featured:
• Presentation on the status of Florida’s nursing workforce
• A panel of regional experts
• Hybrid format participation (in-person and virtual)
• Facilitated discussions about regional workforce data
• Examination of local needs and challenges
• Exploration of potential solutions and recommendations
All sessions were recorded and transcribed verbatim, with each line of transcript assigned a unique region-specific identifier code (e.g., “WC####” or “SE####) for reference purposes. This coding system ensures transparent citation of evidence throughout the analysis while maintaining participant confidentiality.
Data Privacy
While the community engagement workshops were public forums, all participant contributions were anonymized during transcription, and no personally identifying information was retained in the analysis or final report. Workshop transcripts are referenced using a standardized region-specific coding system (e.g., WC####) to maintain traceability while preserving participant privacy.
Analysis Procedure
The analysis followed a systematic, seven-stage process aligned with IPA methodology:
Stage 1: Data Immersion
Conducted multiple reviews of recorded sessions and transcripts to develop deep familiarity with the content. This immersive process included: - Multiple listening sessions of recorded discussions - Line-by-line transcript review - Initial notation of significant points - Documentation of emotional tenor and context
Stage 2: Initial Noting
The coding process examined two distinct dimensions of experience:
Descriptive Analysis:
• Documentation of key issues and facts
• Identification of concrete examples
• Recording of specific regional challenges
Linguistic Analysis:
• Examination of participant language choices
• Analysis of emotional expression
• Documentation of metaphors and emphasis (when applicable)
Stage 3: Theme Development
Identification of emergent themes within each regional transcript, staying close to participant language while developing abstract descriptors. This process maintained regional context while allowing for cross-regional comparison.
Stage 4: Connection Identification
Analysis progressed to examining relationships between themes within each region, clustering related concepts under broader categories that reflected regional priorities and challenges.
Stage 5: Cross-Regional Analysis
Comparison of themes across all eight regions to identify:
• Common challenges and shared experiences
• Regional variations in issue manifestation
• Unique regional characteristics
• Systemic patterns and relationships
This analysis revealed three superordinate themes (Recruitment, Retention, and Resources) that provided the framework for understanding statewide workforce challenges.
Stage 6: Interpretative Synthesis
The synthesis phase connected findings to broader workforce context, examining:Relationship between identified themes - Impact of regional variations - Implementation implications - Resource requirements
Evidence Documentation: - Systematic use of WC#### citation system - Direct quotation of participant statements - Preservation of regional context
External Validation: - Comparison with workforce data - Alignment with industry research - Stakeholder feedback integration
Ethical Considerations
The study maintained strict ethical standards through: - Complete participant deidentification - Secure data storage and management - Professional tone in reportingProtection of institutional identities as needed- Constructive presentation of findings
While large language models (LLMs) were at times used as secondary analytical tools (e.g., in obtaining quotes from the transcript), their outputs required careful human verification against primary sources and were amended as needed. All findings and recommendations reflect human analysis and interpretation of the workshop data.
Limitations
The analysis acknowledges several limitations:
Participant Representation: - Potential gaps in stakeholder participationVariations in regional representation - Limited perspective from non-participants
Methodological Constraints: - Adaptation of IPA to non-focus-group contextBalance between individual and collective voices - Time and resource constraints
Data Interpretation: - Subjective nature of qualitative analysis - Potential researcher bias - Limited generalizability
Despite these limitations, the methodological approach provides a robust foundation for understanding Florida’s nursing workforce challenges and developing evidence-based solutions. The combination of rigorous analysis, systematic documentation, and regional sensitivity creates a comprehensive framework for addressing workforce issues at both regional and state levels.
Statewide Recruitment Analysis
Florida’s nursing recruitment landscape presents a complex mosaic of challenges and innovations across its eight regions. This analysis synthesizes findings from regional assessments to provide a comprehensive understanding of statewide recruitment dynamics, supported by specific regional evidence and successful initiatives. The examination reveals both common threads that span the state and distinct regional variations that require tailored approaches.
Pipeline Challenges
Nursing pipeline development in Florida faces several systemic challenges that manifest consistently across regions, though with varying intensity. The most pressing pipeline issues center around educational capacity constraints, faculty shortages, and student preparation gaps.
Educational Capacity Constraints
A primary bottleneck in Florida’s nursing pipeline is limited educational capacity, particularly evident in regions with high population density. The Southeast region exemplifies this challenge, where qualified applicants must be turned away due to faculty shortages despite strong facilities and student interest [WC5001]. This pattern repeats across regions, with the East Central region reporting that despite having 86 pre-licensure nursing programs, capacity remains insufficient to meet demand [EC0457].
The capacity constraint is exacerbated by faculty recruitment and retention challenges. The West Central region reports that non-competitive salaries present a significant barrier to faculty recruitment [WC-0064], while the South region has responded by developing innovative funding partnerships where health care systems provide annual support for faculty positions [S-3912]. These faculty shortages directly impact program expansion potential, creating a cyclical challenge where increased student interest cannot be converted into increased graduate output.
Educational Quality and Accreditation
Program quality and accreditation status have emerged as critical concerns, particularly in certain regions. The South region reports that only 26% of nursing programs are accredited, with 10% on probationary status [S-3767]. This creates significant disparities in educational quality, with accredited programs achieving much higher NCLEX pass rates (83.25%) compared to non-accredited or probationary programs (58.55-62.80%) [S3804, S-3806].
Regional responses to these quality challenges vary. The Southeast region has implemented strict requirements for clinical placements, including mandatory accreditation for nursing programs [SE-2766]. The South region’s health care organizations have adopted similar approaches, restricting clinical placements to students from accredited programs [S-3936] while also providing financial support to high-performing institutions [S-3912]. These market-driven approaches to quality control create incentives for programs to pursue accreditation while protecting patient care standards.
Student Preparation and Support
Student readiness emerges as a critical pipeline challenge across regions. The North Central region reports that while enrollment has increased in some areas, there are fewer qualified applicants overall [NC-0898]. This issue is particularly pronounced in rural regions, where the Northwest region emphasizes the need for better preparation and support systems for prospective nursing students [NW-2138].
Successful regional initiatives addressing student preparation include: - The South region’s implementation of dedicated pre-nursing academic advisors [S-4076] - The East Central region’s development of student success coaches [EC-0173] - The Southwest region’s creation of comprehensive student support systems including mental health resources [SW-3357]
Early Pipeline Development
Regions have identified early intervention as crucial for sustainable pipeline development. Several innovative approaches have emerged: - The Northwest region’s focus on establishing nursing as a STEM field to increase funding opportunities [NW2228] - The North Central region’s implementation of Allied Health programs in high schools [NC-1077] - The South region’s partnerships with Catholic schools and medical magnet programs [S-4073]
Regional Recruitment Variations
Recruitment challenges and strategies vary significantly across Florida’s regions, influenced by geographic location, population density, and economic factors. This variation necessitates tailored approaches while offering opportunities for cross-regional learning and adaptation.
Urban-Rural Divide
The contrast between urban and rural recruitment challenges is particularly stark. Urban regions like South and East Central face intense competition among multiple health care facilities [EC-0498], while rural areas in the Northwest and North Central regions struggle with geographic isolation and limited educational access [NW-2510]. This divide influences both recruitment strategies and resource allocation decisions.
Urban regions report: - High competition for qualified nurses among multiple employers - Cost of living challenges affecting recruitment - Complex coordination needs among multiple educational institutions
Rural regions face: - Limited access to educational programs - Difficulties attracting faculty to remote locations - Challenges in providing clinical placement opportunities
Regional Economic Factors
Economic variations significantly impact recruitment across regions. The South region faces particular challenges with housing costs and cost of living [S-3750], while the Southwest region reports that economic barriers affect both student recruitment and retention [SW-3379]. These economic factors influence both the ability to attract students to nursing programs and the subsequent distribution of graduates across practice settings.
Educational Resource Distribution
The distribution of educational resources varies significantly across regions: - The East Central region benefits from a high concentration of health care facilities and educational institutions [EC-0457] - The Northwest region reports a higher proportion of practical nursing programs compared to other regions [NW-1934] - The Northeast region leverages unique resources through military health care partnerships [WC5013] - The South region contends with significant disparities in program quality and accreditation status [S-3767]
Innovative Strategies
Florida’s regions have developed numerous innovative recruitment strategies that demonstrate potential for statewide adaptation and implementation. These innovations address various aspects of the recruitment challenge, from pipeline development to program delivery.
Academic-Practice Partnerships
Strong academic-practice partnerships emerge as a crucial strategy across regions. Successful initiatives include: - The West Central region’s quarterly meetings between deans and CNOs [WC-0248] - The South region’s direct funding of faculty positions by health care systems [S-3912] - The Southwest region’s implementation of dedicated education units [SW-3709]
These partnerships help address faculty shortages, expand clinical training capacity, and create clearer pathways from education to practice.
Flexible Program Delivery
Regions have implemented innovative program delivery models to increase accessibility: - The University of West Florida’s BSN weekend program [NW-2219] - The East Central
These flexible delivery models help accommodate diverse student needs while maintaining educational quality.
Early Exposure Programs
Successful early exposure initiatives include: - The North Central region’s summer nurse internship program [NC-1043] - The South region’s medical magnet program partnerships [S-4087] - The Northwest region’s high school allied health pathways [NW2238]
Recommendations
Based on the analysis of regional evidence, the following recruitment recommendations emerge:
1. Establish Regional Recruitment Councils
– Coordinate efforts between educational institutions and health care facilities
– Share best practices and resources
– Monitor regional needs and outcomes
– Implement targeted recruitment strategies
2. Expand Faculty Development Programs
– Create sustainable funding mechanisms for faculty positions and more competitive salaries
– Implement mentorship programs for new faculty
– Develop flexible staffing models
– Support academic-practice partnerships
3. Enhance Student Support Systems
– Implement comprehensive academic support services
– Develop financial aid and scholarship programs
– Create mentorship opportunities
– Provide cultural competency training
4. Strengthen Pipeline Development
– Expand early exposure programs
– Develop partnerships with secondary schools
– Create clear career pathways
– Support diverse entry points
5. Promote Educational Quality and Transparency
– Support accreditation efforts for all nursing programs
– Implement market-driven quality control mechanisms
– Create consumer education initiatives about program quality
–
Develop targeted funding for high-performing institutions
These recommendations should be implemented with attention to regional variations while maintaining consistent statewide standards and goals. Success requires sustained commitment from all stakeholders and regular evaluation of outcomes to ensure effectiveness and adaptation to changing needs.
Statewide Retention Analysis
The retention of nursing professionals emerges as a critical challenge across Florida’s health care landscape, with significant implications for workforce stability and patient care quality. Analysis of regional findings reveals complex interplay between professional satisfaction, career development opportunities, and systemic support structures. While some challenges manifest consistently across regions, local variations require nuanced approaches to retention strategy development and implementation.
Burnout and Job Satisfaction
The impact of burnout on nurse retention represents a pressing concern across all regions, with evidence suggesting both common patterns and regionspecific manifestations of this challenge.
Prevalence and Impact
Regional data indicates alarming rates of burnout among nursing professionals. The West Central region reports a dramatic increase in burnout levels from 11% pre-COVID to 91% in 2023 [WC-0281]. This trend appears consistently across regions, with the South region reporting significant psychological impact from the pandemic, noting that “after COVID, many of us are just not the same – some left nursing, some are still here but hanging by a thread” [WC5052].
The consequences of burnout manifest in various ways: - Increased turnover rates, particularly among early-career nurses - Reduced job satisfaction and professional engagement - Migration from direct patient care to alternative roles - Impact on patient care quality and safety
Regional Variations
While burnout appears universally across regions, its manifestations and contributing factors show regional variation: - Urban regions report high patient acuity and intense workload pressures [EC-0631] - Rural areas face strain from limited staffing and resource constraints [NW-2101] - Coastal regions experience additional stress from seasonal population fluctuations [SW-3030]
Intervention Strategies
Regions have implemented various approaches to address burnout and enhance job satisfaction:
The West Central region has established comprehensive well-being initiatives: - Office of well-being programs serving faculty, staff, and students [WC-0168] - Nurse coach
models for mentoring and support [WC-0185] - Leadership development programs addressing workplace culture [WC-0234]
The South region focuses on holistic support systems: - Mental health and counseling services [S-3357] - Workplace environment enhancement initiatives [S-3969]Comprehensive student and staff support systems [S-4237]
Alternative Opportunities
The availability and attraction of alternative career opportunities significantly impacts retention across Florida’s nursing workforce. Regional evidence indicates that competition from various sources affects stability in the nursing workforce.
Travel Nursing Impact
The influence of travel nursing on retention appears consistently across regions:Southeast region reports losing experienced nurses to lucrative travel contracts [WC5003] - Northeast region describes becoming a “training ground” for other markets [WC5011] - Urban regions face particular pressure from travel opportunities due to the concentration of health care facilities [EC-0040]
Alternative Career Paths
Regions report various alternative opportunities attracting nurses away from traditional roles: - Outpatient and ambulatory care settings - Virtual nursing and telehealth positions - Health care technology and administrative roles - Educational and training positions
Regional Response Strategies
Innovative approaches to address competition from alternative opportunities include:The West Central region’s implementation of virtual nursing programs [WC-0242] - The East Central region’s development of flexible roles and scheduling options [EC-0462]The South region’s creation of diverse career advancement pathways [S-4195]
Mentorship and Development
Professional development and mentorship emerge as crucial factors in retention success across all regions. Evidence indicates that structured support systems significantly impact nurse satisfaction and career longevity.
Structured Mentorship Programs
Successful mentorship initiatives vary across regions but share common elements:
The Northeast region emphasizes distinct approaches to support: - Clear differentiation between preceptor and mentor roles [NE-1659] - Structured matching programs for mentorship pairs [NE-1660] - Integration of mentorship with professional development pathways
The North Central region implements innovative mentorship models: - Crossgenerational pairing strategies [NC-1166] - Integration of lifestyle medicine concepts [NC-1188] - Focus on both professional and community connection
Professional Development Pathways
Regions have developed various approaches to career advancement:
The South region’s comprehensive development framework includes: - Frontline leadership development programs [S-4195] - Shared governance councils [S-4190]Formal succession planning initiatives [S-4191] - Leadership exploration programs like LENS [S-4200]
The East Central region focuses on specialized development: - Clinical advancement pathways [EC-0042] - Leadership training programs [EC-0234] - Specialty certification support [EC-0785]
Compensation and Benefits
Analysis reveals compensation and benefits as critical retention factors, with regional variations in both challenges and solutions.
Competitive Compensation
Regional evidence indicates varying approaches to compensation:
The Northeast region emphasizes comparative wage considerations: - Higher staff wages in Jacksonville compared to non-metropolitan areas [NE-1377] - Competition with neighboring states affecting retention [NE-1387] - Implementation of specialty pay differentials [NE-1592]
The Southwest region focuses on equity issues: - Addressing disparities between staff and agency compensation [SW-3433] - Development of retention bonus programs [SW3662] - Implementation of comprehensive benefits packages
Benefits Innovation
Regions have implemented various benefits enhancements:
The West Central region’s approach includes: - Joint appointment programs [WC-0223] - Educational support initiatives [WC-0337] - Professional development funding [WC0208]
The South region emphasizes comprehensive packages: - Work-life balance initiatives [S-3969] - Educational advancement support [S-3960] - Professional development opportunities [S-4208]
Implementation Framework
Successful retention strategy implementation requires attention to several key elements:
Coordination and Communication
Essential coordination mechanisms include: - Regular stakeholder meetings and updates
- Clear communication channels - Standardized data collection and reportingFeedback loops for program adjustment
Resource Allocation
Strategic resource deployment should consider: - Regional variations in needs - Balance between immediate and long-term investments - Sustainability of programsMeasurement of outcomes
Performance Metrics
Key performance indicators should include: - Turnover rates by region and specialtyStaff satisfaction measures - Professional development participation - Career advancement rates - Return on investment calculations
Recommendations
Based on analysis of regional evidence, the following retention recommendations emerge:
These recommendations should be implemented with consideration for: - Regional variations in needs and resources - Sustainability of programs and funding - Measurable outcomes and success metrics - Regular evaluation and adjustment of initiatives
Success requires sustained commitment from stakeholders at all levels and regular assessment of outcomes to ensure effectiveness and adapt to changing needs. Implementation should maintain flexibility to address regional variations while working toward consistent statewide standards for retention excellence.
Statewide Resources Analysis
The analysis of resource requirements and allocation across Florida’s nursing workforce landscape reveals complex interdependencies between educational capacity, clinical training infrastructure, and support systems. While all regions face resource challenges, the manifestation and potential solutions vary based on regional characteristics, existing infrastructure, and local innovations. This analysis synthesizes findings across regions to provide a comprehensive understanding of resource needs and effective allocation strategies.
Faculty and Educator Needs
The shortage of qualified nursing faculty emerges as a critical constraint across all regions, though with varying intensity and specific challenges based on regional context.
Faculty Recruitment and Retention
Faculty recruitment challenges manifest consistently across regions, with noncompetitive salaries cited as a primary barrier. The West Central region reports persistent difficulties filling faculty positions due to salary disparities between academic and clinical roles [WC-0064]. This challenge is particularly acute in the Southeast region, where qualified applicants must be turned away from nursing programs despite strong facilities and student interest, solely due to faculty shortages [WC5001].
Regional variations in faculty challenges include: - The South region’s innovative approach of health care systems directly funding faculty positions [S-3912] - The East Central region’s development of joint appointments between academic and clinical settings [EC-0749] - The Northeast region’s integration of military health care partnerships to expand faculty resources [WC5013]
Faculty Development and Support
Regions have implemented various approaches to faculty development:
The North Central region emphasizes comprehensive support: - Fellowship programs for aspiring academic leaders [NC-4209] - Professional development pathways [NC-4208]Mentorship initiatives for new faculty
The West Central region focuses on innovative staffing models: - Shared faculty positions between institutions [WC-0223] - Flexible scheduling arrangements [WC-0224] - Technology-enhanced teaching support [WC-0241]
The South region has developed targeted funding strategies: - Direct health care system investment in faculty positions [S-3912] - Conference and professional development support [S-4208] - Leadership development initiatives for faculty [S-4209]
Clinical Training Capacity
Clinical training capacity represents a significant resource constraint across regions, with implications for both educational programs and workforce development.
Clinical Placement Coordination
Evidence indicates varying approaches to managing clinical placements:
The East Central region has developed systematic coordination: - Centralized placement systems [EC-0043] - Regular stakeholder coordination meetings [EC-0044] - Strategic partnerships with health care facilities
The Southwest region emphasizes innovative solutions: - Dedicated education units [SW3709] - Simulation-based training expansion [SW-3032] - Virtual clinical experiences [SW-3462]
Infrastructure Development
Regions report various approaches to infrastructure enhancement:
The West Central region’s comprehensive strategy includes: - Investment in simulation facilities [WC-0242] - Technology integration for clinical training [WC-0246] - Virtual nursing program development [WC-0243]
The South region focuses on partnership-based infrastructure: - Shared training facilities [S-3957] - Joint technology investments [S-3956] - Collaborative resource development [S-3994]
Financial Resources
Financial resource allocation and management emerge as crucial factors in supporting workforce development initiatives across regions.
Funding Mechanisms
Regional evidence indicates diverse funding approaches:
The South region’s innovative funding models include: - Direct health care system investment in education [S-3912] - Strategic utilization of state programs like PIPELINE and LINE [S-3949, S-3956] - Targeted funding for high-performing institutions [S-3931]
The Northeast region emphasizes competitive funding: - Salary enhancement initiatives [NE-1377] - Professional development funding [NE-1592] - Research and innovation support [NE-1616]
Resource Allocation Strategies
Regions have developed various approaches to resource allocation:
The Northwest region’s strategic allocation includes: - Targeted investment in rural programs [NW-2510] - Technology infrastructure development [NW-2520] - Support system funding [NW-2502]
The East Central region focuses on balanced distribution: - Educational program support [EC-0457] - Clinical training resources [EC-0747] - Professional development funding [EC-0785]
The South region focuses on performance-based allocation: - “Fund the winners and starve the losers” approach [S-3931] - Direct investment in high-performing programs [S-3912] - Strategic resource targeting for maximum impact [S-3929
Technology and Support Resources
Technology infrastructure and support systems play an increasingly crucial role in workforce development across regions.
Technology Integration
Regional approaches to technology integration vary:
The West Central region’s comprehensive strategy includes: - Virtual nursing platforms [WC-0242] - Digital learning systems [WC-0246] - Communication infrastructure [WC0248]
The North Central region emphasizes technology support: - Telehealth infrastructure [NC-1072] - Distance learning platforms [NC-1081] - Clinical simulation technology [NC-1055]
Support Systems Development
Regions have implemented various support structures:
The South region’s comprehensive approach includes: - Mental health resources [S3357] - Academic support services [S-4237] - Professional development systems [S4208]
The Southwest region focuses on integrated support: - Well-being initiatives [SW-3357] - Career development resources [SW-3386] - Professional advancement support [SW3345]
Implementation Framework
Successful resource allocation and management requires attention to several key elements:
Strategic Planning
Essential planning components include: - Needs assessment and prioritizationResource mapping and allocation - Implementation timeline development - Outcome measurement systems
Coordination Mechanisms
Effective coordination requires: - Regular stakeholder communication - Resource sharing agreements - Data collection and analysis - Feedback and adjustment processes
Performance Metrics
Key success indicators should include: - Resource utilization rates - Program effectiveness measures - Return on investment calculations - Impact assessment metrics- Educational quality indicators (e.g., NCLEX pass rates)
Recommendations
Based on analysis of regional evidence, the following resource recommendations emerge:
1. Establish Sustainable Funding Mechanisms
– Develop diverse funding sources
– Create partnership-based funding models
– Implement sustainable allocation systems
– Monitor and adjust funding strategies
2. Enhance Infrastructure Development
– Expand simulation and training facilities
– Implement technology integration initiatives
– Develop shared resource systems
– Create sustainable support structures
3. Optimize Resource Allocation
– Implement data-driven allocation models
– Develop flexible resource sharing systems
– Create efficient distribution mechanisms
– Monitor and adjust allocation strategies
4. Strengthen Support Systems
– Establish comprehensive support networks
– Implement technology-enabled support
– Develop professional development resources
– Create sustainable support structures
5. Target Resources Based on Performance
– Direct resources toward high-performing programs
– Create incentives for quality improvement
– Develop transparent accountability mechanisms
– Support accreditation efforts and quality enhancement
Implementation considerations should include: - Regional variations in needs and capabilities - Sustainability of resources and programs - Measurable outcomes and metrics - Regular evaluation and adjustment
The analysis reveals that while regions face common resource challenges, successful solutions must be adapted to local contexts while maintaining consistency with statewide standards and goals. Implementation should focus on creating sustainable systems that can evolve with changing workforce needs while maximizing the impact of available resources.
Statewide Implementation Framework
The implementation of Florida’s nursing workforce initiatives requires a coordinated, multi-level approach that balances statewide consistency with regional flexibility. Analysis of regional evidence reveals successful implementation strategies that can be scaled and adapted across the state while maintaining responsiveness to local needs. This framework outlines the essential components for successful implementation, beginning with governance structures and proceeding through specific initiatives.
Statewide Nursing Workforce Council
The establishment of a Statewide Nursing Workforce Council emerges as a critical first step in coordinating Florida’s nursing workforce development efforts. Regional evidence indicates that fragmented approaches reduce effectiveness and create unnecessary competition for resources.
Council Structure and Composition
The Council should include diverse representation while maintaining operational efficiency. Based on successful regional collaborations, recommended membership includes:
Executive Committee: - Chair (rotating between regions annually) - Vice Chair (chairelect from different region) - Executive Director (permanent position) - Regional Representatives (one from each of eight regions) - Ex-officio members from key state agencies
Advisory Members: - Health care system leadership - Academic institution representatives - Professional association delegates - Workforce development expertsPolicy and legislative liaisons
This structure reflects successful regional models, such as the West Central region’s quarterly leadership meetings between deans and CNOs [WC-0248], scaled to the state level.
Core Functions
The Council’s primary responsibilities should encompass:
Strategic Planning and Coordination: - Developing and updating statewide workforce strategy - Coordinating regional implementation efforts - Monitoring progress and outcomes - Adjusting strategies based on evidence
Resource Allocation: - Recommending funding priorities - Coordinating resource distribution - Monitoring resource utilization - Evaluating program effectiveness
Evidence from the South region demonstrates the importance of coordinated leadership in implementing workforce initiatives [S-4232], while the East Central region’s experience highlights the value of regular stakeholder coordination [EC-0043].
Regional Action Plans
Regional Action Plans serve as the operational bridge between statewide strategy and local implementation. Evidence from successful regional initiatives informs the development of a standardized yet flexible planning framework.
Plan Development Process
The development of Regional Action Plans should follow a structured process:
Assessment Phase: - Analysis of regional workforce data - Stakeholder input gatheringResource inventory - Gap analysis
Planning Phase: - Goal setting and prioritization - Strategy development - Resource allocation planning - Timeline establishment
This process reflects successful approaches from regions like North Central, where datadriven decision-making guides implementation [NC-1036].
Core Components
Each Regional Action Plan must address key areas while maintaining flexibility for local adaptation:
Workforce Development: - Educational capacity building - Faculty recruitment and retention - Clinical training expansion - Professional development programs
Partnership Development: - Academic-practice collaborations - Community engagement initiatives - Resource sharing agreements - Joint program development
Resource Allocation: - Funding mechanisms - Infrastructure development - Support system creation - Technology integration
Quality Enhancement: - Program accreditation support - Performance-based resource distribution - Consumer education about program quality - Transparency in outcome reporting
The Southwest region’s experience demonstrates the importance of comprehensive planning that addresses both immediate needs and long-term sustainability [SW-3376], while the South region’s targeted resource allocation approach [S-3931] provides a model for performance-based implementation.
Educational Capacity Initiatives
Educational capacity expansion requires coordinated effort across multiple dimensions, informed by successful regional innovations and evidence-based practices.
Faculty Development and Support
Comprehensive faculty development programs should include:
Recruitment Initiatives: - Competitive salary structures based on South region’s health care system funding model [S-3912] - Joint appointment opportunities following West Central region’s approach [WC-0223] - Career advancement pathways modeled on East Central region’s framework [EC-0785]
Retention Programs: - Professional development support - Research and innovation funding - Mentorship opportunities - Work-life balance initiatives
Program Expansion
Strategic program expansion should follow evidence-based models:
Capacity Enhancement: - Physical infrastructure development - Technology integrationClinical placement expansion - Support service development
The East Central region’s experience with program expansion while maintaining quality standards provides valuable guidance [EC-0457] as does the South region’s emphasis on program quality and accreditation [S-3767, S-3904].
Policy and Advocacy Agenda
Implementation of workforce initiatives requires supportive policy framework and coordinated advocacy efforts across regions.
Policy Development
Policy initiatives should address key workforce development needs:
Regulatory Framework: - Educational program expansion requirements - Clinical training standards and flexibility - Workforce mobility and license reciprocityTechnology integration guidelines - Quality assurance mechanisms
The Southeast region’s experience with program quality standards [SE-2766] and the South region’s emphasis on accreditation [S-3900] provide valuable policy guidance
Funding Mechanisms: - Program development and expansion funding - Faculty recruitment and retention support - Student assistance and scholarship programsInfrastructure development resources - Performance-based allocation systems
Monitoring and Evaluation
Implementation requires comprehensive monitoring and evaluation systems to ensure effectiveness and guide adjustments.
Evaluation Framework
Development of evaluation systems should follow evidence-based approaches:
The West Central region’s data-driven evaluation approach [WC-0291] and the North Central region’s outcome tracking system [NC-1036] and the South region’s focus on quality metrics [S-3799, S-3804] provide models for comprehensive evaluation
Continuous Improvement
Implementation of improvement processes should include:
Action Planning: - Improvement initiative development - Resource allocation for adjustments - Implementation timeline creation - Progress monitoring systems
Implementation Timeline
The implementation of these initiatives should follow a structured timeline:
Phase 1 (Months 1-6): - Establish Statewide Nursing Workforce Council - Develop regional action plan templates - Initialize faculty development programs - Begin pipeline development
Phase 3 (Months 13-24): - Scale successful programs - Evaluate initial outcomesAdjust strategies as needed - Enhance support systems
Success requires sustained commitment, regular evaluation, and flexible adaptation to changing needs while maintaining focus on long-term workforce development goals.
The expansion of Florida’s nursing education capacity emerges as a critical priority for addressing workforce needs. Analysis of regional evidence demonstrates that while recent state investments have yielded positive results, sustained and strategic expansion efforts are necessary to meet projected workforce demands. This section outlines comprehensive recommendations for expanding educational capacity while maintaining program quality and ensuring graduate readiness for practice.
Strategic Priorities
The expansion of nursing education capacity must address multiple interconnected priorities identified through regional analysis. Evidence from the Southeast region demonstrates that despite strong student interest and adequate facilities, faculty shortages continue to limit program enrollment [WC5001]. Similarly, the East Central region’s experience with 86 pre-licensure programs highlights the need for coordinated expansion that maintains educational quality [EC-0457], while the South region’s experience with varying program quality emphasizes the importance of accreditation and quality assurance [S-3767, S-3900].
Faculty Development and Retention
Immediate Actions (0-6 months): Implementation of comprehensive faculty development initiatives should begin with establishing sustainable funding mechanisms for competitive faculty compensation. The South region’s model of health care system investment in faculty positions [S-3912] provides a framework for immediate action. Key steps include:
Compensation Enhancement: - Implement competitive salary structures aligned with clinical practice compensation - Develop performance-based incentive programs - Establish recognition and reward systems - Create retention bonus structures
Professional Development: - Launch faculty mentorship programs - Establish research support mechanisms - Create teaching excellence initiatives - Implement technology integration training
Long-term Strategies (6-24 months): Sustained faculty development requires systematic approaches to career advancement and support. The West Central region’s experience with joint appointments [WC-0223] demonstrates the effectiveness of innovative staffing models. Long-term initiatives should include:
Career Advancement: - Develop clear promotion pathways - Establish leadership development programs - Create specialized teaching tracks - Implement succession planning systems
Support Systems: - Build comprehensive mentoring networks - Establish research collaboratives - Create teaching innovation centers - Develop technology support infrastructure
Program Quality Enhancement
Immediate Actions (0-6 months): Program quality enhancement must begin with assessment and support for accreditation efforts. The South region’s experience with accreditation disparities [S-3767] and the Southeast region’s focus on quality control [SE-2766] provide guidance for immediate action:
Quality Assessment: - Evaluate program accreditation status - Identify barriers to accreditation - Develop support plans for at-risk programs - Implement quality improvement initiatives
Long-term Strategies (6-24 months): Sustained quality enhancement requires comprehensive planning and investment. The South region’s approach to performancebased resource allocation [S-3931] offers a model for long-term development:
Quality Infrastructure: - Support accreditation achievement - Develop quality monitoring systems - Create resource-sharing for quality improvement - Establish consumer education initiatives
Performance-Based Allocation: - Direct resources toward high-performing programs - Create incentives for quality improvement - Develop transparent accountability mechanisms - Establish outcome-based evaluation systems
Infrastructure Expansion
Immediate Actions (0-6 months): Physical infrastructure expansion must begin with assessment and optimization of existing resources. The Southwest region’s success with simulation centers [SW-3032] provides guidance for immediate infrastructure development:
Long-term Strategies (6-24 months): Sustained infrastructure development requires comprehensive planning and investment. The East Central region’s strategic expansion [EC-0747] offers a model for long-term development:
Facility Development: - Construct new teaching spaces - Expand simulation centers - Create technology-enhanced classrooms - Develop student support facilities
Technology Enhancement: - Implement advanced simulation systems - Develop virtual learning environments - Create integrated clinical training platformsEstablish data management systems
Implementation Requirements
Successful expansion of nursing education capacity requires careful attention to implementation requirements across multiple dimensions.
Resource Requirements
Financial Resources: - Faculty compensation enhancement funding - Infrastructure development investment - Technology integration support - Program expansion resources - Quality improvement funding
Human Resources: - Additional faculty positions - Support staff expansion - Clinical preceptor development - Technology support personnel - Quality assurance specialists
Infrastructure Resources: - Physical space expansion - Technology system development - Simulation center creation - Support facility enhancement - Quality monitoring systems
Performance Metrics
Program Expansion: - Enrollment capacity increases - Faculty recruitment and retention rates - Infrastructure utilization metrics - Clinical placement availability
Success in expanding nursing education capacity requires sustained commitment to implementation, regular assessment of outcomes, and flexible adaptation to changing needs while maintaining focus on long-term workforce development goals. Evidence from regional successes demonstrates that strategic expansion with attention to quality and sustainability can effectively address Florida’s nursing workforce needs.
Recommendation: Implementing Retention Programs
The implementation of comprehensive retention programs emerges as a critical priority for stabilizing Florida’s nursing workforce. Analysis of regional evidence demonstrates alarming burnout rates and turnover patterns that require immediate intervention. The West Central region reports burnout increases from 11% pre-COVID to 91% in 2023 [WC0281], while the South region describes widespread psychological impact affecting workforce stability [WC5052]. This section outlines systematic recommendations for
implementing retention programs that address both immediate needs and long-term workforce sustainability.
Professional Development and Career Advancement
The establishment of comprehensive professional development systems represents a foundational element of effective retention programming. Evidence from successful regional initiatives provides clear guidance for implementation.
Career Pathway Development
Immediate Actions (0-6 months): Implementation should begin with establishing clear career advancement pathways. The South region’s success with frontline leadership development programs [S-4195] provides a framework for immediate action:
Career Ladder Implementation: The development of structured career advancement opportunities should include establishment of: - Clinical advancement pathways with defined competency requirements - Leadership development tracks for emerging nurse leaders - Specialty certification support programs - Advanced practice transition programs
Professional Recognition: Systems for acknowledging and rewarding professional growth must incorporate: - Clinical excellence recognition programs - Specialty certification incentives - Professional achievement awards - Innovation and research recognition
Long-term Strategies (6-24 months): Sustained professional development requires systematic approaches to career support. The East Central region’s comprehensive development framework [EC-0785] demonstrates effective long-term strategy:
Advanced Role Development: Programs should create pathways for advancement into: - Clinical specialist positions - Education and faculty roles - Research and innovation leadership - Administrative and executive positions
Support System Enhancement: Long-term success requires development of:Mentorship networks - Professional guidance systems - Resource librariesCollaboration platforms
Well-being and Support Programs
The implementation of comprehensive well-being initiatives represents an essential component of retention strategy. Regional evidence demonstrates the critical importance of systematic support programs.
Mental Health and Wellness
Immediate Actions (0-6 months): Implementation should begin with establishing immediate support systems. The West Central region’s office of well-being [WC-0168] provides a model for immediate implementation:
Support Service Development: Programs must include readily accessible:Counseling services - Stress management resources - Crisis intervention systemsPeer support networks
Wellness Program Implementation: Initial programs should establish: - Work-life balance initiatives - Stress reduction programs - Physical wellness supportMental health resources
Long-term Strategies (6-24 months): Sustained well-being support requires comprehensive program development. The South region’s mental health support framework [S-3357] offers guidance for long-term implementation:
Cultural Transformation: Programs should focus on developing: - Healthy work environments - Supportive leadership practices - Positive team dynamicsProfessional respect initiatives
Preventive Programs: Long-term strategies must include: - Burnout prevention systems - Resilience building programs - Workplace violence prevention - Stress management training
Leadership Development
The implementation of comprehensive leadership development programs represents a crucial component of retention strategy. Regional evidence demonstrates the importance of structured leadership development.
Succession Planning and Leadership Exploration
Immediate Actions (0-6 months): Implementation should begin with establishing leadership identification and development systems. The South region’s LENS (Leadership Exploration Nurse Shadowing) program [S-4200, S-4201] provides guidance for immediate action:
Leadership Identification: Programs must address: - Potential leader identification - Leadership interest cultivation - Early leadership experiencesMentorship matching
Leadership Exploration: Initial programs should include: - Shadowing opportunities - Leadership exposure experiences - Introductory leadership training - Project-based leadership development
Long-term Strategies (6-24 months): Sustained leadership development requires systematic approaches. The South region’s succession planning initiatives [S-4191] offer guidance for long-term implementation:
Formal Development Programs: Initiatives should establish: - Comprehensive leadership academies - Progressive leadership development pathwaysSpecialized leadership training programs - Executive development opportunities
Succession Planning: Long-term strategies must include: - Formal succession planning systems - Leadership transition support - Emerging leader mentoring programs - Leadership continuity planning
Implementation Framework
Successful retention program implementation requires careful attention to several key elements:
Resource Requirements
Financial Resources: Implementation requires investment in: - Compensation enhancement - Program development - Infrastructure improvement - Support system creation - Leadership development initiatives - Professional development funding
Human Resources: Programs require staffing for: - Program coordination - Professional development - Mental health support - Administrative support - Leadership trainingMentorship coordination
Infrastructure Resources: Implementation needs include: - Technology systemsPhysical facilities - Support infrastructure - Communication platforms - Training facilities - Professional development spaces
Performance Metrics
Program Effectiveness: Measurement must include: - Turnover rate reductionEmployee satisfaction improvement - Burnout rate decrease - Engagement level increase - Leadership pipeline development - Career advancement rates
Quality Outcomes: Evaluation should track: - Patient care quality - Professional development participation - Career advancement rates - Program utilization metricsLeadership effectiveness - Succession plan implementation
Regional Considerations
Implementation must consider regional variations while maintaining consistent standards:
Urban Settings: Programs must address: - High competition - Cost of living challenges - Complex work environments - Dense health care networks - Cultural diversity requirements - Leadership transition rates
Rural Settings: Implementation must consider: - Resource limitationsGeographic isolation - Staffing challenges - Support access barriers - Leadership development constraints - Professional isolation factors
Timeline and Milestones
Implementation should follow a structured timeline:
Success in implementing retention programs requires sustained commitment to implementation, regular assessment of outcomes, and flexible adaptation to changing needs while maintaining focus on long-term workforce stability. Evidence from regional successes demonstrates that comprehensive retention programs can effectively address Florida’s nursing workforce challenges when implemented systematically with appropriate resources and support.
Recommendation: Enhancing Recruitment Pipelines
The enhancement of nursing recruitment pipelines represents a critical priority for building Florida’s future nursing workforce. Regional evidence demonstrates that while current recruitment efforts show promise, systematic enhancement is necessary to meet projected workforce demands. The Southeast region’s experience with limited program access despite strong student interest [WC5001] and the North Central region’s success with early pipeline development [NC-1077] provide valuable guidance for comprehensive pipeline enhancement.
Early Pipeline Development
The development of robust early recruitment pipelines requires a systematic approach to engaging potential nursing candidates before they enter higher education. Evidence from successful regional initiatives provides clear direction for implementation.
Secondary Education Partnerships
Immediate Actions (0-6 months): Implementation should begin with establishing structured partnerships with secondary education systems. The Northwest region’s successful allied health pathways [NW-2238] provide a framework for immediate action:
Partnership Development: Educational partnerships must include establishment of: - High school health care academies - Early college programs - Career exploration initiatives - Academic preparation support
Program Implementation: Initial programs should establish: - Health care career courses - Clinical exposure opportunities - Mentorship connections - Academic guidance systems
Long-term Strategies (6-24 months): Sustained pipeline development requires comprehensive program expansion. The South region’s partnerships with medical magnet programs [S-4087] demonstrate effective long-term strategy:
Academic Pathway Creation: Programs should develop: - Dual enrollment opportunities - Advanced placement options - Career certification paths - College preparation support
Support System Enhancement: Long-term success requires development of:Academic counseling services - Financial planning support - College transition programs - Career guidance systems
Educational Quality Information
The implementation of comprehensive consumer education initiatives represents an essential component of recruitment strategy. Regional evidence demonstrates the critical importance of providing accurate information about program quality.
Program Quality Transparency
Immediate Actions (0-6 months): Implementation should begin with establishing transparent information systems about program quality. The South region’s emphasis on consumer education [S-3909] provides guidance for immediate implementation:
Information Development: Programs must include: - Accreditation status transparency - NCLEX pass rate publication - Graduate outcome reportingProgram quality indicators
Support Service Implementation: Initial programs should establish: - Pre-nursing advising services - Program selection guidance - Quality indicator explanationsCareer pathway information
Long-term Strategies (6-24 months): Sustained quality transparency requires systematic program development. The Southeast region’s focus on program quality information [SE2800] offers guidance for long-term implementation:
Information System Development: Programs should focus on developing:Comprehensive program comparison resources - Mobile-accessible quality information - Interactive program selection tools - Career outcome visualization systems
Quality Improvement Support: Long-term strategies must include: - Program quality enhancement initiatives - Accreditation achievement support - Consumer education campaigns - School counselor training programs
Diversity and Inclusion Enhancement
The implementation of comprehensive diversity initiatives represents an essential component of recruitment strategy. Regional evidence demonstrates the critical importance of targeted outreach and support.
Cultural Competency Development
Immediate Actions (0-6 months): Implementation should begin with establishing inclusive recruitment systems. The South region’s multilingual recruitment approach [WC5050] provides guidance for immediate implementation:
Outreach Development: Programs must include: - Multicultural recruitment materials - Multilingual information sessions - Community partnership development - Cultural liaison programs
Support Service Implementation: Initial programs should establish: - Cultural support services - Language assistance programs - Community mentorship connections - Inclusive admission processes
Long-term Strategies (6-24 months): Sustained diversity enhancement requires systematic program development. The East Central region’s comprehensive inclusion framework [EC-0498] offers guidance for long-term implementation:
Pipeline Expansion: Programs should focus on developing: - Targeted recruitment campaigns - Community education programs - Partnership enhancementSupport system development
Cultural Integration: Long-term strategies must include: - Cultural competency training - Inclusive environment development - Support service enhancementCommunity engagement programs
Implementation Framework
Successful recruitment pipeline enhancement requires careful attention to several key elements:
Resource Requirements
Financial Resources: Implementation requires investment in: - Program developmentScholarship creation - Infrastructure development - Support system enhancementConsumer education initiatives - Quality information systems
Human Resources: Programs require staffing for: - Program coordination - Outreach development - Support services - Administrative functions - Pre-nursing advisingQuality information management
Infrastructure Resources: Implementation needs include: - Technology systemsPhysical facilities - Communication platforms - Support infrastructure - Information portals - Mobile applications
Performance Metrics
Program Effectiveness: Measurement must include: - Pipeline participation ratesProgram completion metrics - Diversity enhancement - Support service utilizationConsumer information access - Program selection patterns
Quality Outcomes: Evaluation should track: - Student success rates - Program satisfaction - Career entry rates - Long-term retention - Program quality improvementInformed decision-making
Timeline and Milestones
Implementation should follow a structured timeline:
Phase 1 (Months 1-6): - Launch partnership programs - Establish support services - Implement financial aid - Create baseline metrics - Develop quality information resources - Establish pre-nursing advising services
Phase 2 (Months 7-12): - Expand program options - Enhance support systemsDevelop partnerships - Monitor outcomes - Implement information systemsCreate consumer education campaigns
Success in enhancing recruitment pipelines requires sustained commitment to implementation, regular assessment of outcomes, and flexible adaptation to changing needs while maintaining focus on long-term workforce development. Evidence from regional successes demonstrates that comprehensive pipeline enhancement can effectively address Florida’s nursing workforce needs when implemented systematically with appropriate resources and support.
The development of robust academic-practice partnerships represents a foundational element for strengthening Florida’s nursing workforce. Regional evidence demonstrates that strategic partnerships can effectively address multiple workforce challenges simultaneously. The West Central region’s success with quarterly leadership meetings [WC-0248] and the South region’s innovative funding partnerships [S-3912] provide valuable models for comprehensive partnership development.
Partnership Structure and Governance
The establishment of effective partnership structures requires systematic approach to relationship building and governance. Evidence from successful regional initiatives provides clear direction for implementation.
Partnership Development Framework
Immediate Actions (0-6 months): Partnership development should begin with establishing formal governance structures. The East Central region’s coordinated approach [EC-0043] provides a framework for immediate action:
Governance Development: Partnership structures must include establishment of:Joint steering committees with equal representation - Clear decision-making processes - Resource sharing agreements - Communication protocols
Operational Framework: Initial frameworks should establish: - Regular meeting schedules - Project management systems - Performance metrics - Evaluation processes
Long-term Strategies (6-24 months): Sustained partnership development requires systematic enhancement. The Southwest region’s comprehensive partnership model [SW-3709] demonstrates effective long-term strategy:
Relationship Enhancement: Programs should develop: - Strategic planning processes - Innovation incubation systems - Joint program developmentResource optimization strategies
Infrastructure Development: Long-term success requires creation of: - Shared technology platforms - Joint training facilities - Integrated communication systems - Collaborative research infrastructure
Quality Enhancement Partnerships
The development of quality-focused partnerships represents a crucial element of workforce development. Regional evidence demonstrates the importance of collaborative quality improvement initiatives.
Quality Improvement Collaboration
Immediate Actions (0-6 months): Implementation should begin with establishing quality enhancement partnerships. The South region’s focus on high-performing institutions [S3911] provides guidance for immediate action:
Clinical Education Quality: Initial improvements should include: - Clinical placement quality standards - Preceptor development programs - Student preparation enhancement - Transition-to-practice support
Long-term Strategies (6-24 months): Sustained quality enhancement requires systematic development. The Southeast region’s approach to quality control [SE-2766] offers a model for long-term implementation:
Program Enhancement: Initiatives should develop: - Comprehensive quality improvement collaboratives - Joint accreditation support programs - Shared faculty development resources - Collaborative curriculum enhancement
Performance-Based Partnership: Long-term improvements must include:Quality-based resource allocation - Shared outcome accountabilityCollaborative quality monitoring - Joint program evaluation
Resource Integration and Optimization
The implementation of effective resource sharing represents an essential partnership component. Regional evidence demonstrates the importance of systematic resource integration.
Resource Sharing Models
Immediate Actions (0-6 months): Implementation should begin with establishing resource sharing mechanisms. The Northeast region’s joint appointment system [NE1616] provides guidance for immediate implementation:
Faculty Integration: Programs must include: - Joint appointment structuresShared teaching responsibilities - Clinical expertise integration - Professional development collaboration
Long-term Strategies (6-24 months): Sustained resource integration requires comprehensive program development. The West Central region’s resource optimization framework [WC-0223] offers guidance for long-term implementation:
Innovation Development: Programs should focus on: - Joint technology initiatives - Shared research programs - Collaborative innovation projects - Combined funding proposals
Infrastructure Enhancement: Long-term strategies must include: - Shared facility development - Technology system integration - Support service coordinationResearch infrastructure creation
Implementation Framework
Successful partnership development requires careful attention to several key elements: Resource Requirements
Financial Resources: Implementation requires investment in: - Program development funding - Infrastructure creation - Technology integration - Support system development
Success in fostering academic-practice partnerships requires sustained commitment to collaboration, regular assessment of outcomes, and flexible adaptation to changing needs while maintaining focus on long-term workforce development. Evidence from regional successes demonstrates that comprehensive partnerships can effectively address Florida’s nursing workforce needs when implemented systematically with appropriate resources and support.
Northwest Region
NOTE: All sessions were recorded and transcribed verbatim, with each line of transcript assigned a unique region-specific identifier code (e.g., “NW####”) for reference purposes. This coding system ensures transparent citation of evidence throughout the analysis while maintaining participant confidentiality.
Recruitment and Retention Analysis
Recruitment Analysis
Regional Access & Distribution
The Northwest region demonstrates distinctive patterns in nursing education and workforce development, particularly in its rural health care context. Regional data reveals seventeen (17) nursing programs, with a higher proportion of practical nursing programs compared to the statewide average [NW-1934, NW-1937]. As one stakeholder noted, the region doesn’t “mirror the statewide trends for nursing education here in the Northwest, when we’re looking at the proportion of programs” [NW-1935].
A key challenge involves ensuring adequate preparation of qualified faculty candidates. The region faces particular difficulties recruiting faculty due to non-competitive salaries [NW-1929], creating bottlenecks in the educational pipeline despite strong student interest in nursing careers. As one stakeholder emphasized, there “aren’t enough nurses that are qualified with the credentials needed to be able to serve as nursing faculty” [NW-1930].
Potential solutions include developing more flexible program offerings to increase accessibility. The University of West Florida has implemented a BSN weekend program to increase accessibility, offering night and weekend clinicals for students who cannot participate during traditional hours [NW-2219, NW-2220]. As one participant noted, “being able to offer some alternate program options has been successful here at the University of West Florida” [NW-2226], demonstrating how innovative approaches can address both educational access and workforce development needs.
The region would like to see nursing established as a STEM field (efforts are being made at the national level), which could increase funding opportunities and enhance program development [NW-2228, NW-2236]. One stakeholder observed that being “recognized could potentially increase funding opportunities” [NW-2238], highlighting how this designation could help strengthen the pipeline and attract more students to nursing education.
Readiness & Development
The Northwest region emphasizes the importance of comprehensive preparation and support for nursing students. A significant focus is placed on using data and life
experience to guide program improvements [NW-2269]. The region has seen decreasing enrollment trends, with the American Association of Colleges of Nursing reporting the first decline in nursing program applications in 20 years [NW-2125].
Current challenges include ensuring students understand the nursing profession before committing to education programs. Stakeholders note that many students enter programs without clear expectations of the nursing role [NW-2138]. As one educator explained, students often have “no clue what it is until your 1st day of clinical. And you’re like, oh, my word, this is not what I thought it was going to be” [NW-2138].
Potential solutions focus on early exposure programs. One successful initiative involves allowing first and second-year nursing students to experience nursing environments before fully committing to the program [NW-2138]. This approach helps students make informed decisions about their career paths. As one educator suggested, programs could “get our students before they are applying to the program to maybe take an [elective]” [NW-2138] to gain exposure to nursing practice.
Health care organizations are also developing programs to support student preparation. The region emphasizes the importance of exposing students to various health care settings and roles before they enter nursing programs [NW-2168]. This includes programs that provide realistic information about “expectations of the role of nurse to people prior to coming into the nursing program as a recruitment strategy and ultimately a retention strategy” [NW-2168].
Reimagined Pathways
The Northwest region demonstrates innovation in creating diverse pathways into nursing practice. Regional stakeholders emphasize the importance of pipeline opportunities to expose younger students to nursing in a positive way [NW-2505].
Current challenges include the need to increase program accessibility while maintaining quality. The region faces particular challenges in rural areas, where access to educational programs and clinical experiences may be limited [NW-2510, NW-2511]. Geographic isolation creates significant barriers for students trying to access nursing education, with some having to travel considerable distances for clinical placements.
Potential solutions include developing partnerships with K-12 programs and allied health pathways. Many high schools in the region offer allied health programs where students can earn CNA certification before graduation, creating a pathway toward nursing education [NW-2238]. As one stakeholder observed, “a lot of high schools that do have allied health and health academic programs… getting them their CNA before they graduate, so they can then progress towards their nursing courses” [NW-2238].
The region is also working to make nursing education more accessible through innovative program structures. This includes developing asynchronous learning opportunities and flexible clinical schedules to accommodate diverse student needs
[NW-2220]. These approaches help address the unique challenges of the Northwest region’s geography and population distribution.
Retention Analysis
Relational Integration
The Northwest region prioritizes creating supportive professional environments that promote long-term retention. Stakeholders emphasize the importance of addressing burnout and ensuring nurse safety as critical retention factors [NW-2502].
Current challenges include addressing widespread burnout and ensuring adequate staffing levels. Regional data indicates that inadequate staffing has been “a recipe for burnout, because you’re working too hard” [NW-2101]. As one health care leader noted, pre-pandemic staffing shortages have contributed significantly to professional stress, though there now appears to be “light at the end of the tunnel” [NW-2101].
Potential solutions focus on developing comprehensive support systems. Health care organizations are implementing various strategies including employee assistance programs, work-life balance initiatives, and leadership rounding programs [NW-2502, NW-2503]. These approaches recognize that creating supportive professional environments is essential for retention.
The region also acknowledges the necessity of improving mental health support for nurses. Organizations recognize the need for expanded mental health resources and are making these services more accessible to staff [NW-2365]. As one health care leader described, some facilities are making “counselors and psychiatrists and support who are 1st tier rather than second tier as far as your co-pay” [NW-2365], reducing barriers to accessing mental health services.
Rewards & Recognition
The Northwest region recognizes the importance of ensuring compensation aligns with workload and professional responsibilities. Stakeholders emphasize that workload and salary disparities with other professions significantly impact retention [NW-2289].
Current challenges include addressing salary disparities and ensuring compensation reflects the demands of nursing practice. New nurses frequently report that “workload and salary are not comparable to other professions” [NW-2289]. This misalignment between professional demands and compensation creates retention challenges, particularly for early-career nurses.
Potential solutions focus on developing comprehensive compensation packages that better reflect workload demands. Leaders acknowledge the need to ensure that “salary is appropriate for the workload and comparable to other professions” [NW-2509]. This approach recognizes that appropriate compensation is a key factor in professional satisfaction and retention.
Health care organizations need to continue to implement various initiatives to support professional growth and development, recognizing that retention requires both financial and professional satisfaction. This includes leadership development opportunities and clear career advancement pathways [NW-2179].
Role Advancement
The Northwest region emphasizes the importance of professional development and career growth opportunities in nursing, with particular attention to developing the nursing workforce through structured advancement pathways [NW-1790]. Regional discussions highlight nursing as a STEM career, recognizing the scientific and technical foundations that support professional practice and advancement [NW-2236].
Current challenges include creating flexible pathways that accommodate both firstcareer and second-career nurses [NW-2225]. The region recognizes the need to provide clear information about nursing career opportunities to prospective students and their families, ensuring they understand the potential for professional growth and development [NW-2129].
Proposed solutions include implementing comprehensive professional development programs. The region has established dedicated clinical professional development leadership roles to support career advancement [NW-2007], demonstrating commitment to structured professional growth opportunities.
Health care organizations are also emphasizing the long-term career benefits of nursing, highlighting the immediate impact nurses can make early in their careers while maintaining opportunities for continued growth and development [NW-2154]. These initiatives are supported by professional development certification programs and specialized role development [NW-1989], creating clear pathways for advancement within the profession.
Resources and Implementation
Resources
Resource Optimization
The Northwest region demonstrates strategic approaches to resource allocation, with particular emphasis on mental health resources and safety infrastructure. Regional stakeholders recognize the critical need for expanded mental health facilities and support services [NW-2411].
Current challenges include insufficient mental health resources for both patients and health care workers. The region faces particular challenges in providing appropriate care environments for patients with mental health needs, which impacts both patient care and nurse safety [NW-2411]. As one stakeholder observed, there’s a “need for additional mental health psychiatric services for our patient population and having them appropriately cared for in the environment(s) that are appropriate” [NW-2411].
Potential solutions focus on developing comprehensive mental health support systems. Organizations offer employee assistance programs and have begun expanding access to mental health professionals. One innovative approach involves making counselors and psychiatrists more accessible by adjusting co-pay structures and expanding provider networks [NW-2365].
The region is also working to optimize resource allocation through data-driven decision making. Stakeholders emphasize the importance of using both data and life experience to guide improvements [NW-2269]. This balanced approach ensures that resources are directed toward initiatives with the greatest potential impact.
Resilient Environments
The Northwest region prioritizes creating safe and supportive work environments that promote professional well-being. A significant focus is placed on nurse safety and burnout prevention, with stakeholders recognizing these as critical issues requiring immediate attention [NW-2502].
Current challenges include addressing workplace violence and ensuring adequate safety measures. Regional discussions highlight concerns about physical safety, including the need for improved security measures and de-escalation protocols [NW-2324].
Potential solutions include implementing comprehensive safety programs. Organizations are developing multi-faceted approaches that include security infrastructure improvements, de-escalation training programs, safety mentors and support systems [NW-2504], and daily review of safety incident reports [NW-2301]. As one stakeholder described, “our workplace Violence Committee looks at our event reports every single day to see if there has been something that we need to look into” [NW-2301].
Health care facilities are also implementing the RISE program and other support initiatives to address immediate safety concerns while developing long-term solutions [NW-2301]. These programs provide critical support for nurses experiencing workplace safety issues, helping to create more resilient professional environments.
Responsive Implementation
The Northwest region demonstrates commitment to agile and effective program implementation, particularly in areas of professional development and safety enhancement. The region emphasizes the importance of responsive program development based on current needs and experiences [NW-2520].
Current challenges include coordinating implementation efforts across rural areas and ensuring consistent access to resources throughout the region. Stakeholders note particular challenges in providing equitable access to professional development opportunities in rural settings [NW-2442].
Potential solutions focus on developing systematic approaches to program implementation and evaluation. Organizations are implementing structured frameworks
for safety programs, including daily monitoring of events and immediate response protocols [NW-2301]. These approaches help ensure consistent implementation and evaluation of safety initiatives.
The region is also working to improve coordination between different care settings, recognizing that effective implementation requires seamless communication and collaboration across the health care system. This collaborative approach helps maximize the impact of limited resources while ensuring consistent quality across diverse settings.
Implementation Framework
Strategic Priorities
The Northwest region’s implementation framework focuses on three key priorities:
Safety and Well-being Enhancement: - Comprehensive safety programs [NW2502] - Mental health resource expansion [NW-2411] - Burnout prevention initiatives - Support system development
Professional Development: - Leadership training programs - Clinical experience opportunities - Asynchronous learning options - Career advancement pathways
Resource Optimization: - Mental health facility development - Safety infrastructure improvements - Program access enhancement - Rural health care support
Resource Requirements
To support successful implementation, the region requires:
Safety Infrastructure: - Security systems and personnel - De-escalation training resources - Mental health facilities - Support program infrastructure
Professional Development Resources: - Leadership training programs - Clinical education facilities - Technology systems - Rural program support
Operational Support: - Mental health professionals - Safety program coordinators - Implementation teams - Evaluation resources
Performance Metrics
Success will be measured through:
Safety Outcomes: - Incident reduction rates - Program participation levelsSupport service utilization - Staff satisfaction measures
Professional Development: - Program completion rates - Career advancement metrics - Rural program access improvement - Leadership development outcomes
Quality Indicators: - Patient care metrics - Staff retention rates - Program effectiveness measures - Implementation milestone achievement
Regional Impact and Sustainability
Long-term Objectives
The Northwest region aims to achieve:
Safety Excellence: - Comprehensive safety systems - Mental health resource availability - Burnout prevention effectiveness - Support program sustainability
Professional Growth: - Leadership development pathways - Rural program access - Career advancement opportunities - Continuing education support
Resource Optimization: - Mental health facility development - Safety infrastructure enhancement - Program accessibility improvement - Rural health care support
Innovation and Adaptation
The region demonstrates commitment to innovation through:
Safety Programs: - De-escalation training systems [NW-2360] - Security enhancement programs - Support service development - Mental health resource expansion
Professional Development: - Asynchronous learning options [NW-2220] - Rural program initiatives - Leadership training programs - Career advancement pathways
Support Systems: - Mental health resources - Safety infrastructure - Professional development programs - Rural health care initiatives
Conclusion
The Northwest region’s approach to nursing workforce development demonstrates commitment to:
• Creating safe work environments
• Expanding mental health resources
• Enhancing professional development opportunities
• Supporting rural health care needs
• Implementing data-driven improvements
Success depends on: - Sustained safety program development - Mental health resource expansion - Professional development enhancement - Rural program supportContinuous quality improvement
Through coordinated effort and strategic resource allocation, the Northwest region is positioned to address current workforce challenges while building capacity for future
growth. The region’s focus on safety, mental health support, and professional development provides a foundation for sustainable workforce development.
Region Quotes
Recruitment
Subtheme Reference Quote
Regional Access & Distribution
Readiness & Development
[NW-1934] The Northwest region demonstrates distinctive patterns in nursing education and workforce development, particularly in its rural health care context. Regional data reveals 17 nursing programs, with a higher proportion of practical nursing programs compared to the statewide average
[NW-1937] The region faces significant challenges in educational access and program distribution
[NW-2435] One key issue is the need to assess types of programs and increase access to nursing education opportunities, particularly in rural areas
[NW-2219] The University of West Florida has implemented a BSN weekend program to increase accessibility, offering night and weekend clinicals for students who cannot participate during traditional hours
[NW-2220] This innovative approach helps address both educational access and workforce development needs
[NW-2228] The region is also working to establish nursing as a STEM field, which could increase funding opportunities and enhance program development
[NW-2236] This recognition could help strengthen the pipeline and attract more students to nursing education
[NW-2269] A significant focus is placed on using data and life experience to guide program improvements
[NW-2125] The region has seen decreasing enrollment trends, with the American Association of Colleges of Nursing reporting the first decline in nursing program applications in 20 years
[NW-2138] Stakeholders note that many students enter programs without clear expectations of the nursing role
[NW-2138] One successful initiative involves allowing first and second-year students to experience nursing environments before fully committing to the program
Subtheme Reference Quote
[NW-2168] The region emphasizes the importance of exposing students to various health care settings and roles before they enter nursing programs
Reimagined Pathways
[NW-2505] Regional stakeholders emphasize the importance of pipeline opportunities to expose younger students to nursing in a positive way
[NW-2510] The region faces particular challenges in rural areas, where access to educational programs and clinical experiences may be limited
[NW-2511] Current challenges include the need to increase program accessibility while maintaining quality
[NW-2238] Many high schools in the region offer allied health programs where students can earn CNA certification before graduation, creating a pathway toward nursing education
[NW-2220] This includes developing asynchronous learning opportunities and flexible clinical schedules to accommodate diverse student needs
Retention
Subtheme Reference Quote
Relational Integration
Rewards & Recognition
[NW-2502] Stakeholders emphasize the importance of addressing burnout and ensuring nurse safety as critical retention factors
[NW-2101] Regional data indicates that inadequate staffing has been “a recipe for burnout, because you’re working too hard”
[NW-2502] Health care organizations are implementing various strategies including employee assistance programs, worklife balance initiatives, and leadership rounding programs
[NW-2503] The region is also working to improve mental health support for nurses
[NW-2365] Organizations recognize the need for expanded mental health resources and are making these services more accessible to staff
[NW-2289] Stakeholders emphasize that workload and salary comparisons with other professions significantly impact retention
[NW-2289] New nurses frequently report that “workload and salary are not comparable to other professions”
Subtheme Reference Quote
[NW-2509] Potential solutions focus on developing comprehensive compensation packages that better reflect workload demands. The region is working to ensure that “salary is appropriate for the workload and comparable to other professions”
[NW-2179] Health care organizations are also implementing various initiatives to support professional growth and development, recognizing that retention requires both financial and professional satisfaction. This includes leadership development opportunities and clear career advancement pathways
Resources
Subtheme Reference Quote
Resource Optimization
Resilient Environments
[NW-2411] Regional stakeholders recognize the critical need for expanded mental health facilities and support services
[NW-2411] The region faces particular challenges in providing appropriate care environments for patients with mental health needs, which impacts both patient care and nurse safety
[NW-2365] One innovative approach involves making counselors and psychiatrists more accessible by adjusting copay structures and expanding provider networks
[NW-2269] The region is also working to optimize resource allocation through data-driven decision making. Stakeholders emphasize the importance of using both data and life experience to guide improvements
[NW-2502] A significant focus is placed on nurse safety and burnout prevention, with stakeholders recognizing these as critical issues requiring immediate attention
[NW-2324] Regional discussions highlight concerns about physical safety, including the need for improved security measures and de-escalation protocols
[NW-2504] Organizations are developing multi-faceted approaches that include security infrastructure improvements, de-escalation training programs, and safety mentors and support systems
[NW-2301] Health care facilities are also implementing the RISE program and other support initiatives to address
Subtheme Reference Quote
immediate safety concerns while developing longterm solutions
[NW-2301] Daily review of safety incident reports
Responsive Implementation
[NW-2520] The region emphasizes the importance of responsive program development based on current needs and experiences
[NW-2442] Current challenges include coordinating implementation efforts across rural areas and ensuring consistent access to resources throughout the region
[NW-2442] Stakeholders note particular challenges in providing equitable access to professional development opportunities in rural settings
[NW-2301] Organizations are implementing structured frameworks for safety programs, including daily monitoring of events and immediate response protocols
Implementation Framework
Subtheme Reference Quote
Strategic Priorities
[NW-2502] Comprehensive safety programs
[NW-2411] Mental health resource expansion
[NW-2442] Leadership training programs
[NW-2510] Targeted investment in rural programs
[NW-2520] Technology infrastructure development
Resource Requirements
[NW-2360] De-escalation training systems
[NW-2411] Mental health facility development
[NW-2504] Security enhancement programs
Performance Metrics [NW-2301] Program participation levels
[NW-2502] Staff satisfaction measures
Regional Impact and Sustainability
Subtheme Reference Quote
Long-term Objectives [NW-2520] Program accessibility improvement
NOTE: All sessions were recorded and transcribed verbatim, with each line of transcript assigned a unique region-specific identifier code (e.g., “NC####”) for reference purposes. This coding system ensures transparent citation of evidence throughout the analysis while maintaining participant confidentiality.
Recruitment Analysis
Regional Access & Distribution
The North Central region demonstrates distinctive patterns in nursing education and workforce development. Regional data shows higher proportions of LPN programs (48%) compared to the statewide average, with 41% of pre-licensure programs being associate degree programs and 11% bachelor’s programs [NC-0906, NC-0907].
This distribution reflects the region’s unique geographic and economic characteristics. As one stakeholder noted, “looking at the different aspects of our North Central region because it’s so large, looking at the different metropolitan areas compared to the nonmetropolitan areas, we can see that not all things are the same” [NC-0874]. The region encompasses both urban centers like Tallahassee and Gainesville as well as numerous rural communities, creating diverse workforce needs.
Current challenges include ensuring adequate preparation of qualified faculty candidates. The region reports that while enrollment has increased, there are fewer qualified applicants [NC-0898]. Additionally, programs face faculty recruitment challenges due to non-competitive salaries, particularly in public institutions [NC-0912], cost of living in the region, and location.
Potential solutions focus on developing comprehensive academic-practice partnerships. One successful initiative is the summer nurse internship program at Tallahassee Memorial, which provides paid internships and one-on-one partnerships with registered nurses [NC-1043, NC-1044]. This program demonstrates success through higher NCLEX pass rates among participants [NC-1047]. As one stakeholder described, “we bring them in for 8 to 9 weeks over the summer. It is a paid internship… for here in this region we are the only one that has a paid internship” [NC-1044].
The region is also implementing innovative approaches to early pipeline development, including partnerships with K-12 systems. One successful model involves Allied Health programs in high schools where students can begin health care education in their freshman year and potentially earn CNA certification before graduation [NC-1077].
Readiness & Development
The North Central region emphasizes comprehensive preparation for nursing practice, with particular attention to NCLEX success and professional readiness. Regional
programs have implemented specific resources and support systems for NCLEX preparation, including dedicated NCLEX coaches [NC-1055, NC-1056].
A significant challenge involves ensuring students are adequately prepared for both academic and professional success. Stakeholders note that many students arrive unprepared for the college experience, particularly first-generation college students who may struggle with navigating financial aid, student services, and study habits [NC1082]. As one educator observed, “many students get to college, and they’re not ready for the college experience. Whether that’s because they’re 1st generation college student and they don’t know how to navigate” [NC-1082].
Potential solutions include developing structured summer programs that provide additional support and preparation [NC-1081]. The region has also implemented targeted initiatives like having NCLEX coaches available to graduate nurses preparing for licensure examination [NC-1055].
Health care organizations are creating innovative programs to support student development. For example, Tallahassee Memorial’s nurse extern program allows students to work in PCA roles throughout the year while maintaining their nurse extern status [NC-1053, NC-1054]. These programs provide valuable clinical experience while offering financial support to students.
Regional support also includes attention to NCLEX preparation, particularly important given Florida’s performance challenges. While the North Central region’s NCLEX-RN pass rate of 86.89% exceeds the state average, it still falls below the national benchmark [NC-0928]. The region’s ADN programs outperform the state average but remain below national performance levels [NC-0934]. Stakeholders emphasize the importance of focused preparation strategies to continue improving these outcomes.
Reimagined Pathways
The North Central region demonstrates innovation in creating diverse pathways into nursing practice. The region has developed several unique programs that combine education with practical experience, including partnerships between technical colleges and health care facilities [NC-1299].
Current challenges include retaining graduates in the region, as many students return to their home communities after completion [NC-1147]. As one health care leader noted, “they want to go back home. They want to go back to their communities, so to keep them here is really difficult” [NC-1147]. The region also faces the need to create clearer pathways for career advancement and specialization.
Potential solutions include developing scholarship and commitment programs. Health care organizations like HCA and Tallahassee Memorial offer scholarship programs with work commitments, leveraging matching funds through the LINE program [NC-1147]. These initiatives create both financial support and pathways to employment.
The region is also working to create more visible career pathways through career fairs and positive promotion of nursing opportunities [NC-1060, NC-1062]. One stakeholder suggested that “together we all worked… and had a once-a-year career fair to help educate the community on all of the different roles” across various practice settings including “public, private, long-term care, acute care” [NC-1062]. These collaborative approaches help showcase diverse nursing career options while building stronger connections between education and practice.
Retention Analysis
Relational Integration
The North Central region prioritizes relationship building and professional support as key retention strategies. Stakeholders emphasize the importance of mentorship programs for both current and future nurses, recognizing that relationships are fundamental to professional satisfaction [NC-1165].
Current challenges include addressing burnout and maintaining professional engagement. The region recognizes that strong relationships and support systems are crucial for preventing burnout and maintaining workforce stability [NC-1188]. As one stakeholder noted, “I didn’t provide data to support the need for nursing happiness for joy and work. But there is plenty of data… nurses are tired and experiencing burnout” [NC-1015].
Potential solutions focus on developing comprehensive mentorship programs that match nurses at various career stages, including returning to the bedside after an absence. One innovative approach involves pairing nurses of different ages and experience levels, creating opportunities for both professional and community connection [NC-1166]. As one stakeholder suggested, “it could be a 60-year-old nurse with a 20-year-old nurse, but it could be a 25-year-old nurse with a 20-year-old nurse” to provide support and guidance [NC-1166].
The region is also implementing lifestyle medicine concepts into nursing practice, recognizing the importance of well-being and relationships in preventing burnout [NC1188, NC-1190]. This innovative approach integrates evidence-based well-being practices into nursing education and practice. As one stakeholder explained, “lifestyle medicine is a new subspecialty that looks at… the root of what we are all about” and can address both recruitment and retention by focusing on relationship building [NC-1188].
Rewards & Recognition
The North Central region emphasizes the importance of comprehensive support systems and recognition for nursing professionals. Health care organizations are developing structured programs to support nurse well-being and professional development [NC1264].
Current challenges include ensuring adequate support for nurses throughout their careers. The region recognizes that retention requires attention to both professional development and personal well-being [NC-1300]. One stakeholder emphasized the importance of leadership responsiveness, noting that “when leaders listen and we take the time to say: What is it that’s making it so tough? Or what is it that you need” it significantly impacts retention [NC-1033].
Potential solutions include developing well-being initiatives based on positive psychology frameworks [NC-1265]. Organizations are implementing programs that address both professional and personal needs, recognizing that retention requires comprehensive support.
The region is also focusing on creating clear pathways for advancement and recognition. Health care facilities are developing programs that support continuing education and professional development while providing opportunities for leadership roles [NC-1193]. These structured approaches help nurses visualize long-term career opportunities within their organizations.
Role Advancement
The North Central region emphasizes the importance of creating diverse career advancement pathways while supporting nurses at all stages of professional development. Regional discussions highlight the multiple avenues available for career progression, with particular attention to supporting transitions between different nursing roles [NC-0908].
Current challenges include balancing advancement opportunities with workforce stability, particularly in managing the transition of LPNs to RN roles while maintaining adequate LPN staffing levels [NC-1068]. The region recognizes the complexity of balancing supply and demand across different nursing roles while supporting individual career growth.
Proposed solutions include developing comprehensive career coaching and mentorship programs. The region is implementing various initiatives to showcase career opportunities and support professional advancement, including career fairs that highlight diverse roles across public, private, long-term care, and acute care settings [NC-1062]. These efforts aim to educate both current nurses and potential candidates about available advancement opportunities.
Health care organizations are also implementing various support mechanisms, including mentorship programs for both future and current nurses [NC-1300]. The region emphasizes that nursing careers can advance “as far as they want to go” [NC-0997], supported by programs that help nurses understand and access different career pathways while maintaining work-life balance [NC-1290].
Resources and Implementation
Resource Optimization
The North Central region demonstrates strategic approaches to resource utilization, with particular emphasis on academic-practice partnerships and collaborative initiatives. The region has developed innovative programs that maximize available resources through partnerships between educational institutions and health care facilities [NC-0961].
Current challenges include ensuring effective distribution and utilization of resources across the region’s diverse settings. The region faces particular challenges in coordinating resources between urban and rural areas while maintaining quality standards in all locations.
Potential solutions focus on developing structured partnerships between academic institutions and health care facilities. One successful model involves matching grant processes where “nursing education programs can find a partner in practice setting, in industry setting, and put forth a proposal on how the partnership will produce and support more nurses” [NC-1012].
The region is also implementing innovative approaches to resource sharing, including joint appointment programs and shared clinical resources that benefit both educational institutions and health care facilities [NC-1299]. These collaborative approaches help maximize the impact of available resources while supporting both education and practice.
Resilient Environments
The North Central region prioritizes creating sustainable and supportive environments that promote professional growth and well-being. A significant innovation involves incorporating lifestyle medicine into nursing education and practice environments [NC1188].
Current challenges include addressing burnout and maintaining positive work environments. The region recognizes that traditional approaches to professional support may need enhancement to meet current workforce needs [NC-1015].
Potential solutions include developing comprehensive well-being initiatives based on lifestyle medicine principles. It was suggested the region consider the integration of lifestyle medicine into curricula, recognizing its potential impact on both nurse wellbeing and retention [NC-1255]. As one stakeholder explained, lifestyle medicine is “a prescriptive therapeutic modality… [that] would be helpful for retention” [NC-1255].
Health care organizations are also implementing structured support systems that address both professional and personal needs. This includes developing “departments of happiness” and utilizing evidence-based approaches to promote well-being [NC-1301].
Responsive Implementation
The North Central region demonstrates commitment to agile and effective program implementation, particularly in areas of professional development and support. The region emphasizes the importance of data-driven decision-making in program development and implementation [NC-1036].
Current challenges include coordinating implementation efforts across diverse settings and ensuring consistent quality in program delivery. The region faces particular challenges in maintaining program effectiveness across urban and rural locations.
Potential solutions focus on developing systematic approaches to program implementation and evaluation. Organizations are implementing structured frameworks for program development, including regular assessment of outcomes and adjustment of strategies based on data [NC-1301].
The region is also working to improve coordination between different care settings and specialties, recognizing that effective implementation requires seamless communication and collaboration across the health care system.
Implementation Framework
Strategic Priorities
The North Central region’s implementation framework focuses on three key priorities:
Academic-Practice Integration: - Structured partnership programs [NC-0961]Resource sharing initiatives - Joint appointment opportunities - Collaborative program development
Professional Development and Support: - Comprehensive mentorship programs [NC-1165] - Well-being initiatives [NC-1264] - Career advancement pathwaysLeadership development opportunities
Innovation and Advancement: - Lifestyle medicine integration [NC-1255]Technology enhancement - Program development - Quality improvement initiatives
Resource Requirements
To support successful implementation, the region requires:
Infrastructure Development: - Educational facilities - Clinical training resourcesTechnology systems - Professional development spaces
Program Support: - Mentorship coordination - Well-being initiativesProfessional development resources - Academic-practice partnerships
Operational Resources: - Program coordination staff - Implementation teamsEvaluation resources - Technology support
Performance Metrics
Progress will be measured through:
Educational Outcomes: - NCLEX pass rates - Program completion ratesGraduate employment rates - Professional advancement metrics
Professional Development: - Mentorship program participation - Career advancement rates - Leadership development outcomes - Well-being initiative impact
Professional Growth: - Comprehensive support systems - Clear advancement pathways - Leadership development - Well-being enhancement
Community Integration: - Strong regional partnerships - Public awarenessResource optimization - Sustainable programs
Innovation Initiatives
The region demonstrates commitment to innovation through:
Educational Models: - Lifestyle medicine integration [NC-1255] - Partnership programs [NC-0961] - Technology enhancement - Professional development pathways
Support Systems: - Well-being initiatives [NC-1264] - Mentorship programs [NC1165] - Career development resources - Professional advancement opportunities
The North Central region’s approach to nursing workforce development demonstrates commitment to innovation and sustainability through: - Strong academic-practice partnerships - Comprehensive well-being initiatives - Effective professional development programs - Data-driven implementation strategies - Collaborative resource utilization
Success depends on continued focus on: - Partnership development and maintenanceWell-being program implementation - Professional support enhancement - Resource optimization - Quality assurance measures
Through coordinated effort and strategic resource allocation, the North Central region is positioned to address current workforce challenges while building capacity for future growth. The region’s focus on academic-practice partnerships, well-being initiatives, and professional development provides a foundation for sustainable workforce development.
Region Quotes
Recruitment
Subtheme Reference Quote
Regional Access & Distribution
[NC-0898] The region reports that while enrollment has increased, there are fewer qualified applicants
[NC-0906] Regional data shows higher proportions of LPN programs (48%) compared to the statewide average
[NC-0907] 41% of pre-licensure programs being associate degree programs and 11% bachelor’s programs
[NC-0874] “looking at the different aspects of our North Central region because it’s so large, looking at the different metropolitan areas compared to the non-metropolitan areas, we can see that not all things are the same”
[NC-1047] This program demonstrates success through higher NCLEX pass rates among participants
[NC-1077] One successful model involves Allied Health programs in high schools where students can begin health care education in their freshman year and potentially earn CNA certification before graduation
Readiness & Development
[NC-1082] Stakeholders note that many students arrive unprepared for the college experience, particularly first-generation college students who may struggle with navigating financial aid, student services, and study habits
[NC-1082] “many students get to college, and they’re not ready for the college experience. Whether that’s because they’re 1st generation college student and they don’t know how to navigate”
[NC-1081] Potential solutions include developing structured summer programs that provide additional support and preparation
Subtheme Reference Quote
[NC-1055] Regional programs have implemented specific resources and support systems for NCLEX preparation, including dedicated NCLEX coaches
[NC-1056] The region has also implemented targeted initiatives like having NCLEX coaches available to graduate nurses preparing for licensure examination
[NC-1053] Tallahassee Memorial’s nurse extern program allows students to work in PCA roles throughout the year while maintaining their nurse extern status
[NC-1054] Health care organizations are creating innovative programs to support student development
Reimagined Pathways
[NC-1299] The region has developed several unique programs that combine education with practical experience, including partnerships between technical colleges and health care facilities
[NC-1147] Current challenges include retaining graduates in the region, as many students return to their home communities after completion
[NC-1147] “they want to go back home. They want to go back to their communities, so to keep them here is really difficult”
[NC-1147] Health care organizations like HCA and Tallahassee Memorial offer scholarship programs with work commitments, leveraging matching funds through the LINE program
[NC-1060] The region is also working to create more visible career pathways through career fairs and positive promotion of nursing opportunities
[NC-1062] “together we all worked… and had a once a year career fair to help educate the community on all of the different roles”
[NC-1062] Stakeholders emphasize the importance of showcasing diverse career options within the profession
[NC-1043] One successful initiative is the summer nurse internship program at Tallahassee Memorial, which provides paid internships and one-on-one partnerships with registered nurses
[NC-1044] “we bring them in for 8 to 9 weeks over the summer. It is a paid internship… for here in this region we are the only one that has a paid internship”
Subtheme Reference Quote
[NC-1012] One successful model involves matching grant processes where “nursing education programs can find a partner in practice setting in industry setting and put forth a proposal on how the partnership will produce and support more nurses”
Retention
Subtheme Reference Quote
Relational Integration
Rewards & Recognition
[NC-1165] Stakeholders emphasize the importance of mentorship programs for both current and future nurses, recognizing that relationships are fundamental to professional satisfaction
[NC-1188] The region recognizes that strong relationships and support systems are crucial for preventing burnout and maintaining workforce stability
[NC-1166] “it could be a 60 year old nurse with a 20 year old nurse, but it could be a 25 year old nurse with a 20 year old nurse”
[NC-1188] “lifestyle medicine is a new subspecialty that looks at… the root of what we are all about”
[NC-1190] These innovative approaches help address both immediate and long-term retention needs
[NC-1015] “I didn’t provide data to support the need for nursing happiness for joy and work. But there is plenty of data… nurses are tired and experiencing burnout”
[NC-1264] Health care organizations are developing structured programs to support nurse well-being and professional development
[NC-1300] The region recognizes that retention requires attention to both professional development and personal well-being
[NC-1265] Potential solutions include developing well-being initiatives based on positive psychology frameworks
[NC-1193] Health care facilities are developing programs that support continuing education and professional development while providing opportunities for leadership roles
[NC-1033] “when leaders listen and we take the time to say, What is it that’s making it so tough? Or what is it that you need”
Subtheme Reference Quote
Role Advancement
[NC-0908] Regional discussions highlight the multiple avenues available for career progression, with particular attention to supporting transitions between different nursing roles
[NC-1068] Current challenges include balancing advancement opportunities with workforce stability, particularly in managing the transition of LPNs to RN roles while maintaining adequate LPN staffing levels
[NC-1062] Career fairs that highlight diverse roles across public, private, long-term care, and acute care settings
[NC-1300] Mentorship programs for both future and current nurses
[NC-0997] The region emphasizes that nursing careers can advance “as far as they want to go”
[NC-1290] Programs help nurses understand and access different career pathways while maintaining work-life balance
Resources
Subtheme Reference Quote
Resource Optimization
Resilient Environments
[NC-0961] The region has developed innovative programs that maximize available resources through partnerships between educational institutions and health care facilities
[NC-1012] One successful model involves matching grant processes where “nursing education programs can find a partner in practice setting in industry setting and put forth a proposal on how the partnership will produce and support more nurses”
[NC-1299] The region is also implementing innovative approaches to resource sharing, including joint appointment programs and shared clinical resources that benefit both educational institutions and health care facilities
[NC-1188] A significant innovation involves incorporating lifestyle medicine into nursing education and practice environments
[NC-1015] The region recognizes that traditional approaches to professional support may need enhancement to meet current workforce needs
[NC-1255] The region is exploring the integration of lifestyle medicine into curricula, recognizing its potential impact on both nurse well-being and retention
Subtheme Reference Quote
[NC-1255] Lifestyle medicine is “a prescriptive therapeutic modality… [that] would be helpful for retention”
[NC-1301] Health care organizations are also implementing structured support systems that address both professional and personal needs
Responsive Implementation
[NC-1036] The region emphasizes the importance of data-driven decision-making in program development and implementation
[NC-1301] Organizations are implementing structured frameworks for program development, including regular assessment of outcomes and adjustment of strategies based on data
Implementation Framework
Subtheme Reference Quote
Academic-Practice Integration
[NC-0961] Structured partnership programs
[NC-1012] Resource sharing initiatives
[NC-1299] Joint appointment opportunities
[NC-1043] Collaborative program development
Professional Development and Support [NC-1165] Comprehensive mentorship programs
[NC-1264] Well-being initiatives
[NC-1193] Career advancement pathways
[NC-1301] Leadership development opportunities
Innovation and Advancement
Resource Requirements
[NC-1255] Lifestyle medicine integration
[NC-1072] Technology enhancement
[NC-1036] Program development
[NC-1301] Quality improvement initiatives
Subtheme Reference Quote
Infrastructure Development
[NC-1072] Telehealth infrastructure
[NC-1081] Distance learning platforms
[NC-1055] Clinical simulation technology
Program Support
[NC-1165] Mentorship coordination
[NC-1264] Well-being initiatives
[NC-4208] Professional development resources
Subtheme
Operational Resources
Performance Metrics
Reference Quote
[NC-0961] Academic-practice partnerships
[NC-1036] Program coordination staff
[NC-1301] Implementation teams
[NC-1036] Evaluation resources
[NC-1072] Technology support
Subtheme Reference Quote
Educational Outcomes
[NC-1047]
[NC-1053]
[NC-1147]
Professional Development
NCLEX pass rates
Program completion rates
Graduate employment rates
[NC-4208] Professional advancement metrics
[NC-1165]
[NC-1193]
[NC-4209]
Quality Indicators
Mentorship program participation
Career advancement rates
Leadership development outcomes
[NC-1264] Well-being initiative impact
[NC-1036]
Program effectiveness measures
[NC-0961] Partnership outcomes
[NC-1301] Implementation milestones
[NC-1015] Satisfaction metrics
Northeast Region
NOTE: All sessions were recorded and transcribed verbatim, with each line of transcript assigned a unique region-specific identifier code (e.g., “NE####”) for reference purposes. This coding system ensures transparent citation of evidence throughout the analysis while maintaining participant confidentiality.
Recruitment and Retention Analysis
Recruitment Analysis
Regional Access & Distribution
The Northeast region presents a distinct profile in nurse workforce development, with particular strengths in educational outcomes despite ongoing compensation challenges. Regional data reveal that the Northeast region’s NCLEX pass rates exceed both state and national averages across ADN and PN programs [NE-1454], with ADN programs performing particularly well – achieving pass rates higher than the national average [NE-1455] and BSN rates exceeding state averages. This educational success creates a solid foundation for workforce development, though challenges remain in ensuring graduates stay within the region.
A significant challenge involves compensation competitiveness, particularly in comparison with neighboring states. While Jacksonville-area nurses receive higher wages compared to non-metropolitan counterparts within the region [NE-1379], stakeholders emphasize that salary considerations significantly impact both recruitment success and cross-border migration of nursing talent [NE-1387]. As one participant noted, “we are losing a lot of nurses in the State of Florida because of the pay” [NE-1509], highlighting the need for competitive compensation strategies.
The region demonstrates unique strengths in educational program distribution, with a higher percentage of ADN programs compared to the statewide average [NE-1436]. This educational composition provides diverse entry points to the profession while supporting strong licensure outcomes. Current data shows encouraging trends in program enrollment, with stakeholders noting “we have seen increased enrollment since last academic year in our nursing programs” [NE-1427], suggesting growing interest in nursing careers within the region.
Potential solutions focus on developing comprehensive compensation packages and career pathways. Regional stakeholders emphasize the need to “recognize the value that nurses bring to the health care industry” through appropriate compensation [NE-1378], while also creating structured advancement opportunities through financial support for continuing education, specialty certifications, and advanced degrees.
Readiness & Development
The Northeast region emphasizes comprehensive student preparation through innovative educational models and diverse clinical experiences. A distinctive regional initiative involves balanced clinical exposure across care settings, addressing the traditional focus on acute care that often limits students’ understanding of career opportunities. As one educator described, “we offer this program… called a dedicated education experience, where we take a cohort of students… and expose them to half inpatient and half ambulatory care, and they’re immersed in ambulatory tasks” [NE-1741]. This approach provides a more complete understanding of the nursing profession.
Current challenges include ensuring graduates are prepared for the evolving health care landscape, particularly the increasing shift of care to outpatient and community settings. Stakeholders note the importance of exposing students to the full spectrum of nursing practice, from traditional hospital settings to emerging care environments. The region is addressing this challenge through innovative partnerships, including collaborations like “Mayo Clinic just partners with Souls Back, and we’re gonna put nursing students into the community” [NE-1753], creating opportunities for community-based experiences.
The region is also developing specialized preparation programs in high-demand areas, including perioperative nursing education at the pre-licensure level [NE-1745]. These innovative approaches help address workforce gaps in specialty areas while providing students with competitive advantages in the job market. Stakeholders emphasize the importance of these differentiated experiences in both recruitment and graduate preparation.
Reimagined Pathways
The Northeast region demonstrates significant innovation in creating seamless transitions from education to practice through structured academic-practice partnerships. A standout initiative is the dedicated education unit (DEU) model, which has yielded measurable improvements in both educational and workforce outcomes. As one stakeholder proudly shared, “we have an academic practice partnership where we started a dedicated education unit… and we have been very successful in hiring, decreasing our orientation non-productivity rates and also increasing our NCLEX pass rates by 10%” [NE-1549]. This model represents a transformative approach to bridging education and practice.
Current challenges include addressing systemic barriers to workforce entry, particularly the delays between graduation and testing authorization. Stakeholders report that these delays create significant obstacles for new graduates entering the workforce [NE-1570], potentially disrupting the pipeline from education to practice. The region is exploring solutions to streamline this transition process while maintaining necessary quality standards.
Another innovative pathway involves supporting career advancement for existing health care workers, particularly LPNs seeking to become RNs. The region is developing
structured programs that recognize prior experience and expertise, creating more accessible pathways for career progression while helping address nursing shortages in specific settings.
Retention Analysis
Relational Integration
The Northeast region places strong emphasis on mentorship and relationship building as foundational elements of successful retention strategies. Stakeholders distinguish between preceptorship and mentorship, noting that “the role of the preceptor is different from the role of the mentor” [NE-1659], with each serving distinct functions in professional development. This nuanced understanding guides the implementation of comprehensive support programs.
Research-informed practices drive mentorship initiatives in the region, with stakeholders noting that “research will tell you that nursing students that are paired with mentors have higher success rates. They’re more confident. There’s so many benefits” [NE-1660]. These evidence-based approaches provide clear direction for program development while demonstrating tangible benefits for both individuals and organizations.
Current challenges include creating consistent support systems across settings and ensuring that mentorship extends beyond initial orientation. The region recognizes that effective retention requires ongoing support throughout nurses’ careers, particularly during key transition points. Regional health care organizations are addressing these challenges through structured programs that promote engagement and relationshipbuilding both within and across departments [NE-1660].
Stakeholders emphasize the importance of intentionality in mentor selection, noting “we all know that” not every experienced nurse wants to serve in an educational role [NE1666]. Organizations are implementing careful selection processes to ensure mentorship relationships are positive and productive, enhancing both retention and professional development.
Rewards & Recognition
The Northeast region recognizes compensation as a critical component of retention, with stakeholders emphasizing that appropriate remuneration demonstrates the value nurses bring to their organizations [NE-1377]. Beyond base salary, the region is exploring comprehensive approaches to recognition and rewards that address both financial and professional development needs.
Current challenges include developing compensation structures that remain competitive with neighboring states and other health care settings. The region faces particular pressure from cross-border migration, with stakeholders noting that nurses may be attracted to higher-paying positions in other states [NE-1387]. This competitive pressure necessitates innovative approaches to compensation and recognition.
Regional health care organizations are implementing multifaceted strategies to enhance retention through recognition and rewards. These include financial incentives for academic advancement and certification [NE-1592, NE-1593], as well as structured programs that recognize professional achievements. As one leader shared, they consider “What do we give to those nurses who are dedicated, who stay with us? Is that paying for their college to go back? Is that paying for certifications… doing clinical ladders?” [NE1523]. These tailored approaches acknowledge different motivations while supporting both retention and professional growth.
The region also recognizes the importance of balancing financial viability with competitive compensation, with stakeholders noting “we have to make sure that we can maintain financial success so that we can continue to stay open” while also appropriately rewarding dedicated staff [NE-1523]. This balanced approach helps ensure sustainable workforce development.
Role Advancement
The Northeast region has developed structured approaches to professional advancement that support both individual career growth and organizational stability. Stakeholders emphasize the importance of preparing the next generation of nurse leaders, noting “as we start to see some of our leaders… finally start to retire, we need to make sure that we have well qualified knowledgeable nurses who have been given the proper tools to learn to grow into those leadership positions” [NE-1484]. This succession planning approach helps create sustainable leadership pipelines.
Current challenges include balancing advancement opportunities with immediate staffing needs, particularly in settings experiencing significant shortages. The region is addressing these challenges through innovative programs that support professional growth while maintaining appropriate staffing levels, including flexible scheduling options and phased advancement opportunities.
Regional health care organizations are implementing various strategies to support professional development, including tuition assistance for advanced degrees, support for specialty certification, and structured leadership development programs. These initiatives create clear pathways for advancement while helping address workforce needs in specialized areas and leadership roles.
Resources and Implementation
Resources
Resource Optimization
The Northeast region demonstrates a thoughtful approach to technology integration that prioritizes enhancing nursing practice rather than adding administrative burden. Stakeholders emphasize that “technology should not be driving nursing practice” [NE1624], reflecting a commitment to keeping patient care at the center of technological
innovation. This philosophy guides resource allocation and system design throughout the region.
A significant challenge involves addressing the documentation burden that has been “very burdensome for nursing for quite some time” [NE-1624]. This administrative workload impacts both efficiency and job satisfaction, potentially contributing to burnout and turnover. The region recognizes that addressing this burden is critical for both workforce retention and care quality.
Regional health care organizations are exploring innovative technology solutions to reduce documentation burden and streamline workflows. One promising approach involves smart suite technologies that automate routine documentation, with stakeholders envisioning systems where “the IV poll connected to my EHR connected to my monitor, so that all of these things are automatically documented without the RN having to stop to do that” [NE-1635]. These automated systems could significantly reduce administrative burden while improving data accuracy.
Beyond technology, the region is implementing creative approaches to resource sharing, particularly between academic and practice settings. Joint appointment programs allow for efficient utilization of expertise across settings, while shared clinical resources maximize the impact of available assets [NE-1616]. These collaborative models help address resource constraints while strengthening academic-practice partnerships.
Resilient Environments
The Northeast region places significant emphasis on creating healthy, supportive work environments as a foundation for workforce stability. Regional leaders frame their approach within a healthy work environment framework, noting that “culture eats strategy every day” [NE-1487]. This culturally focused approach recognizes that even well-designed programs cannot succeed without a supportive organizational context.
Safety emerges as a critical component of resilient environments, with stakeholders asserting “we cannot keep asking our nurses to work in environments where they are not safe” [NE-1487]. This commitment to safety encompasses both physical and psychological dimensions, creating environments where nurses can practice effectively without unnecessary risk or stress.
Regional health care organizations are implementing structured programs to ensure nurses can “work at their highest scope of practice” [NE-1488] within supportive, safe environments. These initiatives focus on removing barriers to effective practice while providing necessary support and resources. Stakeholders emphasize the importance of healthy work environments as “something very important that we all need to address” [NE-1489], recognizing its fundamental impact on recruitment, retention, and care quality.
The region also recognizes the importance of safe staffing ratios as a component of resilient environments. As one leader emphasized, “We want to make sure that we were
providing safe staffing ratios. Because last thing we’re ever going to do was create an unsafe environment for staff, put their license at risk, put our patients at risk” [NE-1519]. This commitment to appropriate staffing demonstrates the region’s holistic approach to creating sustainable practice environments.
Responsive Implementation
The Northeast region demonstrates commitment to agile and effective program implementation, particularly in managing transitions and enhancing communication across care settings. Stakeholders emphasize the importance of “good, solid, strong transition programs” [NE-1721] for both patients and practitioners, recognizing that effective transitions are critical for both care quality and workforce development.
Current challenges include coordinating care across increasingly diverse settings and ensuring effective communication throughout the care continuum. As health care delivery continues to evolve, the region faces growing complexity in managing transitions between settings and providers. These challenges require systematic approaches to coordination and communication.
Regional health care organizations are implementing structured communication protocols and transition programs that ensure continuity of care [NE-1724]. These initiatives help reduce fragmentation while supporting both practitioners and patients through care transitions. The region’s focus on transition management reflects its commitment to both care quality and professional support.
Implementation Framework
Strategic Priorities
The Northeast region’s implementation framework focuses on three key priorities identified through regional analysis:
Technology Integration and Workflow Optimization: - Smart suite implementation for documentation efficiency [NE-1636] - Automated data capture systems to reduce administrative burden - Integrated communication platforms that enhance rather than hinder care - Workflow optimization tools that support nursing practice
Professional Development and Mentorship: - Comprehensive mentorship programs that extend beyond orientation [NE-1659] - Clear career advancement pathways with appropriate support - Educational support systems for continuous learning - Leadership development initiatives for succession planning
Care Coordination and Transition Management: - Structured transition programs for both patients and practitioners [NE-1721] - Cross-setting collaboration protocols that enhance continuity - Communication system improvements that reduce fragmentation - Care continuity initiatives that support both quality and efficiency
Resource Requirements
Successful implementation requires sustained investment in several key areas:
Infrastructure Development: - Technology systems and integration capabilitiesCommunication platforms that connect diverse settings - Clinical support tools that enhance practice - Professional development resources and spaces
Human Resources: - Mentorship program coordinators and trained mentorsEducational support personnel - Leadership development facilitators - Technical support specialists
Operational Support: - Care transition coordinators - Technology implementation teams - Quality improvement resources - Evaluation and assessment specialists
Performance Metrics
The region will measure progress through:
Operational Efficiency: - Documentation time reduction - Care transition effectiveness - Communication quality indicators - Resource utilization metrics
Professional Development: - Career advancement rates - Educational achievement levels - Mentorship program participation and outcomesLeadership pipeline growth metrics
Quality and Safety Outcomes: - Patient care continuity measures - Staff safety incident reduction - Professional satisfaction indicators - Implementation milestone achievement
Regional Impact and Sustainability
Long-term Objectives
The Northeast region aims to achieve:
Technology-Enhanced Practice: - Seamless documentation systems that reduce administrative burden - Automated workflow processes that support nursing practice - Enhanced communication platforms that connect diverse settingsEfficient resource utilization across the care continuum
Professional Growth and Leadership Development: - Sustainable career pathways with appropriate support - Comprehensive mentorship systems that span career stages - Strong leadership succession planning - Effective knowledge transfer between generations
Care Coordination Excellence: - Seamless transitions between care settingsEffective communication across the health care system - Strong cross-setting
collaboration mechanisms - Integrated care delivery models that enhance quality and efficiency
Innovation and Adaptation
The region demonstrates commitment to innovation through:
Technology Integration: - Smart suite implementation for documentation efficiency [NE-1636] - Automated data capture systems that enhance rather than burden practice - Integrated communication platforms that connect diverse settings - Workflow optimization tools that support nursing excellence
Professional Development Models: - Joint appointment programs that maximize expertise [NE-1616] - Evidence-based mentorship systems that enhance outcomes - Balanced clinical exposure across care settings [NE-1741] - Career advancement pathways that recognize experience and expertise
Care Delivery Transformation: - Structured transition programs that enhance continuity - Cross-setting collaboration models that reduce fragmentationIntegrated team-based approaches to complex care needs - Resource optimization strategies that enhance sustainability
Conclusion
The Northeast region demonstrates significant strengths in nursing education and practice innovation, while also facing challenges in compensation competitiveness and technology integration. The region’s success in achieving high NCLEX pass rates provides a solid foundation for workforce development, while innovative initiatives like the dedicated education unit model showcase effective academic-practice partnerships. Opportunities for continued development include enhancing technology integration to reduce documentation burden, strengthening mentorship programs to support careerlong development, and creating comprehensive compensation packages that recognize the value nurses bring to their organizations.
Key factors for sustainable success include: - Maintaining educational excellence while expanding access and diversity - Developing technology solutions that enhance rather than burden practice - Strengthening mentorship programs across career stages and settings - Creating safe, supportive work environments that promote retention - Building clear career pathways with appropriate support and recognition
Through coordinated efforts and strategic resource allocation, the Northeast region is positioned to build on its existing strengths while addressing emerging challenges in nursing workforce development.
Region Quotes
Recruitment
Subtheme Reference Quote
Regional Access & Distribution
[NE-1379] “In the Jacksonville area… the metropolitan area typically would see higher wages compared to those outside metropolitan areas”
[NE-1387] Stakeholders emphasize that salary considerations impact both recruitment and cross-border migration of nurses
[NE-1427] “We have seen increased enrollment since last academic year in our nursing programs, which is a good thing. More people want to be nurses”
[NE-1436] “We have more ADN programs, a higher percentage of ADN programs in the northeast compared to our statewide”
[NE-1454] “The northeast region’s pass rate is higher than that of Florida as a State”
[NE-1455] “The ADN programs in the northeast are performing at a higher than the national pass rate”
[NE-1509] “We are losing a lot of nurses in the State of Florida because of the pay”
Readiness & Development
Reimagined Pathways
[NE-1741] “We offer this program… called a dedicated education experience, where we take a cohort of students… and expose them to half inpatient and half ambulatory care, and they’re immersed in ambulatory tasks”
[NE-1745] The region is developing innovative programs like perioperative nursing preparation at the pre-licensure level
[NE-1753] “Mayo Clinic just partners with Souls Back, and we’re gonna put nursing students into the community”
[NE-1549] “We have an academic practice partnership where we started a dedicated education unit… and we have been very successful in hiring, decreasing our orientation non-productivity rates and also increasing our NCLEX pass rates by 10%”
[NE-1570] Stakeholders report that delays in obtaining authorization to test (ATT) create barriers for new graduates entering the workforce
[NE-1484] “As we start to see some of our leaders… finally start to retire, we need to make sure that we have well
Subtheme Reference Quote
qualified knowledgeable nurses who have been given the proper tools to learn to grow into those leadership positions”
Retention
Subtheme Reference Quote
Relational Integration
[NE-1659] “The role of the preceptor is different from the role of the mentor”
[NE-1660] “Research will tell you that nursing students that are paired with mentors have higher success rates. They’re more confident. There’s so many benefits”
[NE-1666] “We all know that” not every experienced nurse wants to serve in an educational role
[NE-1480] “We’ve all been new grads before. We all know what it’s like your 1st year on the floor trying to figure out your way. We know what a good foundation can really give you and long-term success”
Rewards & Recognition
[NE-1377] Stakeholders emphasize that compensation must reflect the value nurses bring to their organizations
[NE-1387] The region faces particular pressure in retaining nurses who might be attracted to higher-paying positions in neighboring states
[NE-1523] “What do we give to those nurses who are dedicated, who stay with us? Is that paying for their college to go back? Is that paying for certifications… doing clinical ladders?”
[NE-1592] Organizations are implementing strategies such as offering incentives for advanced education and certification
Role Advancement
[NE-1484] “As we start to see some of our leaders… finally start to retire, we need to make sure that we have well qualified knowledgeable nurses who have been given the proper tools to learn to grow into those leadership positions”
[NE-1523] “Is that paying for their college to go back? Is that paying for certifications, is that, you know, doing clinical ladders? If they want to do a little bit extra go above and beyond. Do we compensate them for that?”
[NE-1599] Organizations are developing comprehensive programs to support nurses in pursuing higher degrees and specialized certifications
Resources
Subtheme Reference Quote
Resource Optimization
Resilient Environments
[NE-1624] “We want to make sure that we’re utilizing the technology to enhance nursing practice, and that technology should not be driving nursing practice”
[NE-1624] “Documentation has been very burdensome for nursing for quite some time”
[NE-1635] “The IV poll connected to my EHR connected to my monitor, so that all of these things are automatically documented without the RN having to stop to do that”
[NE-1630] “We look at a lot of different things, the steps that we take where we place supply rooms, anything that we can do to reduce the burden of care so that we can be at the bedside”
[NE-1616] Health care organizations are implementing joint appointment programs and shared clinical resources to maximize available expertise
[NE-1487] “Culture eats strategy every day, and my framework is one of a healthy work environment”
[NE-1487] “We cannot keep asking our nurses to work in environments where they are not safe”
[NE-1488] Organizations are implementing structured programs to ensure nurses can “work at their highest scope of practice” while feeling supported and protected
[NE-1489] “Healthy work environments is really something very important that we all need to address”
[NE-1519] “We want to make sure that we were providing safe staffing ratios. Because last thing we’re ever going to do was create an unsafe environment for staff, put their license at risk, put our patients at risk”
Responsive Implementation
[NE-1721] Stakeholders emphasize the importance of “good, solid, strong transition programs” for both patients and practitioners
[NE-1724] Organizations are implementing structured communication protocols and transition programs that ensure continuity of care
[NE-1491] “We need change absolutely. We need improvements. We need to strive towards excellence both in work, environment and recruitment strategies and retention strategies in resources”
Implementation Framework
Subtheme Reference Quote
Strategic Priorities
Resource Requirements
Performance Metrics
[NE-1636] Smart suite implementation for documentation efficiency
[NE-1659] Comprehensive mentorship programs
[NE-1721] Structured transition programs
[NE-1616] Technology systems and integration
[NE-1630] “Anything that we can do to reduce the burden of care so that we can be at the bedside”
[NE-1454] “The northeast region’s pass rate is higher than that of Florida as a State”
[NE-1549] “Increasing our NCLEX pass rates by 10%”
“We need to make sure that we have well qualified knowledgeable nurses who have been given the proper tools to learn to grow into those leadership positions”
“The IV poll connected to my EHR connected to my monitor, so that all of these things are automatically documented without the RN having to stop to do that”
“We need to strive towards excellence both in work, environment and recruitment strategies and retention strategies in resources”
[NE1636] Smart suite implementation
[NE1616]
[NE1741]
Joint appointment programs
Dedicated education experience with balanced clinical exposure
East Central Region
NOTE: All sessions were recorded and transcribed verbatim, with each line of transcript assigned a unique region-specific identifier code (e.g., “EC####”) for reference purposes. This coding system ensures transparent citation of evidence throughout the analysis while maintaining participant confidentiality.
Recruitment and Retention Analysis
Recruitment Analysis
Regional Access & Distribution
The East Central region, centered around Orlando and Central Florida, faces unique challenges in nursing workforce development driven by its rapid growth and tourism-focused economy. Regional stakeholders note the continuous expansion of health care facilities in the area, explaining that “the hospitals keep building more hospitals… plus the population is still coming to Central Florida” [EC-0498]. This growth creates both opportunities and pressures within the region’s nursing education system.
The region hosts a significant concentration of nursing education programs, with 86 prelicensure nursing programs operating in the East Central region [EC-0457], representing 17.6% of the statewide total. The makeup of these programs differs somewhat from state averages, with associate degree nursing programs being the most common preparation path for registered nurses [EC-0458]. This concentration of educational resources creates a competitive environment for clinical placements and qualified faculty.
When examining NCLEX performance metrics, the East Central region demonstrates stronger outcomes than the state average but still trails national benchmarks. Regional data show that BSN programs in the East Central region achieved higher first-attempt pass rates than the Florida average [EC-0482]. However, stakeholders remain concerned about overall state performance, noting that “Florida ranked 52 out of 55 jurisdictions on the NCLEX RN last year” [EC-0464], emphasizing the need for continued quality improvement.
Potential solutions focus on strategic partnerships between health care organizations and educational institutions. The region has implemented several successful collaborative models, including dedicated education units (DEUs) with specially trained preceptors. One stakeholder reported that they are “working with a few clinical partners to develop education units” and noted “the success that we’ve had from both the preceptors, the instructors, the students themselves” [EC-0707]. These partnerships help maximize clinical training capacity while improving student outcomes and preceptor satisfaction.
Readiness & Development
The East Central region emphasizes comprehensive student preparation and support systems as essential for nursing workforce development. Educational institutions have implemented academic success coaching programs to support students through the rigorous demands of nursing education. One innovative approach involves integrating mental health and self-care directly into the curriculum. A stakeholder shared that their “new department chair, who is a psych mental health NP” is developing components within their psychiatric nursing course focused on students’ “own personal mental health, their personal mental journey” [EC-0540, EC-0542].
Student readiness extends beyond academic preparation to include financial support and pathway development. Regional stakeholders recognize that economic barriers often prevent qualified candidates from pursuing or completing nursing education. Health care organizations are implementing comprehensive support programs, with one representative explaining, “if you come to our organization, we will pay for you to go to school. We will support you” [EC-0689]. This approach not only addresses financial barriers but also creates direct pathways to employment.
The region is also focusing on early recruitment strategies, with health care facilities and educational institutions partnering to provide early exposure to nursing careers. One innovative approach involves creating opportunities for potential students to “shadow a nurse for a day” [EC-0690]. These experiences help prospective students develop realistic expectations about nursing practice while building interest in health care careers.
Regional discussions also highlight the importance of identifying potential nursing candidates within existing health care workforces. As one stakeholder observed, “we have some future nurses right in our organization… have we talked to our CNAs? Have we talked to our techs? Have we talked to our unit secretaries?” [EC-0773]. This internal pipeline development represents an untapped opportunity for many organizations.
Reimagined Pathways
The East Central region demonstrates significant innovation in creating diverse pathways into nursing practice. Regional stakeholders emphasize that “there’s no one size fits all for nursing education” [EC-0733], highlighting the need for multiple entry points and educational models to meet diverse student needs and health care workforce demands.
Current challenges include coordinating clinical placements and ensuring quality experiences across multiple institutions. One health care leader described difficulties with providing meaningful clinical experiences when faculty must supervise “10 students between 3 floors” [EC-0747]. This fragmentation can limit the depth of student learning and clinical integration.
The region has developed several innovative solutions to address these challenges. The implementation of dedicated education units (DEUs) represents one successful approach,
with stakeholders reporting positive outcomes for all involved. One educator explained that they have DEUs “in 3 of the health systems where we have Orlando partnerships” with “at least a 4th and maybe a 5th on the way” [EC-0717]. These units create structured learning environments where preceptors receive specialized training and develop ongoing relationships with students.
Health care organizations are also implementing progressive employment models that allow students to work in health care settings while completing their education. One stakeholder described how students can work in patient care assistant roles and then transition into nursing positions after graduation, noting that “it’s been a gateway that has been an awesome opportunity” [EC-0691]. These models provide financial support for students while building a pipeline of future nurses familiar with the organization’s culture and practices.
Retention Analysis
Relational Integration
The East Central region prioritizes creating supportive professional relationships as a foundation for effective retention. Health care organizations emphasize the importance of comprehensive support systems, particularly for new graduates transitioning to practice. One stakeholder described implementing “a Residency program for each of our specialties” that incorporates education about nurse burnout and self-care “right from the get go” [EC-0611]. This proactive approach helps new nurses develop sustainable practice habits before facing burnout.
Current challenges include addressing widespread burnout and ensuring adequate mentorship despite staffing constraints. Regional discussions highlight significant concerns about burnout, with stakeholders noting instances where nurses are “suffering from burnout at the bedside and still want to make a difference” [EC-0571]. This situation is creating a potential pipeline of experienced nurses seeking alternative roles within the profession.
The mentorship gap emerges as a particular concern in retention discussions. One stakeholder observed that “what feels like is missing from this is mentorship” and noted that nurses experiencing burnout “still want to make a difference and still contribute” but find the transition to roles like education challenging without adequate support [EC0571]. This highlights the importance of structured mentorship programs that can facilitate role transitions while preserving nursing expertise.
Potential solutions include developing comprehensive support systems that address both professional and personal well-being. Health care organizations have implemented multi-layered approaches, including employing “licensed mental health therapists” [EC0545] and providing pastoral care services [EC-0547]. These resources help create supportive environments that can prevent burnout and promote professional longevity.
Rewards & Recognition
The East Central region recognizes the importance of comprehensive compensation and recognition systems in retaining qualified nurses. Regional stakeholders acknowledge that financial considerations significantly impact retention, with organizations reporting they had to “get more competitive as far as the salaries” to maintain workforce stability [EC-0501].
Current challenges include addressing the complex economic pressures facing nursing staff, including financial literacy, housing affordability, and childcare access. These factors often drive nurses to leave stable positions for travel opportunities or alternative roles, even when they are otherwise satisfied with their work. One stakeholder noted that some nurses are leaving local positions “because of their family life,” suggesting that personal economic factors significantly influence career decisions [EC-0774].
Potential solutions focus on developing comprehensive support packages that address both financial and quality-of-life concerns. Organizations are implementing innovative approaches such as “pay[ing] for them to go to school” while providing flexible work options [EC-0689]. These educational benefits serve as both recruitment and retention tools by creating financial incentives for continued employment.
The region is also developing comprehensive career advancement frameworks that provide clear progression pathways and appropriate compensation for increased expertise and responsibility. These structured approaches help nurses visualize long-term career opportunities within their organizations, supporting retention while building internal leadership capacity.
Role Advancement
The East Central region emphasizes the importance of diverse career advancement pathways in supporting retention and workforce stability. Health care organizations and educational institutions are collaborating to create structured progression routes that allow nurses to explore different aspects of the profession while continuing to develop their expertise.
Current challenges include addressing early-career exit from the profession and creating accessible advancement opportunities that accommodate various life circumstances. Regional discussions highlight concerns about nurse retention during the critical first five years of practice, with burnout and workload challenges cited as significant factors.
The region also faces challenges in recruiting and retaining nurse educators across various settings. One stakeholder suggested the development of an “adjunct starter kit” [EC-0720] to help clinicians transition into educational roles, addressing the preparation gap that often discourages experienced nurses from pursuing teaching opportunities.
Potential solutions include developing comprehensive professional development frameworks that support multiple career trajectories. The region has implemented innovative approaches to role advancement, including preceptor development programs
that can serve as stepping stones to educational careers. One stakeholder described how preceptors in dedicated education units receive specialized training beyond standard preparation, positioning them as “that next generation of advanced educators” [EC0602].
Health care organizations are also implementing structured approaches to identifying and developing internal leadership talent. These initiatives include formal leadership development programs, mentorship systems, and progressive responsibility assignments that prepare nurses for advanced roles while supporting organizational succession planning.
Resources and Implementation
Resources
Resource Optimization
The East Central region demonstrates strategic approaches to resource allocation and utilization, with particular emphasis on collaboration between educational institutions and health care organizations. Regional stakeholders recognize that addressing workforce challenges requires maximizing the impact of available resources through creative partnerships and shared investments.
Current challenges include addressing faculty shortages and clinical placement constraints that limit educational capacity. Educational institutions report significant difficulties in recruiting qualified faculty, with “non-competitive salaries” cited as the primary barrier to filling positions [EC-0448]. This faculty shortage creates bottlenecks in the educational pipeline despite strong student interest in nursing programs.
Clinical training capacity represents another significant resource constraint. Stakeholders describe challenging coordination issues with clinical placements, with one educator noting difficulties when faculty must supervise multiple students across different units or floors [EC-0747]. This fragmentation reduces the quality of clinical experiences while increasing faculty workload.
Potential solutions focus on developing collaborative resource-sharing models between educational and health care institutions. The region has implemented innovative joint appointment structures, with one stakeholder suggesting that when a nursing school needs “one more clinical instructor,” health care partners can help identify qualified staff and “work together to make sure” students receive quality experiences [EC-0750]. These partnerships maximize the expertise of practicing nurses while addressing faculty shortages.
The region is also exploring technological solutions to enhance resource utilization. Discussions include the potential role of artificial intelligence in supporting nursing education, with one stakeholder asking, “How are we using AI to better serve our new generation in nursing?” [EC-0696]. These technological approaches could help address
faculty constraints while preparing students for increasingly technology-integrated practice environments.
Resilient Environments
The East Central region prioritizes creating sustainable and supportive environments that promote professional well-being and career longevity. Regional stakeholders emphasize the importance of developing systems that support both students and practicing nurses through the challenges they face.
Current challenges include addressing widespread burnout and creating cultures that promote holistic well-being. One stakeholder observed that nurses often “come into the work setting” where “it’s not a healthy work environment, and all those things that they’re doing [for self-care] are zapped away” [EC-0631]. This disconnect between individual wellness practices and workplace cultures undermines retention efforts.
The region also faces challenges in supporting students’ mental health needs throughout their educational journey. Educational institutions report increasing concerns about student well-being, with stakeholders noting the importance of proactive mental health support from the beginning of nursing education.
Potential solutions include implementing comprehensive well-being initiatives integrated into both educational and practice environments. Health care organizations have developed multi-layered support systems, including specialized mental health professionals and pastoral care services [EC-0545, EC-0547]. These resources provide accessible support for nurses experiencing stress or trauma.
Educational institutions are developing innovative approaches to integrating well-being into nursing curricula. One notable initiative involves incorporating mental health components directly into psychiatric nursing courses, focusing on students’ personal mental health journeys [EC-0542]. This approach helps students develop sustainable self-care practices while preparing them for professional challenges.
Responsive Implementation
The East Central region demonstrates commitment to agile and effective program implementation, with emphasis on data-driven decision making and continuous quality improvement. Regional stakeholders recognize the importance of responsive systems that can adapt to changing health care needs while maintaining quality standards.
Current implementation challenges include coordinating efforts across multiple institutions and ensuring consistent quality in program delivery. The region faces particular difficulties in aligning academic programs with evolving clinical practice realities, especially given the rapid expansion of health care facilities in the area.
Communication barriers between education and practice settings create additional implementation challenges. Stakeholders describe difficulties in coordinating clinical
placements and ensuring students receive appropriate experiences that align with their educational needs [EC-0747].
Potential solutions focus on developing systematic approaches to program development and evaluation. The region is implementing structured frameworks for program evaluation, including regular assessment of outcomes and adjustment of strategies based on evidence. Health care organizations and educational institutions are also working to improve coordination through regular communication and joint planning sessions.
The region has also developed innovative approaches to program delivery, including apprenticeship models and dedicated education units. These programs demonstrate commitment to responsive implementation that addresses current workforce needs while building for the future.
Implementation Framework
Strategic Priorities
The East Central region’s implementation framework focuses on three key priorities:
Educational Excellence and Capacity: - Expanding faculty recruitment and development programs - Implementing innovative educational delivery modelsEnsuring high-quality clinical experiences - Developing technology-enhanced learning environments
Professional Support and Development: - Creating comprehensive support systems for students and practitioners - Developing career advancement pathways - Implementing burnout prevention strategies - Building mentorship networks across career stages
Partnership and Collaboration: - Strengthening academic-practice relationshipsDeveloping shared resource models - Creating sustainable workforce development initiatives - Establishing communication frameworks between sectors
Resource Requirements
To support successful implementation, the region requires:
Infrastructure Development: - Enhanced clinical training facilities - Technology resources for education and practice - Mental health and well-being support systems - Communication platforms for cross-sector coordination
Professional Development Resources: - Faculty development programsPreceptor and mentor training - Leadership development initiatives - Career progression frameworks
Financial Support: - Competitive compensation structures - Student scholarship and support programs - Faculty recruitment incentives - Technology investment resources
Performance Metrics
Success will be measured through:
Educational Outcomes: - NCLEX pass rates improvement - Program completion rates - Faculty recruitment and retention - Graduate employment metrics
Professional Development: - Staff retention rates - Career advancement progression - Professional certification achievement - Mentorship program outcomes
Quality Indicators: - Patient care metrics - Work environment measuresProfessional satisfaction indices - Partnership effectiveness evaluations
Regional Impact and Sustainability
Long-term Objectives
The East Central region’s long-term objectives include:
Workforce Stability: - Developing sustainable local talent pipelines - Creating effective retention strategies - Building professional resilience mechanisms - Establishing career longevity frameworks
Educational Excellence: - Maintaining high academic standards - Expanding educational capacity - Ensuring program quality and accountability - Developing innovative pedagogy and delivery models
Community Integration: - Strengthening health care-education partnershipsDeveloping public awareness initiatives - Creating sustainable workforce solutionsBuilding regional resource-sharing networks
Innovation and Adaptation
The region demonstrates commitment to innovation through:
Educational Models: - Dedicated education units [EC-0707] - Mental health integration in curricula [EC-0542] - Technology-enhanced learning - Flexible educational pathways
Professional Development: - Career advancement frameworks - Leadership development initiatives - Specialized training programs - Cross-generational mentorship systems
Support Mechanisms: - Mental health resource integration [EC-0545]Professional support networks - Wellness initiatives - Technology-enabled practice models
Conclusion
The East Central region’s approach to nursing workforce development demonstrates a comprehensive understanding of current challenges and a commitment to innovative solutions. Success in implementing these initiatives requires sustained focus on educational quality, professional support, and strategic partnerships.
Key factors for success include: - Maintaining educational excellence while expanding capacity - Developing comprehensive support systems for students and practitionersCreating sustainable academic-practice partnerships - Implementing effective burnout prevention strategies - Building responsive implementation frameworks
Through coordinated effort and strategic resource allocation, the East Central region is positioned to address current workforce challenges while building capacity for future growth and development.
Region Quotes
Recruitment
Subtheme Reference Quote
Regional Access & Distribution
Readiness & Development
[EC-0457] The region demonstrates distinctive patterns in educational program distribution, with 86 prelicensure nursing programs operating in the East Central region
[EC-0498] “the hospitals keep building more hospitals… plus the population is still coming to Central Florida”
[EC-0498] “a challenge just to keep up with what’s going on out there”
[EC-0482] “our east central region had a higher pass rate than the State of Florida”
[EC-0464] “Florida ranked 52 out of 55 jurisdictions on the NCLEX RN last year”
[EC-0707] “working with a few actually clinical partners to develop the education units. And I tell you the success that we’ve had, and from both the preceptors, the instructors, the students themselves”
[EC-0459] Stakeholders note the importance of “grit and dedication in addition to knowledge and skills” for program completion
Subtheme Reference Quote
[EC-0540] One innovative approach includes incorporating mental health and self-care into the curriculum, with a new department chair implementing mental health components in psychiatric nursing courses
[EC-0542] “mental health. And she’s looking at kind of a revamp of the psych mental health course to at least have part of that course focus on their own personal mental health, their personal mental journey”
[EC-0689] “if you come to our organization we will pay for you to go to school. We will support you”
[EC-0690] Health care organizations are implementing programs that combine education with practical experience, such as patient ambassador programs that allow potential students to “shadow a nurse for a day”
[EC-0173] The East Central region’s development of student success coaches
Reimagined Pathways
[EC-0691] “it’s been a gateway that has been an awesome opportunity, that then we also, you know, if they want to come work with us. They can be in a Pct role, and then we’ll pay for them to go to school”
[EC-0709] The development of dedicated education units represents one successful approach, with evidence showing positive outcomes for both students and preceptors
[EC-0712] The region has implemented innovative approaches like dedicated education units (DEUs), where “preceptors get additional training beyond what normal preceptor training would be”
[EC-0717] “in 3 of the health systems where we have Orlando partnerships alone the coastal campuses have more, but I think at least a 4th and maybe a 5th is on the way”
[EC-0733] “there’s no one size fits all for nursing education, our different needs in different communities”
[EC-0736] Health care organizations are developing comprehensive programs that combine education with employment
[EC-0737] Health care organizations are also developing apprenticeship programs, with one institution reporting
Subtheme Reference Quote
success with a program where nurses start in their first semester, coming in for structured Saturday sessions
[EC-0747] Stakeholders note the need for better alignment between academic programs and clinical practice, particularly in managing clinical placements and student experiences
Retention
Subtheme Reference Quote
Relational Integration
Rewards & Recognition
[EC-0571] Regional stakeholders report instances where nurses are “suffering from burnout at the bedside and still want to make a difference”
[EC-0571] “what feels like is missing from this is mentorship like it feels like things are so short staffed”
[EC-0611] Health care organizations emphasize the importance of mentorship and ongoing professional development, with particular attention to supporting new graduates through their transition to practice
[EC-0631] Stakeholders note the importance of creating environments that support both professional excellence and personal well-being
[EC-0547] “We have pastoral support. And if there’s a bad outcome or a tragedy or anything in our hospital, I’ll be the first person to activate our pastoral care”
[EC-0785] This includes developing structured programs that begin during education and continue through early career development, with mentorship and support throughout the process
[EC-0501] Health care organizations report having to “get more competitive as far as the salaries” to attract and retain qualified staff
[EC-0689] Organizations are implementing programs that combine competitive salaries with education benefits, professional development opportunities, and work-life balance initiatives
[EC-0760] Some nurses are leaving for travel positions or other opportunities, often due to financial considerations rather than job satisfaction
Subtheme Reference Quote
[EC-0785] Health care facilities are also creating structured career advancement opportunities, with clear pathways for professional growth and development
[EC-0040] Urban regions face particular pressure from travel opportunities due to concentrated health care facilities
[EC-0774] “we have some future nurses right in our organization… have we talked to our cnas? Have we talked to our techs? Have we talked to our unit secretaries?”
Role Advancement
[EC-0733] “there’s no one size fits all for nursing education”
[EC-0716] Developing preceptors as part of a dedicated education unit (DEU) who then transition to faculty
[EC-0573] Data showing nurses leaving the field within their first five years of practice
[EC-0602] Preceptors in dedicated education units receive specialized training positioning them as “that next generation of advanced educators”
[EC-0720] It was suggested that FCN create an adjunct starter kit, allowing new educators to succeed in any setting
[EC-0740] Developing strategic pathways that allow nurses to explore distinct aspects of health care through structured shadowing and immersion experiences
[EC-0042] Clinical advancement pathways
[EC-0234] Leadership training programs
[EC-0462] The East Central region’s development of flexible roles and scheduling options
[EC-0785] Creating clear pathways for professional growth
Resources
Subtheme Reference Quote
Resource Optimization
[EC-0448] The region reports that “non-competitive salaries” and “lack of qualified candidates” are primary barriers to filling faculty positions
[EC-0707] Health care organizations are also investing in infrastructure to support professional development, including dedicated education units and simulation facilities
Subtheme Reference Quote
[EC-0749] The region has developed innovative approaches such as joint appointments and shared faculty positions
[EC-0750] “I need one more clinical instructor in the pollution. Flagler County area. What do you got? And how do we work together to make sure?”
[EC-0696] “How are we using AI to better serve our new generation in nursing?”
[EC-0043] The East Central region has developed systematic coordination through centralized placement systems
[EC-0540] Educational institutions have developed partnerships with counseling and psychological services to provide mental health support
[EC-0545] “we employ a licensed mental health therapist that is a huge component of” support systems
[EC-0547] Health care facilities are also developing comprehensive support systems, including mental health resources and pastoral care support
[EC-0631] “they’re eating right. They’re exercising. They’re doing all of these things when the options are available to them. But then they come into the work setting. And it’s not a healthy work environment, and all those things that they’re doing are zapped away”
[EC-0734] Organizations are implementing structured frameworks for program development, including regular assessment of educational outcomes and professional development initiatives
[EC-0747] Stakeholders note the need for better alignment between academic programs and clinical practice
[EC-0785] This includes developing structured programs that begin during education and continue through early career development
Implementation Framework
Subtheme Reference Quote
Educational Excellence and Capacity
[EC-0447] Expanding faculty recruitment and development programs
[EC-0470] NCLEX pass rates
[EC-0709] Dedicated education units
Subtheme Reference Quote
[EC-0737] Apprenticeship programs
Professional Support and Development
Partnership and Collaboration
Performance Metrics
[EC-0545] Mental health and support services
[EC-0712] Clinical preceptor training
[EC-0734] Regular assessment of educational outcomes and professional development initiatives
[EC-0734] Regular assessment of educational outcomes
Professional Development [EC-0042] Career advancement metrics
[EC-0631] Professional satisfaction measures
[EC-0711] Burnout prevention effectiveness
Regional Innovation and Sustainability
Subtheme Reference Quote
Workforce Stability
[EC-0457] Sustainable recruitment pipelines
[EC-0501] Effective retention strategies
[EC-0042] Career advancement pathways
[EC-0545] Professional support systems
Educational Models [EC-0709] Dedicated education units
[EC-0737] Apprenticeship programs
[EC-0242] Technology-enhanced learning
[EC-0691] Flexible educational pathways
Professional Support
[EC-0545] Comprehensive mental health services
[EC-0785] Career development programs
[EC-0234] Leadership development initiatives
[EC-0631] Work-life balance support
West Central Region
NOTE: All sessions were recorded and transcribed verbatim, with each line of transcript assigned a unique region-specific identifier code (e.g., “WC####”) for reference purposes. This coding system ensures transparent citation of evidence throughout the analysis while maintaining participant confidentiality.
Recruitment Analysis
Regional Access & Distribution
The West Central region faces unique challenges in nursing workforce development, with a particular focus on aligning educational output with rapidly evolving health care delivery models. Regional stakeholders emphasize using data-driven approaches to address community health needs across “physical, mental, economic” dimensions [WC0335]. This comprehensive perspective informs their approach to workforce distribution and educational program development.
A key challenge identified in regional discussions is the apparent paradox of increased enrollment coupled with concerns about candidate qualifications. While nursing programs report enrollment growth, they simultaneously observe “fewer qualified candidates” entering these programs [WC-0065]. This trend raises important questions about preparation pathways and admission standards that directly impact workforce quality.
The faculty shortage remains a significant constraint on educational capacity, with noncompetitive salaries cited as “the number one barrier to filling those faculty vacancies” [WC-0064]. This regional challenge reflects a broader statewide issue but manifests distinctly in the competitive Tampa Bay health care market where clinical practice often offers more attractive compensation than academic positions.
Regional stakeholders have developed several innovative solutions to address these distribution challenges. The West Central region has fostered extensive academicpractice relationships, with one participant noting they “have partnerships with almost every hospital in the region” [WC-0219]. These collaborations create coordinated approaches to workforce development that align educational programs with practice needs. Additional initiatives include scholarship programs tied to work commitments and unique student support systems such as success coaches who “individually work with students, knowing that one size isn’t going to fit it all” [WC-0173].
Readiness & Development
The West Central region demonstrates a strong commitment to transforming educational approaches to better prepare nursing students for contemporary practice. Regional discussions highlight the necessity of adapting teaching methodologies to meet changing student needs, with stakeholders observing that “the way students learn is different
now” [WC-0241]. This recognition has catalyzed innovation in instructional design and student support systems.
A significant regional initiative focuses on competency-based education models that emphasize skill development and practice readiness. This approach represents a shift from traditional time-based educational frameworks toward models that ensure students “are ready with the skills to be successful” regardless of their learning pathway [WC-0241]. The region’s emphasis on competency development reflects its commitment to graduate readiness for rapidly evolving practice environments.
Student support represents another key focus area, with health care organizations actively involved in strengthening the educational pipeline. The region has implemented comprehensive support systems including peer tutoring programs and student success coaches that provide individualized assistance throughout the educational journey [WC0335]. These resources help address the diverse needs of the student population while promoting academic success and professional development.
Health care organizations in the West Central region are increasingly engaged in educational partnerships that extend beyond traditional clinical placements. Regional stakeholders report implementing various innovative programs including “preceptor training programs, joint appointments, tax credit models, scholarships” and other initiatives designed to strengthen the nursing pipeline [WC-0337]. These collaborations reflect a shared commitment to addressing workforce needs through strategic investment in education and development.
Reimagined Pathways
The West Central region is actively developing innovative pathways into nursing practice, with particular emphasis on fostering collaboration between academic institutions and health care organizations. A distinctive regional initiative involves quarterly leadership meetings that bring together academic and practice leaders to share innovations and address common challenges. As one participant explained, at “USF, we lead a chief nurse officer Mastermind, every quarter, and we come together in this region in the West Central region to really talk about what are our needs? What are your innovative strategies?” [WC-0248]. This structured collaboration creates a forum for addressing workforce challenges through shared expertise and coordinated planning.
Regional stakeholders highlight the challenge of maintaining educational relevance amid rapidly evolving health care delivery models. Academic programs must adapt to innovations like “hospital at home” initiatives while working within accreditation guidelines that can limit nimble responses [WC-0247]. This tension between innovation and regulatory requirements creates complex challenges for educational program development.
The West Central region has developed several innovative approaches to creating flexible career pathways. A notable initiative involves joint appointments between academic and clinical settings, where “nurses are hired as joint appointments with the
academic system, so that allows them to still be in practice, allows them to be current” [WC-0223]. These positions are structured as formal appointments rather than adjunct roles, with nurses “actually doing this straight up as a hire” [WC-0224]. This approach helps address faculty shortages while ensuring educational programs benefit from current clinical expertise.
Other pathway innovations include proposed tax credit models for preceptors and comprehensive “career lattice programs” that support workforce upskilling across various entry points and specializations [WC-0337]. The region has also implemented faculty support initiatives, including “loan reimbursement for nursing faculty” programs designed to attract and retain qualified educators [WC-0337]. These diverse approaches reflect the region’s commitment to creating multiple, flexible pathways into the profession while maintaining high standards of quality.
Retention Analysis
Relational Integration
The West Central region has developed comprehensive approaches to fostering professional relationships and supportive work environments for nurses at all career stages. A distinctive regional initiative is the creation of an Office of Well-being at the University of South Florida College of Nursing that serves “not just for our team members, our faculty and our staff, but we’re doing it for student nurses” [WC-0168]. This comprehensive approach demonstrates the region’s commitment to addressing well-being across the professional continuum from education through practice.
Regional discussions highlight alarming trends in nurse burnout, with data indicating burnout rates increased from “11% pre-COVID” to “91% in 2023” [WC-0281]. This dramatic rise is compounded by concerning mental health indicators, including CDC data showing “nurses are 18% more likely to die by suicide than members of the general population” [WC-0281]. These statistics underscore the urgency of addressing professional well-being as a core retention strategy.
The region has implemented several innovative approaches to professional support and integration. A notable initiative is the “nurse coach model pilot” developed at several hospitals, where “a select group of nurses” receive certification to “mentor and coach nurse residents to promote well-being” [WC-0185, WC-0186]. This peer-based approach creates structured support systems while developing leadership skills among experienced nurses.
Health care organizations report positive outcomes from these initiatives, including “an increase in our graduate nurse engagement scores as well as nurses reporting an increase in professionalism as well as improvement in work-life balance” [WC-0186]. These measurable improvements demonstrate the effectiveness of relational approaches to retention and professional development.
Rewards & Recognition
The West Central region emphasizes comprehensive approaches to professional recognition and career advancement as key retention strategies. Regional stakeholders recognize the complex challenges in creating reward systems that address both financial needs and professional growth aspirations across diverse nursing roles.
Faculty compensation emerges as a particular concern, with non-competitive salaries identified as the primary barrier to filling academic positions [WC-0064]. This challenge affects both recruitment and retention of qualified educators, limiting educational capacity despite strong student interest. The region has responded with innovative approaches including joint appointments that provide competitive compensation while allowing nurses to maintain both clinical and academic roles [WC-0223, WC-0224].
The region has developed various career advancement initiatives that provide meaningful professional growth opportunities beyond traditional hierarchical promotion. Health care organizations report implementing comprehensive “career lattice programs” focused on “upskilling the nursing workforce” across various specializations and practice settings [WC-0337]. These programs create multiple paths for professional development while recognizing diverse career interests and goals.
Professional development support represents another key retention strategy, with regional stakeholders noting the importance of structured programs that develop leadership capabilities. Health care organizations have implemented “leadership development courses and things like that” designed to identify and support nurses showing leadership potential [WC-0234]. These initiatives create clear advancement pathways while building organizational leadership capacity.
Role Advancement
The West Central region has developed comprehensive approaches to supporting role transitions and professional advancement throughout nursing careers. Regional stakeholders emphasize the importance of structured support systems for nurses moving between roles, recognizing that “we’re constantly transitioning all throughout our careers” [WC-0235]. This perspective informs the region’s development of programs that facilitate successful role transitions from entry-level positions through advanced practice and leadership roles.
A significant regional focus involves identifying and developing emerging nurse leaders through structured programs. Health care organizations report “constantly finding those nurses that are showing that spark, that they are very interested in leadership and then transitioning them from a clinical position more to a leadership position” [WC-0235]. This proactive approach to leadership development creates clear advancement pathways while ensuring organizational leadership continuity.
The region emphasizes the importance of mentorship and structured support during role transitions, with stakeholders noting that “we really need the programs in place to have
a preceptor or a buddy to be able to go through that program” [WC-0235]. This recognition of transition challenges informs the development of comprehensive support systems that facilitate successful role adaptation and professional growth.
Regional innovations in role advancement include nurse coach programs that create new professional development pathways while addressing mentorship needs [WC-0185]. Health care organizations have also implemented various specialty training initiatives and certification support programs that enable nurses to develop advanced competencies in their areas of interest [WC-0337]. These diverse approaches create multiple advancement options that accommodate varied career goals and professional interests.
Resources and Implementation
Resources
Resource Optimization
The West Central region demonstrates innovative approaches to resource utilization, with particular emphasis on technology integration and academic-practice collaboration. A distinctive regional initiative involves implementing virtual nursing programs that help “alleviate bedside nurses to do what they’re doing” [WC-0242]. This approach leverages technology to enhance nursing practice while addressing staffing challenges in creative ways.
Regional stakeholders highlight the ongoing challenge of keeping pace with rapidly evolving technology. As one participant observed, “as soon as we feel like we’ve caught up” with technological developments, “something else changes” [WC-0246, WC-0247]. This constant evolution creates implementation challenges while necessitating continuous adaptation and learning.
The region faces particular challenges in aligning academic programs with evolving health care delivery models. While health care organizations are implementing innovations like hospital-at-home programs, academic institutions must work within “accreditation guidelines in the academic system that simply…academia is really not nimble” [WC-0247]. This tension between innovation and regulatory requirements creates complex challenges for workforce development.
Regional leaders have developed innovative approaches to resource sharing between academic and practice settings. A notable initiative involves joint appointment structures that allow nurses to make contributions in both clinical and academic roles while receiving appropriate compensation for their expertise [WC-0223, WC-0224]. This model optimizes skilled nursing resources while strengthening connections between education and practice.
Resilient Environments
The West Central region places strong emphasis on creating sustainable work and learning environments that promote well-being and professional resilience. A distinctive regional initiative is the establishment of comprehensive well-being programs, including an Office of Well-being at USF College of Nursing with “a director that was appointed” and programs that “consistently roll out” across faculty, staff, and students [WC-0168]. This structured approach demonstrates the region’s systematic commitment to addressing well-being as a core professional priority.
Regional discussions highlight worrying trends in nurse burnout and mental health, with alarming statistics on suicide risk [WC-0281]. These findings have catalyzed the development of comprehensive approaches to professional support, including “burnout prevention programs” developed by nurses who “even offer it at cost, free of charge” to colleagues in need [WC-0163]. This peer-based approach creates accessible resources while fostering professional community.
The region has implemented several innovative approaches to creating supportive professional environments. A notable initiative is the nurse coach model, where specially trained nurses provide mentorship and support to new graduates, resulting in improved engagement and work-life balance [WC-0185, WC-0186]. This program creates structured support systems while developing leadership capabilities among experienced nurses.
Health care and educational institutions are increasingly focused on developing cultures that promote self-care and professional well-being. Regional discussions emphasize the importance of “self-care and cultures to promote self-care” throughout practice settings [WC-0336]. This cultural emphasis complements formal support programs while creating sustainable environments for professional practice.
Responsive Implementation
The West Central region demonstrates commitment to data-driven program implementation and continuous quality improvement. Regional stakeholders emphasize the importance of creating implementation frameworks that can adapt to changing health care needs while maintaining essential focus on quality outcomes.
A distinctive regional approach involves quarterly collaboration meetings between academic and practice leaders, where participants “talk about what are our needs… what are your innovative strategies” and engage in “working sessions” with shared documentation [WC-0248]. This structured collaboration creates mechanisms for addressing implementation challenges through shared expertise and coordinated planning.
Regional leaders recognize the importance of human connection in implementation success, noting that “people need to feel connected. They need to know you care” [WC-
0291]. This relational perspective informs implementation approaches that address both technical and interpersonal dimensions of change management.
The region faces particular challenges in aligning academic and practice innovations due to differing regulatory environments and operational constraints. While health care delivery evolves rapidly, educational institutions must navigate “accreditation guidelines” that limit responsiveness [WC-0247]. Regional stakeholders are working to address these challenges through structured collaboration and shared planning processes.
Implementation Framework
Strategic Priorities
The West Central region’s implementation framework focuses on three key priorities:
Technology Integration and Innovation: - Virtual nursing implementation to enhance care delivery [WC-0242] - Technology-enhanced learning models that reflect contemporary student needs [WC-0241] - Digital platforms that support communication and collaboration - Infrastructure development to support evolving practice models
Academic-Practice Collaboration: - Joint appointment structures that optimize expert resources [WC-0223] - Quarterly leadership meetings to coordinate regional efforts [WC-0248] - Shared innovation development through structured working sessions - Resource optimization through coordinated planning
Professional Support and Development: - Comprehensive well-being initiatives across education and practice [WC-0168] - Career advancement frameworks for diverse professional pathways [WC-0337] - Leadership identification and development programs [WC-0234, WC-0235] - Mentorship systems for transitions across career stages
Technology Infrastructure: - Virtual nursing platforms and support systemsLearning technology that accommodates diverse educational needsCommunication systems for cross-setting collaboration - Data analytics capabilities for outcome evaluation
Human Resources: - Well-being program coordinators and mental health support - Leadership development personnel and mentors - Faculty with joint clinicalacademic appointments - Implementation specialists who facilitate program adoption
Financial Support: - Competitive faculty compensation structures - Program development and evaluation funding - Technology acquisition and
implementation resources - Continuing education and leadership development support
Performance Metrics
Implementation success will be measured through:
Workforce Development Outcomes: - Faculty recruitment and retention ratesEducational program capacity and completion metrics - Graduate practice readiness evaluations - Professional certification achievement
Well-being and Engagement: - Burnout rate reductions across settings - Staff engagement and satisfaction measures [WC-0186] - Work-life balance improvements - Professional development participation
Workforce Stability: - Sustainable faculty recruitment and retention - Coordinated approaches to educational capacity - Diverse entry pathways that maintain quality standards - Effective transitions across career stages
Professional Resilience: - Comprehensive well-being support systems [WC-0168] - Sustainable work environments across settings - Career satisfaction and professional fulfillment - Effective stress management and self-care cultures
Innovation Leadership: - Technology integration that enhances practice [WC0242] - Educational approaches aligned with evolving needs [WC-0241]Collaboration models that leverage diverse expertise - Evidence-based implementation of emerging best practices
Innovation and Adaptation
The region demonstrates commitment to innovation through:
Educational Transformation: - Competency-based models that focus on skill development [WC-0241] - Student success frameworks that provide individualized support [WC-0173] - Technology-enhanced learning that reflects contemporary needs - Academic-practice integration throughout educational programs
Professional Support Models: - Office of Well-being framework for comprehensive support [WC-0168] - Nurse coach model for peer-based mentorship [WC-0185] -
Career lattice structures for diverse advancement pathways [WC-0337]Leadership development initiatives that identify emerging leaders [WC-0234]
Collaborative Frameworks: - Quarterly leadership meetings for regional coordination [WC-0248] - Joint appointments that bridge academic-practice settings [WC-0223] - Resource sharing models that optimize expertise utilization - Cross-setting innovation development and implementation
Conclusion
The West Central region’s approach to nursing workforce development demonstrates a comprehensive understanding of current challenges and commitment to innovative solutions. The region has developed distinctive initiatives in three key areas: technology integration, well-being support, and academic-practice collaboration. These approaches reflect both regional priorities and the unique characteristics of the Tampa Bay health care landscape.
Success in implementing these initiatives requires sustained focus on faculty development, professional well-being, and structured collaboration between academic and practice settings. The region’s quarterly leadership meetings provide a foundation for ongoing coordination, while technology initiatives create opportunities for practice innovation and educational transformation.
Through coordinated effort and strategic resource allocation, the West Central region is positioned to address current workforce challenges while building capacity for future development. The region’s focus on data-driven decision-making, professional resilience, and collaborative innovation creates a foundation for sustainable workforce solutions that can adapt to evolving health care needs.
Region Quotes
Recruitment
Subtheme Reference Quote
Regional Access & Distribution
[WC-0335] The region emphasizes using data to make communities healthier across multiple dimensions: “physical, mental, economic”
[WC-0065] The region reports that while enrollment has increased, programs are seeing “fewer qualified candidates”
[WC-0064] Non-competitive salaries cited as “the number one barrier to filling those faculty vacancies”
[WC-0219] “have partnerships with almost every hospital in the region”
Subtheme Reference Quote
[WC-0173] Student success coaches who “individually work with students, knowing that one size isn’t going to fit it all”
Readiness & Development
[WC-0241] “The way the students learn is different now” requiring transformation in educational delivery
[WC-0335] Regional stakeholders emphasize “competency-based education” to ensure practice readiness
[WC-0337] Implementation of “preceptor training programs, joint appointments, tax credit models, scholarships” and other career pathway initiatives
Reimagined Pathways
[WC-0248] “We lead a chief nurse officer Mastermind, every quarter, and we come together in this region… to really talk about what are our needs? What are your innovative strategies?”
[WC-0247] Academic programs must adapt to innovations like “hospital at home” initiatives while working within “accreditation guidelines in the academic system that simply, academia is really not nimble”
[WC-0223] “Nurses are hired as joint appointments with the academic system, so that allows them to still be in practice, allows them to be current”
[WC-0337] The region has implemented “career lattice programs, upskilling the nursing workforce”
Retention
Subtheme Reference Quote
Relational Integration
[WC-0168] Creation of an Office of Well-being serving “not just for our team members, our faculty and our staff. But we’re doing it for student nurses”
[WC-0281] Burnout rates increased from “11% pre-COVID” to “91% in 2023” with CDC data showing “nurses are 18% more likely to die by suicide than members of the general population”
[WC-0185] Implementation of “nurse coach model pilot” where “a select group of nurses” are trained to support peers
[WC-0186] Organizations report “an increase in our graduate nurse engagement scores as well as nurses reporting an increase in professionalism as well as improvement in work-life balance”
Subtheme Reference Quote
Rewards & Recognition
[WC-0064] Non-competitive salaries identified as the primary barrier to filling academic positions
[WC-0223] Joint appointments provide competitive compensation while allowing nurses to maintain both clinical and academic roles
[WC-0337] Implementation of “career lattice programs” focused on “upskilling the nursing workforce”
[WC-0234] Health care organizations have developed “leadership development courses and things like that”
Role Advancement
[WC-0235] Recognition that “we’re constantly transitioning all throughout our careers” necessitating structured support
[WC-0235] Organizations report “constantly finding those nurses that are showing that spark, that they are very interested in leadership and then transitioning them from a clinical position more to a leadership position”
[WC-0235] “We really need the programs in place to have a preceptor or a buddy to be able to go through that program”
[WC-0185] Nurse coach programs create new professional development pathways while addressing mentorship needs
Resources
Subtheme Reference Quote
Resource Optimization
[WC-0242] Virtual nursing programs help “alleviate bedside nurses to do what they’re doing”
[WC-0246] “As soon as we feel like we’ve caught up” with technological developments, “something else changes”
[WC-0247] Academic institutions must work within “accreditation guidelines in the academic system that simply, academia is really not nimble”
[WC-0223] Joint appointment structures that allow nurses to contribute in both clinical and academic roles
Resilient Environments
[WC-0168] Establishment of Office of Well-being with “a director that was appointed” and programs that “consistently roll out”
[WC-0163] Development of “burnout prevention programs” offered “at cost, free of charge” to colleagues in need
Subtheme Reference Quote
[WC-0186] Nurse coach model created “improvement in worklife balance” and increased engagement
[WC-0336] Emphasis on “self-care and cultures to promote selfcare” throughout practice settings
Responsive Implementation
[WC-0248] Quarterly collaboration meetings where leaders “talk about what are our needs… what are your innovative strategies” and engage in “working sessions”
[WC-0291] Recognition that “people need to feel connected. They need to know you care” for successful implementation
[WC-0247] Challenges in aligning academic and practice innovations due to “accreditation guidelines” that limit responsiveness
Implementation Framework
Subtheme Reference Quote
Technology Integration and Innovation
Academic-Practice Collaboration
[WC-0242] Virtual nursing implementation
[WC-0241] Technology-enhanced learning models
[WC-0223] Joint appointment structures
[WC-0248] Quarterly leadership meetings
Professional Support and Development [WC-0168] Comprehensive well-being initiatives
[WC-0337] Career advancement frameworks
Regional Innovation and Sustainability
Subtheme Reference Quote
Workforce Stability
Professional Resilience
Innovation Leadership
[WC-0064] Faculty recruitment and retention
[WC-0235] Transitions across career stages
[WC-0168] Well-being support systems
[WC-0336] Self-care cultures
[WC-0242] Technology integration
[WC-0241] Educational transformation
Southeast Region
NOTE: All sessions were recorded and transcribed verbatim, with each line of transcript assigned a unique region-specific identifier code (e.g., “SE####”) for reference purposes. This coding system ensures transparent citation of evidence throughout the analysis while maintaining participant confidentiality.
Recruitment and Retention Analysis
Recruitment Analysis
Regional Access & Distribution
The Southeast region faces significant challenges in maintaining educational quality while expanding access to nursing education. Data from regional discussions indicates that this area has the lowest first-time NCLEX pass rates among Florida regions (71.36%), highlighting a critical need for focused intervention in educational preparation and quality improvement [SE-2657].
The complexity of the regional nursing education landscape is evident in the proliferation of programs of varying quality. Health care organizations in the region have responded by implementing strict requirements for clinical placements, including mandatory accreditation for nursing programs [SE-2766]. This approach helps ensure that students receive quality education while protecting health care standards. One participant noted that “we have to hold schools accountable” [SE-2811].
Potential solutions center on strengthening quality control mechanisms and expanding access to legitimate programs. The region has proposed increasing the number of testing centers to reduce NCLEX testing delays [SE-3092] and implementing stricter oversight of nursing programs. Health care organizations are taking proactive steps by requiring accreditation for clinical placements, creating a market-driven approach to quality control [SE-2767]. As one stakeholder emphasized, “if you want clinical placements, you have to be accredited” [SE-2767].
Another key solution involves improving public access to information about program quality. Regional stakeholders advocate for enhanced search engine optimization strategies to ensure legitimate nursing programs appear prominently in searches, preventing fraudulent or low-quality programs from dominating online recruitment [SE2800]. This includes developing comprehensive resources to help prospective students identify accredited programs and understand quality indicators. As one participant observed, “when I put in the name of the school I’m looking for, all these other programs come up first” [SE-2800], highlighting the challenges students face in finding legitimate educational options.
Readiness & Development
The Southeast region emphasizes the importance of early pipeline development and comprehensive student preparation. Regional discussions highlight the need for increased collaboration with K-12 institutions, including charter schools, to create awareness of nursing careers and ensure adequate academic preparation [SE-3094, SE3095]. As one stakeholder pointed out, the region needs to actively engage with “charter schools as the growth in Florida is increasing” [SE-3095].
Student readiness extends beyond academic preparation to include financial and personal support. Regional data indicates that many prospective students face significant economic barriers, with some working multiple jobs while pursuing their education [SE-2732]. As one educator noted, “How do we support you to be able to do that? But at the same time, we need to talk about the quality institutions” [SE-2732], highlighting the dual challenges of student support and educational quality.
Proposed solutions include developing structured pathways from high school through nursing education. Stakeholders advocate for expanding early exposure programs in K12 settings and creating specialized health care career tracks in partnership with charter schools [SE-3095]. These initiatives aim to build a stronger foundation for future nursing students while increasing awareness of health care professions.
The region is also working to implement comprehensive financial support mechanisms. This includes exploring loan repayment programs, tuition assistance, externships, and partnerships with health care organizations to provide educational funding in exchange for service commitments [SE-2726]. As one innovative proposal suggested, “Why don’t we ‘preinvest’ at a college and say, tell you what? You’re supporting us, we’re supporting you” [SE-2726], highlighting the potential for mutually beneficial partnerships.
Reimagined Pathways
The Southeast region is actively working to create innovative approaches to nursing education and career entry. Regional stakeholders emphasize the need to redefine traditional educational pathways while maintaining high standards of quality and integrity [SE-2823]. As one participant advised students, “What kind of nurse do you want to be? You know, you gotta be that nurse that you want to be” [SE-2823].
A significant focus has been placed on developing partnerships between educational institutions and health care facilities. These collaborations aim to create seamless transitions from education to practice while ensuring graduates are well-prepared for the demands of the profession [SE-2809]. As one stakeholder noted, “that’s one of the good things that we have locally going in our community” [SE-2809], referring to successful academic-practice partnerships.
Potential solutions include expanding collaborative educational models that integrate clinical experience throughout the curriculum. Regional health care organizations are
increasingly involved in education, offering mentorship opportunities and clinical exposure from early in the educational process [SE-2809].
The region is also exploring innovative funding models, such as health care organization sponsorship of student education in exchange for service commitments. This approach not only addresses financial barriers but also helps create direct pathways to employment [SE-2726].
Retention Analysis
Relational Integration
The Southeast region recognizes that successful workforce retention begins with strong professional relationships and support systems. Regional discussions emphasize the importance of mentorship and clinical support in fostering long-term commitment to the profession [SE-2814]. One stakeholder highlighted the value of “professional practice councils” in creating supportive environments where nurses can develop psychological safety and professional integration [SE-2814].
Current challenges include ensuring consistent support for new graduates and creating environments that promote professional growth. The region has identified psychological safety and professional integration as key factors in retention, particularly for new nurses transitioning to practice [SE-2814].
Proposed solutions focus on developing comprehensive mentorship programs that extend beyond basic orientation. The region is implementing professional practice councils, structured mentorship models, and roles such as “success coaches” or “clinical support RN” to support new graduate transition and ongoing professional development [SE2814].
Health care organizations are also working to create more inclusive professional environments by involving nurses in facility meetings and decision-making processes. This approach aims to build stronger connections to the organization and profession [SE-2809]. As one participant noted, the importance of “teamwork ethic” and collaboration between institutions [SE-2807].
Rewards & Recognition
The Southeast region acknowledges the importance of both financial and non-financial recognition in retaining qualified nurses. Regional stakeholders emphasize the need for competitive compensation while also focusing on professional growth opportunities and career advancement [SE-3094]. One proposed initiative involves “upscaling career growth opportunities” and “promoting membership in professional organizations” [SE3094].
Current challenges include addressing workplace violence and creating safe, supportive work environments. The region has implemented comprehensive workplace violence prevention programs and de-escalation training to protect health care workers [SE-
2988]. As one organization representative explained, “we have active workplace violence prevention committees” and follow up on all reported incidents [SE-2988, SE-2989].
Potential solutions include developing career advancement pathways and professional recognition programs. The region is working to promote professional association membership and create opportunities for specialty certification and advanced practice roles [SE-3094].
Regional health care organizations are also implementing comprehensive benefits packages and creating flexible scheduling options to support work-life balance. These initiatives aim to address both immediate retention needs and long-term career satisfaction.
Role Advancement
The Southeast region emphasizes the importance of clear career progression pathways in maintaining a stable nursing workforce. Regional discussions highlight the need for structured professional development opportunities and support for career advancement [SE-3094].
Current challenges include creating accessible pathways for specialization and advanced practice roles while maintaining adequate staffing at all levels. The region recognizes the importance of balancing individual career growth with organizational needs.
Proposed solutions include developing comprehensive career ladders and professional development programs, including from non-nursing into nursing roles. The region is working to create clear pathways for advancement while providing necessary support and resources for professional growth [SE-3094].
Health care organizations are also implementing programs to support continuing education and specialty certification. These initiatives include tuition assistance, certification preparation support, and scheduling flexibility to accommodate professional development activities.
Resources and Implementation
Resources
Resource Optimization
The Southeast region demonstrates significant focus on maximizing available resources through strategic partnerships and collaboration. Educational institutions and health care facilities in the region have developed integrated approaches to resource sharing, particularly in clinical education and professional development [SE-2809].
Current resource utilization is challenged in meeting increasing demands for nursing education and clinical training. Health care organizations report constraints in clinical placement capacity, while educational institutions struggle with faculty resources and training facilities. The region’s health care facilities have responded by implementing
structured approaches to resource allocation, particularly in clinical education and professional development [SE-2741]. One organization emphasized “the importance of educational advancement” and their practice of bringing in schools that meet quality standards [SE-2741].
Potential solutions include the use of Artificial Intelligence (AI) and other technologies at the bedside and expanding collaborative resource-sharing models between educational institutions and health care facilities. The region is developing frameworks for shared clinical training resources and coordinated professional development programs [SE2766]. This approach helps maximize the impact of available resources while maintaining educational quality.
Regional stakeholders are also exploring innovative funding mechanisms to support nursing education and professional development. This includes partnerships between health care organizations and educational institutions to provide sustainable funding for nursing programs and student support services [SE-2726].
Resilient Environments
The Southeast region prioritizes creating sustainable and supportive environments for nursing education and practice. Regional discussions emphasize the importance of developing infrastructure that can adapt to changing health care needs while maintaining high standards of quality and safety [SE-2988].
A significant challenge involves addressing workplace safety and violence prevention. Health care organizations report implementing comprehensive safety programs, including de-escalation training and security measures [SE-2988, SE-2989]. As one organization described, they have “active workplace violence prevention committees” and systematic follow-up processes when incidents are reported [SE-2989]. Additionally, the region faces challenges in creating environments that support both educational excellence and professional development.
Proposed solutions focus on developing integrated approaches to workplace safety and professional support. Health care organizations are implementing comprehensive violence prevention programs, including active workplace violence prevention committees and systematic response protocols [SE-2988].
The region is also working to create environments that support continuous learning and professional growth. This includes developing dedicated spaces for professional development and implementing technology solutions to enhance training and education [SE-2766].
Responsive Implementation
The Southeast region emphasizes the need for agile and effective implementation of workforce initiatives. Regional stakeholders recognize the importance of responsive systems that can adapt to changing health care needs while maintaining quality standards [SE-2766].
Current implementation challenges include coordinating efforts across multiple institutions and ensuring consistent quality in program delivery. The region faces particular challenges in implementing quality control measures while maintaining educational access and supporting student success.
Potential solutions include developing structured frameworks for program implementation and evaluation. The region is working to create systematic approaches to quality assurance, including regular assessment of educational outcomes and professional development programs [SE-2755]. As one stakeholder emphasized, programs “of high quality can be measured by the pass rate, first attempt pass rate on that NCLEX examination” [SE-2755].
Regional stakeholders are also implementing coordinated approaches to program development and resource allocation. This includes creating clear guidelines for clinical placements and developing standardized quality metrics for educational programs [SE2767].
Implementation Framework
Strategic Priorities
The Southeast region’s implementation framework focuses on three key priorities identified through regional analysis:
Quality Assurance and Enhancement: - Implementing strict accreditation requirements for clinical placements [SE-2766] - Developing standardized quality metrics for educational programs - Creating systematic program evaluation processes
Workforce Development and Support: - Expanding clinical education capacity through partnerships - Implementing comprehensive safety and professional development programs - Developing sustainable funding mechanisms for nursing education
Community Engagement and Collaboration: - Strengthening partnerships with K12 and charter schools [SE-3094] - Developing public education initiatives about nursing careers - Creating coordinated approaches to workforce development
Resource Requirements
To support successful implementation, the region requires:
Infrastructure Development: - Enhanced clinical training facilities - Technology solutions for education and professional development - Secure environments for health care delivery
Professional Development Resources: - Faculty development programs - Clinical preceptor training - Leadership development initiatives
Financial Support: - Sustainable funding for nursing education - Student support programs - Professional development resources
Professional Development: - Staff retention rates - Professional certification achievements - Career advancement metrics
Safety and Quality Metrics: - Workplace safety incident reduction - Quality of care indicators - Professional satisfaction measures
Regional Impact and Sustainability
Long-term Objectives
The Southeast region’s long-term objectives include:
Workforce Stability: - Developing sustainable local talent pipelines - Creating effective retention strategies - Building professional development pathways
Educational Excellence: - Maintaining high academic standards - Expanding educational capacity - Ensuring program quality and accountability
Community Integration: - Strengthening health care-education partnershipsDeveloping public awareness programs related to nursing school qualityCreating sustainable workforce solutions
Innovation and Adaptation
The region demonstrates commitment to innovation through:
Professional Development: - Career advancement frameworks - Leadership development initiatives - Specialized training programs
Safety and Support: - Comprehensive violence prevention programsProfessional support systems - Wellness initiatives
Conclusion
The Southeast region’s approach to nursing workforce development demonstrates a comprehensive understanding of current challenges and a commitment to innovative solutions. Success in implementing these initiatives requires sustained focus on quality assurance, professional development, and resource optimization.
Key factors for success include: - Maintaining high educational standards while expanding access - Developing sustainable partnerships between education and health care - Creating supportive environments for professional growth - Implementing effective safety and quality measures - Building sustainable funding mechanisms
Through coordinated effort and strategic resource allocation, the Southeast region is positioned to address current workforce challenges while building capacity for future growth and development.
Region Quotes
Recruitment
Subtheme Reference Quote
Regional Access & Distribution
Readiness & Development
[SE-2657] Data from regional discussions indicates that this area has the lowest NCLEX pass rates among Florida regions, highlighting a critical need for focused intervention in educational preparation and quality assurance
[SE-2766] Health care organizations in the region have responded by implementing strict requirements for clinical placements, including mandatory accreditation for nursing programs
[SE-2811] “we have to hold schools accountable… they have to be accredited, or they have to get shut down”
[SE-3092] The region has proposed increasing the number of testing centers to reduce NCLEX testing delays
[SE-2767] Health care organizations are taking proactive steps by requiring accreditation for clinical placements, creating a market-driven approach to quality control
[SE-2800] Regional stakeholders advocate for enhanced SEO strategies to ensure legitimate nursing programs appear prominently in searches, preventing fraudulent or low-quality programs from dominating online recruitment
[SE-3094] Regional discussions highlight the need for increased collaboration with K-12 institutions, including charter schools, to create awareness of nursing careers and ensure adequate academic preparation
[SE-2732] Regional data indicates that many prospective students face significant economic barriers, with some working multiple jobs while pursuing their education
Subtheme Reference Quote
[SE-3095] Stakeholders advocate for expanding early exposure programs in K-12 settings and creating specialized health care career tracks in partnership with charter schools
Reimagined Pathways
[SE-2823] Regional stakeholders emphasize the need to redefine traditional educational pathways while maintaining high standards of quality and integrity
[SE-2809] These collaborations aim to create seamless transitions from education to practice while ensuring graduates are well-prepared for the demands of the profession
[SE-2809] Regional health care organizations are increasingly involved in education, offering mentorship opportunities and clinical exposure from early in the educational process
[SE-2726] This includes exploring loan repayment programs, tuition assistance, and partnerships with health care organizations to provide educational funding in exchange for service commitments
[SE-2726] This approach not only addresses financial barriers but also helps create direct pathways to employment
Retention
Subtheme Reference Quote
Relational Integration
Rewards & Recognition
[SE-2814] Regional discussions emphasize the importance of mentorship and clinical support in fostering longterm commitment to the profession
[SE-2814] The region has identified psychological safety and professional integration as key factors in retention, particularly for new nurses transitioning to practice
[SE-2814] The region is implementing professional practice councils and structured mentorship models to support new graduate transition and ongoing professional development
[SE-2809] Health care organizations are also working to create more inclusive professional environments by involving nurses in facility meetings and decision-making processes
[SE-3094] Regional stakeholders emphasize the need for competitive compensation while also focusing on
Subtheme Reference Quote
professional growth opportunities and career advancement
[SE-2988] The region has implemented comprehensive workplace violence prevention programs and deescalation training to protect health care workers
[SE-3094] The region is working to promote professional association membership and create opportunities for specialty certification and advanced practice roles
Role Advancement
Resources
[SE-3094] Regional discussions highlight the need for structured professional development opportunities and support for career advancement
[SE-3094] The region is working to create clear pathways for advancement while providing necessary support and resources for professional growth
Subtheme Reference Quote
Resource Optimization
Resilient Environments
[SE-2809] Educational institutions and health care facilities in the region have developed integrated approaches to resource sharing, particularly in clinical education and professional development
[SE-2741] The region’s health care facilities have responded by implementing structured approaches to resource allocation, particularly in clinical education and professional development
[SE-2766] The region is developing frameworks for shared clinical training resources and coordinated professional development programs
[SE-2726] Regional stakeholders are also exploring innovative funding mechanisms to support nursing education and professional development
[SE-2988] Regional discussions emphasize the importance of developing infrastructure that can adapt to changing health care needs while maintaining high standards of quality and safety
[SE-2988] Health care organizations report implementing comprehensive safety programs, including deescalation training and security measures
[SE-2989] The region faces challenges in creating environments that support both educational excellence and professional development
Subtheme Reference Quote
[SE-2988] Health care organizations are implementing comprehensive violence prevention programs, including active workplace violence prevention committees and systematic response protocols
[SE-2766] The region is also working to create environments that support continuous learning and professional growth
Responsive Implementation
[SE-2766] Regional stakeholders recognize the importance of responsive systems that can adapt to changing health care needs while maintaining quality standards
[SE-2755] The region is working to create systematic approaches to quality assurance, including regular assessment of educational outcomes and professional development programs
[SE-2767] Regional stakeholders are also implementing coordinated approaches to program development and resource allocation
Implementation Framework
Subtheme Reference Quote
Strategic Priorities
Resource Requirements
Long-term Objectives
[SE-2766] Implementing strict accreditation requirements for clinical placements
[SE-3094] Strengthening partnerships with K-12 and charter schools
[SE-2650] NCLEX pass rates improvement
Subtheme Reference Quote
Workforce Stability
[SE-2809] Maintaining high educational standards while expanding access
[SE-2766] Developing sustainable partnerships between education and health care
[SE-2814] Creating supportive environments for professional growth
[SE-2988] Implementing effective safety and quality measures
[SE-2726] Building sustainable funding mechanisms
Southwest Region
NOTE: All sessions were recorded and transcribed verbatim, with each line of transcript assigned a unique region-specific identifier code (e.g., “SW####”) for reference purposes. This coding system ensures transparent citation of evidence throughout the analysis while maintaining participant confidentiality.
Recruitment and Retention Analysis
Recruitment Analysis
Regional Access & Distribution
The Southwest region faces distinct challenges in recruiting nursing talent, particularly in maintaining adequate staffing levels across different care settings. A key finding from regional discussions highlights the need for strategic recruitment approaches that consider both acute care and community-based settings. As noted by one health care leader, “a lot of the patient care is moving outside of the 4 walls of the hospital,” necessitating new approaches to recruitment and workforce distribution [SW-3341, SW3342].
The region’s educational institutions and health care facilities have begun implementing innovative solutions to address these distribution challenges. This includes launching virtual nursing initiatives and hospital-at-home programs, which create new opportunities for nurses while addressing care delivery needs [SW-3342]. These innovations help attract nurses who might be interested in alternative care delivery models.
One health care leader emphasized the importance of high-quality nursing education: “we need to ensure that we have high quality nursing education to prepare the nurses of tomorrow” [SW-3220]. This focus on educational quality serves as a foundation for building a sustainable nursing workforce pipeline in the region.
Faculty recruitment remains a significant concern affecting the region’s ability to expand nursing education capacity. Regional stakeholders report “difficulty throughout the state of Florida filling faculty vacancies,” with non-competitive salaries and lack of qualified candidates cited as primary barriers [SW-3230]. This faculty shortage directly impacts the region’s ability to prepare sufficient nursing graduates to meet workforce needs.
Readiness & Development
A critical component of recruitment in the Southwest region involves preparing the next generation of nurses through robust educational pathways. Regional stakeholders emphasize the importance of high-quality nursing education programs that can adapt to changing health care needs. As has been noted, there is a “need to ensure that we have high quality nursing education to prepare the nurses of tomorrow” [SW-3220].
The region faces particular challenges with faculty recruitment, which directly impacts educational capacity. Evidence shows difficulty filling faculty vacancies, with noncompetitive salaries and lack of qualified candidates cited as primary barriers [SW3230]. Health care organizations are exploring innovative solutions, including creating partnerships between clinical facilities and educational institutions [SW-3339].
Educational institutions in the region have implemented several innovative approaches to support student success. One institution reported hiring “NCLEX success coaches” to provide targeted support to students preparing for licensure examinations [SW-3386]. Another implemented an online referral system where faculty can quickly connect struggling students with appropriate support resources [SW-3386].
Mental health support has emerged as a critical component of student readiness. As one educator observed, “many of the students are experiencing mental health challenges. They are struggling with anxiety. They’re just struggling with depression” [SW-3357]. In response, institutions have partnered with counseling and psychological services centers to provide additional support to nursing students [SW-3358].
Reimagined Pathways
The Southwest region is actively developing new approaches to nursing career pathways, including innovative programs to attract diverse candidates. Stakeholders emphasize the importance of early exposure to nursing careers, with some high schools offering health care-related programs that provide early certification opportunities [SW3646]. This early pipeline development is seen as crucial for building future workforce capacity.
Regional leaders also recognize the need to create multiple entry points into nursing careers. One innovative approach includes hybrid accelerated programs that accommodate working students while maintaining educational quality [SW-3334]. As one program leader explained, “what we’ve done with our LPN to RN program is, make it so that you can do those things. It’s a hybrid accelerated program. And we’re excited about how it’s going to produce more nurses faster in southwest Florida” [SW-3334]. These flexible pathways help attract non-traditional students and career-changers to nursing.
The region has benefited from state funding initiatives that support innovative educational approaches. One stakeholder noted receiving “financial support through the PIPELINE program through the State Legislature for State Universities, and we’ve been really wonderfully blessed by the LINE funding that we’ve received where it’s an academic partnership that we have with Lee Health” [SW-3376]. These partnerships create sustainable funding mechanisms for nursing education while strengthening connections between academic institutions and health care organizations.
Relational Integration
The Southwest region places strong emphasis on building positive relationships to support retention. Health care leaders recognize that toxic culture is a significant risk factor for first-year and second-year nurses leaving the profession [SW-3474]. To address this, organizations are implementing intentional strategies to create supportive work environments.
A key retention strategy involves fostering positive relationships between experienced nurses and newcomers. As one leader emphasized, building relationships based on “I care about you, and I care about your success” can significantly impact retention [SW3470]. This approach helps create a supportive culture that encourages nurses to stay in the profession.
Health care organizations in the region have implemented several initiatives to address workplace culture, with some reporting a “complete paradigm shift” in their approach. As one leader described, “we checked ourselves. We looked in the mirror and said, Look, our work environment is not healthy” [SW-3298]. This honest assessment led to comprehensive cultural transformation efforts focused on creating supportive, healthy work environments.
The region also recognizes the importance of generational differences in creating effective work relationships. One stakeholder noted that having different generations in the workforce from Boomers to Gen Z creates both challenges and opportunities for mentorship and knowledge transfer [SW-3397, SW-3399]. Health care organizations are developing approaches that acknowledge these differences while fostering crossgenerational collaboration and support.
Rewards & Recognition
The region is actively addressing compensation and recognition issues that affect retention. Stakeholders have identified the need for competitive wages, with particular attention to the disparity between staff and agency nurse compensation [SW-3433]. One specific recommendation calls for providing the “same wages to the hospital staff that are paid to agency nurses working side by side” to acknowledge loyalty and maintain morale.
Regional discussions have also highlighted the importance of retention bonuses as a strategy to reward long-term commitment. There is growing recognition that focusing on retaining existing staff through financial incentives may be more effective than relying solely on sign-on bonuses for new hires [SW-3662].
Compensation strategies in the region acknowledge the significance of cost-of-living factors, with some stakeholders suggesting more research into how cost of living differences affect nursing compensation across metropolitan areas [SW-3207, SW-3208].
This recognition of regional economic factors demonstrates a nuanced approach to developing compensation structures that truly support retention.
The focus on rewards extends beyond financial compensation to include professional recognition and growth opportunities. Health care organizations are implementing programs that acknowledge nursing contributions while providing clear pathways for advancement and professional development.
Role Advancement
The Southwest region is developing structured approaches to career advancement and professional growth. Health care organizations are implementing preceptor programs and mentorship initiatives to support both new graduates and experienced nurses [SW3345]. These programs help create clear career progression pathways while ensuring knowledge transfer between generations of nurses.
A particular focus has been placed on leveraging technology to create new role opportunities. Virtual nursing positions, for example, provide options for nurses who may not be able to work traditional bedside roles (e.g., those considering retirement) but still have valuable clinical expertise to contribute [SW-3462]. This approach helps retain experienced nurses while adapting to changing health care delivery models.
Leadership development has emerged as a key strategy for role advancement in the region. As one health care leader explained, “Doing a lot of our own leadership development, right? If we have really good nursing leaders who can lead these teams, provide flexible schedules, work on work life balance with our team members…I know that makes a big difference” [SW-3337]. These initiatives not only enhance retention but also build a pipeline of future nursing leaders.
The region is also exploring innovative approaches to help nurses develop new specialties and skills. One nurse educator noted the wide range of opportunities available in nursing: Nursing is the only career that gives you the opportunity to do so many things” [SW-3349]. By showcasing these diverse pathways, health care organizations help nurses envision long-term careers within their institutions.
Resources and Implementation
Resources
Resource Optimization
The Southwest region faces complex challenges in optimizing its resources for nursing workforce development. A significant focus has been placed on maximizing educational resources through strategic partnerships and funding initiatives. The region has benefited from state support through the PIPELINE program for state universities and LINE funding for academic partnerships with health care systems [SW-3376].
Faculty resources remain a critical concern, with particular challenges in evening and weekend staffing. As one educator noted, “Very few faculty are going to give up their evenings and weekends… Especially with the salary that we’re getting” [SW-3537]. This challenge is compounded by union rules that specify working hours and assignments [SW-3564], requiring creative solutions for program expansion.
The region has demonstrated innovation in resource utilization, particularly in leveraging technology. Health care organizations are implementing virtual nursing solutions, allowing nurses with physical limitations to continue sharing their expertise [SW-3462]. This approach maximizes existing human resources while adapting to changing health care delivery models.
Regional stakeholders are exploring innovative funding mechanisms to enhance resource availability. One key strategy involves engaging with state legislators to address resource needs. As one leader emphasized, “don’t forget about the power that you have with your legislators, your local people. I can’t say enough how wonderful our local legislators have been in supporting our university” [SW-3565]. This political engagement has proven effective in securing funding for nursing education initiatives.
Resilient Environments
Creating supportive, resilient environments is a key priority in the Southwest region. Health care and educational institutions are implementing comprehensive support systems for both students and practicing nurses. Educational institutions have developed partnerships with counseling and psychological services to provide mental health support [SW-3357, SW-3358], recognizing the increasing pressure on students from various sources including economic challenges and housing costs [SW-3379].
The region has also emphasized the importance of generational awareness in creating resilient environments. Leaders acknowledge the need to navigate different expectations and working styles across generational groups, from Boomers to Gen Z, in both faculty and hospital workforces [SW-3397, SW-3399]. This understanding helps create more inclusive and supportive work environments.
Safety and appropriate workload distribution have emerged as critical components of resilient practice environments. Health care organizations are implementing strategies to ensure appropriate staffing ratios and safe working conditions. As one leader explained, “if you have a good work environment and you feel safe at work, that’s really important to our team members” [SW-3336]. This focus on safety includes addressing workplace violence and implementing comprehensive protection measures.
Educational institutions are also working to build resilience directly into nursing curricula. One educator noted they are “looking at ways that we can again build resiliency in our students” as they revise their competency-based education approach [SW-3393]. This proactive stance helps prepare future nurses for the challenges they will face in practice.
Responsive Implementation
The Southwest region’s approach to implementation emphasizes flexibility and responsiveness to changing needs. Health care organizations are using data-driven tools to manage workload distribution more effectively, moving beyond simple nurse-topatient ratios to consider the complexity of patient care needs [SW-3580].
Stakeholders recognize the importance of legislative support in implementing workforce solutions. The region has successfully engaged with local legislators to secure funding and support for nursing education initiatives [SW-3565, SW-3566]. This political engagement has been crucial in addressing resource needs, particularly around faculty compensation and program expansion.
The region also acknowledges the need for flexible communication strategies that accommodate different preferences and styles. As one stakeholder observed, “How many ways can you say it to reach the most amount of people, you know, in every way: technology, face to face, whatever it is because the generations are so different” [SW3648]. This adaptable approach helps ensure that implementation efforts reach and engage all stakeholders effectively.
Educational institutions demonstrate responsiveness by continuously evaluating and adjusting their programs based on student needs and outcomes. One institution reported implementing an online referral system that allows for rapid intervention when students are struggling [SW-3386]. This early intervention approach helps address challenges before they become significant barriers to success.
Implementation Framework:
Strategic Priorities
The Southwest region’s implementation framework focuses on four key priorities identified through regional analysis:
Culture Transformation Initiatives: - Address toxic culture through immediate intervention in negative behaviors [SW-3554] - Implement psychological safety programs to encourage open communication - Create structured mentorship programs focusing on positive relationship building [SW-3470] - Develop comprehensive well-being initiatives for staff and students
Career Advancement Programs: - Develop comprehensive preceptor and mentorship programs [SW-3345] - Create flexible roles including virtual nursing opportunities [SW-3462] - Establish clear career progression pathwaysImplement leadership development initiatives [SW-3337]
Educational Pipeline Enhancement: - Strengthen partnerships between health care facilities and educational institutions [SW-3339] - Develop hybrid and accelerated program options [SW-3334] - Create early exposure programs in
secondary schools [SW-3646] - Implement student success and support systems [SW-3386]
Retention-Focused Compensation Strategies: - Implement retention bonus programs [SW-3662] - Address wage disparities between staff and agency nurses [SW-3433] - Develop comprehensive benefits packages - Create recognition systems that acknowledge loyalty and commitment
Resource Requirements
To support successful implementation, the region requires:
Financial Resources: - Sustainable funding for faculty compensation [SW-3537]Support for student scholarships and financial aid [SW-3380] - Investment in technology infrastructure and innovation - Resources for professional development and continuing education
Human Resources: - Faculty recruitment and retention strategies [SW-3230]Clinical preceptors and mentors [SW-3345] - Mental health professionals and counselors [SW-3358] - Technology support personnel and implementation specialists
Infrastructure and Technology: - Virtual nursing platforms and telehealth systems [SW-3462] - Student support and referral systems [SW-3386] - Educational technology for hybrid and flexible learning [SW-3648] - Data management systems for workload assessment [SW-3580]
Administrative Support: - Program coordination staff - Legislative liaison capabilities [SW-3565] - Partnership management resources - Evaluation and assessment specialists
Performance Metrics
Success will be measured through:
Educational Outcomes: - Student retention rates - Program completion ratesNCLEX pass rates - Graduate employment rates and practice readiness
Workforce Stability: - Staff turnover rates - Faculty retention metrics - Work environment satisfaction scores - Mentorship program effectiveness measures
Quality and Efficiency Indicators: - Patient care outcomes - Resource utilization efficiency - Technology implementation effectiveness - Partnership development and sustainability
Regional Impact and Sustainability
Long-term Objectives
The Southwest region’s long-term objectives include:
Workforce Stability: - Developing sustainable local talent pipelines - Creating effective retention strategies - Building professional development pathwaysEstablishing cross-generational mentorship programs
Educational Excellence: - Maintaining high academic standards - Expanding educational capacity - Ensuring program quality and accountability - Creating innovative educational delivery models
Community Integration: - Strengthening health care-education partnershipsDeveloping public awareness programs - Creating sustainable workforce solutions
- Building political support for nursing education and practice
Innovation and Adaptation
The region demonstrates commitment to innovation through:
Professional Development: - Leadership academies and mentorship programs [SW-3337] - Virtual nursing initiatives [SW-3462] - Career pathways and role transition support [SW-3552] - Cross-generational knowledge transfer approaches [SW-3397]
Support Systems: - Student success initiatives and early intervention programs [SW-3386] - Mental health and wellness resources [SW-3357] - Online referral and support coordination systems [SW-3386] - Resilience building and professional well-being programs [SW-3394]
Conclusion
The Southwest region’s approach to nursing workforce development demonstrates commitment to quality improvement while adapting to resource constraints. Success depends on: - Maintaining strong academic-practice partnerships - Leveraging available funding mechanisms - Supporting professional development - Creating flexible program options - Building comprehensive support systems
Through coordinated effort and strategic resource allocation, the Southwest region is positioned to address current workforce challenges while building capacity for future growth. The region’s success in areas such as residency program retention (96% compared to national averages in the twenties) demonstrates the effectiveness of these strategic initiatives [SW-3395].
Region Quotes
Recruitment
Subtheme Reference Quote
Regional Access & Distribution
Readiness & Development
[SW-3341, SW-3342]
“a lot of the patient care is moving outside of the 4 walls of the hospital”
[SW-3342] “a lot of the patient. Care is moving outside of the 4 walls of the hospital. So how do we prepare people to be ready to take care of sicker patients outside. So hospital at home is something that we’re doing. We’re launching virtual nursing.”
[SW-3220] “we do a tremendous amount of research related to nursing education in the State of Florida, because it is our pipeline into the workforce. We need to ensure that we have high quality nursing education to prepare the nurses of tomorrow, our future nurses.”
[SW-3230] “there’s a difficulty throughout the State of Florida filling faculty vacancies, and the number one number 2 reasons were non-competitive salaries for nursing faculty and lack of qualified candidates.”
[SW-3339] “have more adjuncts within our environment, because I think it’s really, how do we not put the burden on the bedside, nurse, to educate the students”
Reimagined Pathways
[SW-3646] “through one of the local schools, and it was actually able to then sit and become an EKG tech right out of high school. Yeah, so yeah, there are. I think Ida Baker has one, and there are a few high schools around that specific.”
[SW-3334] “what we’ve done with our LPN to RN program is, make it so that you can do those things. It’s a hybrid accelerated program. And we’re excited about how it’s going to produce more nurses faster in southwest Florida.”
[SW-3380] “I think scholarships have been key, and I really appreciate Governor Desantis and the Board of Governors for all the support they’ve given to nursing recently. It’s been transformational in terms of being able to help our students take some of the pressure off. Maybe they don’t have to work so many hours because they were able to get some scholarship dollars”
Subtheme Reference Quote
Reimagined Pathways
[SW-3334] “80, 90 hour week. You’re not going to be able to study. Well, you need to be able to study well, you need to be able to family, you need to be able to do your work well and enjoy your work. So what we’ve done with our LPN to RN program is, make it so that you can do those things. It’s a hybrid accelerated program. And we’re excited about how it’s going to produce more nurses faster in southwest Florida.”
[SW-3646] “through one of the local schools, and it was actually able to then sit and become an EKG tech right out of high school. Yeah, so yeah, there are. I think Ida Baker has one, and there are a few high schools around that specific.”
[SW-3308] “But there’s nothing new. It’s the very same thing. Mentorships. Pathways to development.”
Retention
Subtheme Reference Quote
Relational Integration
[SW-3474] “they found out that the greatest risk to 1st year nurses and second year nurses leaving the profession was toxic culture.”
[SW-3470] “Positive relationships. And so if you can build those in. And I try to do that with my students as well. Just building in. I care about you, and I care about your success, and if the nurses that are on the floor, the nurses that are getting close to preferment are saying, I care about you, and I care about your success, and I’m so excited that you’re here.”
Rewards & Recognition
Role Advancement
[SW-3433] “Number 4 provide same wages to the hospital staff that are paid to agency nurses working side by side, and this will restore respect and acknowledge the loyalty of the hospital and nursing staff that are remaining full or part time employees”
[SW-3662] “There was a suggestion for retention, bonuses for nurses and nursing staff that stay within an organization as opposed to a sign on bonus or in addition.”
[SW-3345] “and she always embeds in us. That, she said, nursing is your profession, nurse, practitioner, is your role. So just from the stats that Dr. Letourneau showed it really actually favors that. But my passion is education and growing our young. That’s just something. I have started
Subtheme Reference Quote
a preceptor program and a mentorship program at millennium. We partner with FGCU. We’re always looking to add partnerships, because I think that’s so important.”
[SW-3462] “you know, coming up with different innovative solutions around leveraging technology around like virtual nursing. I know we’ve had some nurses that are injured that have been able to take advantage of virtual nursing because they can’t be on their feet for 12 hours, but they still have that skill set, and the same thing with hospital at home. There’s a lot of virtual ways that we can support”
[SW-3187] “if we think of salary and wages as a way to show value for the worth of the work in an institution. It’s important to look at wages”
[SW-3337] “Doing a lot of our own leadership development, right? If we have really good nursing leaders who can lead these teams provide flexible schedules, work on work life balance with our team members. I know that makes a big difference.”
Role Advancement
[SW-3462] “you know, coming up with different innovative solutions around leveraging technology around like virtual nursing. I know we’ve had some nurses that are injured that have been able to take advantage of virtual nursing because they can’t be on their feet for 12 hours, but they still have that skill set, and the same thing with hospital at home. There’s a lot of virtual ways that we can support”
[SW-3308] “But there’s nothing new. It’s the very same thing. Mentorships. Pathways to development.”
[SW-3660] “there was recognition that ambulatory and home care environments are different and need to be treated differently. Even the example of orientation or precepting in those areas where sometimes it’s”
[SW-3661] “in the hospital you tend to get compensated in the role of a preceptor, whereas in the ambulatory or home care setting it actually will cost you money because of the point system that’s used. So, there is some disparity there.”
Resources
Subtheme Reference Quote
Resource Optimization
Resilient Environments
[SW-3376]
“financial support through the pipeline program through the State Legislature for State Universities, and we’ve been really wonderfully blessed by the line funding that we’ve received where it’s an academic partnership that we have with Lee Health”
[SW-3537] “Very few faculty are going to give up their evenings and weekends for you. Especially with the salary that we’re getting. And I love my job. I love going to work at both Fort Myers and Cape Coral tech”
[SW-3564]
“adjuncts to do it. We’re happy to, you know. Consider those things. The hard part that sometimes students don’t understand is like we have a Union. And so the Union has specific rules. On how many hours a faculty can work, and how many hours have to be between their next assignment?”
[SW-3462] “you know, coming up with different innovative solutions around leveraging technology around like virtual nursing. I know we’ve had some nurses that are injured that have been able to take advantage of virtual nursing because they can’t be on their feet for 12 hours, but they still have that skill set, and the same thing with hospital at home. There’s a lot of virtual ways that we can support”
[SW-3357, SW-3358]
“we’re spending a lot of time on is trying to figure out the best ways we can support our students. So we’ve been surveying them on some different things. And what we found is that many of the students are experiencing mental health challenges. They are struggling with anxiety. They’re just struggling with depression. And so, as we begin to look at our supports. We’ve partnered with our counseling and psychological Services center caps.”
[SW-3379] “So, I’ve seen things change over time, and we’ve had so many things going on in our culture and our society with Covid with, you know, changes in an economic status, and you know the
Subtheme Reference Quote
struggle to find housing and the cost of living and all these other things. So students are under tremendous pressure.”
Responsive Implementation
[SW-3397, SW-3399]
“There’s generational differences in the faculty workforce and in the hospital workforce so I’m a boomer, and I find that I have to kind of navigate that with those faculty differently, because their expectations are different.”
[SW-3580] “it does give us an idea of the true workload within the unit today. Right? So rather than just saying, we have a 4 to one ratio. We have a 5 to one ratio. Maybe one nurse based on their workload needs 3 patients today and maybe somebody else can handle 5 or 6, you know.”
[SW-3565, SW-3566]
“don’t forget about the power that you have with your legislators, your local people. I can’t say enough how wonderful our local legislators have been in supporting our university, and you’re their constituents, too.”
[SW-3397] “There’s generational differences in the faculty workforce and in the hospital workforce so I’m a boomer, and I find that I have to kind of”
[SW-3399] “came up through nursing with a certain mindset, so that challenges me, and it challenges my faculty the same thing with me as an administrator. I’ve got some boomers. I’ve got some Gen Zers, Gen Ys, and I have to kind of navigate that with those faculty differently, because their expectations are different. So that’s 1 of the challenges in the faculty side of things that we experience, too, that you know, we’re trying to find positive ways to”
[SW-3554] “toxic culture comes from people being afraid to speak up right? So really, we are trying really hard to address those behaviors in real time and make certain that if somebody speaks up about an error or about something that’s happening, they’re psychologically safe, having a just culture and making certain that any error that is made it’s never one person. It’s always a process of events that broke down that that took place.”
Subtheme Reference Quote
[SW-3406] “Can we collapse it into something else? Or do we need 2 of this to help students to get that competency? So, we’re always asking ourselves that question. Students may not believe that. But really and truly we don’t want to give people, you know what students sometimes perceive as busy work. We want it to be meaningful. We want it to contribute to your learning. And if it’s not adding value, then why are we doing it?”
Implementation Framework
Subtheme Reference Quote
Strategic Priorities
Culture Transformation Initiatives
[SW-3554] “toxic culture comes from people being afraid to speak up right? So really, we are trying really hard to address those behaviors in real time and make certain that if somebody speaks up about an error or about something that’s happening, they’re psychologically safe, having a just culture and making certain that any error that is made it’s never one person. It’s always a process of events that broke down that that took place.”
[SW-3554] “toxic culture comes from people being afraid to speak up right? So really, we are trying really hard to address those behaviors in real time and make certain that if somebody speaks up about an error or about something that’s happening, they’re psychologically safe”
[SW-3470] “I care about you, and I care about your success”
Career Advancement Programs
Educational Pipeline Enhancement
[SW-3345] “I have started a preceptor program and a mentorship program at millennium. We partner with FGCU. We’re always looking to add partnerships, because I think that’s so important.”
[SW-3462] “you know, coming up with different innovative solutions around leveraging technology around like virtual nursing”
[SW-3339] “have more adjuncts within our environment, because I think it’s really, how
Subtheme Reference
Quote
do we not put the burden on the bedside, nurse, to educate the students”
[SW-3334] “It’s a hybrid accelerated program. And we’re excited about how it’s going to produce more nurses faster in southwest Florida.”
[SW-3646] “through one of the local schools, and it was actually able to then sit and become an EKG tech right out of high school. Yeah, so yeah, there are.”
Retention-Focused Compensation Strategies
Educational Resource Enhancement
[SW-3662] “There was a suggestion for retention, bonuses for nurses and nursing staff that stay within an organization as opposed to a sign on bonus or in addition.”
[SW-3433] “Number 4: provide same wages to the hospital staff that are paid to agency nurses working side by side, and this will restore respect and acknowledge the loyalty of the hospital and nursing staff that are remaining full or part time employees”
[SW-3376] “financial support through the PIPELINE program through the State Legislature for State Universities, and we’ve been really wonderfully blessed by the line funding that we’ve received where it’s an academic partnership that we have with Lee health”
[SW-3537] “Very few faculty are going to give up their evenings and weekends for you. Especially with the salary that we’re getting.”
[SW-3648] “It’s top priority, it really is. How many ways can you say it to reach the most amount of people, you know, in every way technology face to face, whatever it is because the generations are so different.”
Support System Development
[SW-3357, SW-3358]
“we’re spending a lot of time on is trying to figure out the best ways we can support our students. So, we’ve been surveying them on some different things. And what we found is that many of the students are experiencing mental health challenges.”
Subtheme Reference Quote
[SW-3386] “and we have a system with an online referral where? Where faculty, as soon as a student takes a test, and let’s say they have a low grade, a faculty member can send a referral to the Success coach, and then they’ll meet with the student and maybe talk about test taking strategies.”
[SW-3397] “There’s generational differences in the faculty workforce and in the hospital workforce”
Technology Integration
Political and Community Engagement
[SW-3462] “you know, coming up with different innovative solutions around leveraging technology around like virtual nursing.”
[SW-3580] “it does give us an idea of the true workload within the unit today. Right? So rather than just saying, we have a 4 to one ratio.”
[SW-3648] “It’s top priority, it really is. How many ways can you say it to reach the most amount of people, you know, in every way technology face to face, whatever it is because the generations are so different.”
[SW-3565] “don’t forget about the power that you have with your legislators, your local people. I can’t say enough how wonderful our local legislators have been in supporting our university”
[SW-3566] “and if a barrier is, we can’t, you know, offer an attractive salary for faculty. Then that’s something that they can deal with funding, and they can incentivize those things that their community of interest needs.”
Long-term Objectives
Subtheme Reference Quote
Workforce Stability [SW3220] “we do a tremendous amount of research related to nursing education in the State of Florida, because it is our pipeline into the workforce. We need to ensure that we have high quality nursing education to prepare the nurses of tomorrow, our future nurses.”
Subtheme Reference Quote
[SW3220] “we do a tremendous amount of research related to nursing education in the State of Florida, because it is our pipeline into the workforce. We need to ensure that we have high quality nursing education to prepare the nurses of tomorrow, our future nurses.”
[SW3334] “80-, 90-hour week. You’re not going to be able to study. Well, you need to be able to study well, you need to be able to see family, you need to be able to do your work well and enjoy your work. So, what we’ve done with our LPN to RN program is make it so that you can do those things. It’s a hybrid accelerated program. And we’re excited about how it’s going to produce more nurses faster in southwest Florida.”
[SW3337]
Doing a lot of our own leadership development, right? If we have really good nursing leaders who can lead these teams, provide flexible schedules, work on work-life balance with our team members…I know that makes a big difference.”
[SW3357] “we’re spending a lot of time on is trying to figure out the best ways we can support our students. So, we’ve been surveying them on some different things. And what we found is that many of the students are experiencing mental health challenges. They are struggling with anxiety. They’re just struggling with depression.”
Resource Requirements
Subtheme Reference Quote
Financial Resources
Human Resources
[SW-3537] “Very few faculty are going to give up their evenings and weekends for you. Especially with the salary that we’re getting.”
[SW-3380] “financial support through the PIPELINE program through the State Legislature for State Universities”
[SW-3230] “there’s a difficulty throughout the State of Florida filling faculty vacancies, and the number one number 2 reasons were non-competitive salaries for nursing faculty and lack of qualified candidates.”
[SW-3358] “look at our supports. We’ve partnered with our counseling and psychological Services center caps.
Subtheme Reference Quote
So, our counseling center at FGCU to provide some additional supports to students.”
Infrastructure and Technology
[SW-3462] “you know, coming up with different innovative solutions around leveraging technology around like virtual nursing.”
[SW-3386] “and we have a system with an online referral where? Where faculty, as soon as a student takes a test, and let’s say they have a low grade, a faculty member can send a referral to the Success coach”
Administrative Support [SW-3565] “don’t forget about the power that you have with your legislators, your local people. I can’t say enough how wonderful our local legislators have been in supporting our university”
Performance Metrics
Subtheme Reference Quote
Educational Outcomes [SW-3470] “I care about you, and I care about your success” mentality in programs
Workforce Stability [SW-3474] “they found out that the greatest risk to 1st year nurses and second year nurses leaving the profession was toxic culture.”
Financial Sustainability
[SW-3376] “financial support through the PIPELINE program through the State Legislature for State Universities, and we’ve been really wonderfully blessed by the line funding that we’ve received where it’s an academic partnership that we have with Lee Health”
Implementation Timeline
Subtheme Reference Quote
Immediate Actions [SW-3386] “and we have a system with an online referral where? Where faculty, as soon as a student takes a test, and let’s say they have a low grade, a faculty member can send a referral to the Success Coach”
Subtheme Reference Quote
[SW-3462] “you know, coming up with different innovative solutions around leveraging technology around like virtual nursing.”
[SW-3407] “But I will say we do have a great faculty and committed staff and great students who are really excited about being, you know, nurses, and just keeping that enthusiasm high and keeping them excited about the profession, I think, is key, because burnout happens so. The resiliency, I think we need to work that more into our curriculums.”
Short-term Goals
Long-term Initiatives
[SW-3230] “there’s a difficulty throughout the State of Florida filling faculty vacancies, and the number one number 2 reasons were non-competitive salaries for nursing faculty and lack of qualified candidates.”
[SW-3648] “It’s top priority, it really is. How many ways can you say it to reach the most amount of people, you know, in every way technology face to face, whatever it is because the generations are so different.”
[SW-3357] “we’re spending a lot of time on is trying to figure out the best ways we can support our students. So, we’ve been surveying them on some different things. And what we found is that many of the students are experiencing mental health challenges. They are struggling with anxiety. They’re just struggling with depression. And so, as we begin to”
[SW-3376] “financial support through the pipeline program through the State Legislature for State Universities, and we’ve been really wonderfully blessed by the line funding that we’ve received where it’s a academic partnership that we have with Lee Health”
[SW-3462] “you know, coming up with different innovative solutions around leveraging technology around like virtual nursing.”
South Region
NOTE: All sessions were recorded and transcribed verbatim, with each line of transcript assigned a unique region-specific identifier code (e.g., “S####”) for reference purposes. This coding system ensures transparent citation of evidence throughout the analysis while maintaining participant confidentiality.
Recruitment and Retention Analysis
Recruitment Analysis
Regional Access & Distribution
The South region faces unique challenges in nursing education quality and distribution, with significant concerns about program accreditation status and educational outcomes. Regional data reveals that while South Florida has numerous nursing programs, only 26% of these programs are accredited, with 10% currently on probationary status [S-3767]. This accreditation disparity directly impacts workforce quality and readiness, with stakeholders noting a concerning proliferation of non-accredited institutions, particularly in the South region.
A critical challenge involves the rapid growth of unaccredited programs in the region. As one stakeholder observed, “there has been a huge rise in South Florida… those nonaccredited schools [want to] pump in more nurses extremely quick. That’s not the solution” [S-3906]. This has led to significant disparities in educational quality and graduate readiness, particularly evident in licensing examination outcomes. South region NCLEX pass rates (73.98%) trail behind both state and national averages [S-3799], ranking especially low when compared to other Florida regions.
Potential solutions focus on enhancing quality control mechanisms while maintaining educational access. Regional stakeholders have implemented several strategic approaches, including restricting clinical placements to students from accredited programs [S-3936]. This market-driven approach to quality control provides incentives for programs to pursue accreditation while protecting patient care standards. As one health care leader noted, they “don’t allow non-accredited schools of nursing to join as members” of their regional consortium [S-3936].
The region has also developed a targeted approach to funding allocation, with some stakeholders advocating to “fund the winners and starve the losers” [S-3931]. This strategy directs resources toward institutions with demonstrated quality outcomes while creating market pressures on underperforming schools. Health care organizations are implementing this approach through direct financial support for high-performing institutions, with one system reporting “providing money and funding for faculty positions… every year there’s an annual amount in which we do for those high performing institutions” [S-3912].
Readiness & Development
The South region emphasizes comprehensive student preparation and informed program selection as critical factors in building a qualified nursing workforce. Stakeholders stress the importance of student awareness regarding program quality and outcomes, noting that “a consumer as students who want to go into health care [should] research what the accreditation status is of the school they’re going to… see what their outcomes are, what is their NCLEX passing scores” [S-3909].
Current challenges include ensuring prospective students have accurate information about program quality. Many students make educational choices based on convenience or cost without understanding accreditation implications, leading to graduation from programs with poor outcomes. Regional leaders observe that “folks just try to get into the school that’s going to give them the [easiest path]” [S-3913], often without understanding how this affects their future employment prospects.
Potential solutions include developing systematic guidance for prospective students. Health care organizations have implemented structured advising programs, where professional development staff “sit down with [prospective students], go over what institutions are accredited, which ones are not, what their pass rates are” [S-3913]. These initiatives help direct students toward quality programs while providing crucial information about career pathways.
The region is also working to strengthen early pipeline development through K-12 partnerships. Notable initiatives include Barry University’s collaboration with “affinity Catholic schools in the area… giving them information about nursing health care and the quality of education accredited schools offer” [S-4073]. Additionally, institutions are leveraging connections with the Miami-Dade school system to “strengthen our linkages with career counselors… so that they’re able to come here and understand what accredited schools are” [S-4074]. These early interventions help guide students toward quality programs from the beginning of their educational journey.
Reimagined Pathways
The South region is actively working to create innovative pathways into nursing while maintaining high standards of educational quality. Regional stakeholders emphasize the importance of diverse entry points (e.g., OR, outpatient settings, urgent care, wound care, care management, informatics) that maintain quality standards, noting that “diversity of the way you can become educated” is valuable, as “public institutions, the private for-profits, the private, not for profits, offer us diversity with pathways” [S-3895].
A significant challenge involves balancing accessibility with quality assurance. The region faces particular tension between expanding nursing education opportunities and ensuring graduates can pass licensure examinations and provide safe, effective care. This challenge is evident in the disparity between NCLEX pass rates across different institution types, with public institutions achieving an 84% pass rate compared to only 61.60% at private for-profit programs [S-3807, S-3808].
Potential solutions include developing structured pathways through partnerships between different educational levels. One health care leader suggests “opportunities to say, slow down a little bit. Everyone can meet their dreams at different pieces along the way,” noting that their organization hires “ADN prepared nurses too, and then we give them an opportunity, and we support them through tuition reimbursement, through scholarship opportunities, through LINE funding to go back and get that BSN” [S-4156]. This stepped approach allows students to enter the profession while continuing their education.
The region is also exploring innovative approaches to pathway development through academic-practice partnerships. Health care organizations are actively engaging with educational institutions to create seamless transitions from education to practice, with one leader noting “we have strong academic partnerships with high performing schools. It’s very important that we have that in order to help facilitate those high pass rates” [S3911]. These partnerships help ensure curriculum alignment with practice needs while supporting student success.
Retention Analysis
Relational Integration
The South region prioritizes creating supportive professional relationships as a foundation for effective retention strategies. Health care organizations emphasize the importance of structured support systems, particularly for new graduates transitioning to practice. These systems help foster professional integration and long-term commitment to both the organization and the profession.
Current challenges include ensuring consistent support across diverse practice settings and managing expectations for new graduates entering the workforce. Regional discussions highlight changing market conditions, with one stakeholder noting “you can no longer be a nursing graduate, pass your NCLEX, fog a glass, and be sure that you’re going to get multiple job offers” [S-4053]. This shifting environment requires more intentional approaches to professional integration and support.
Potential solutions focus on developing comprehensive transition programs for new graduates. Health care organizations are implementing structured orientation and mentorship initiatives designed to support successful transition to practice while building professional relationships. These programs help address the particular needs of new graduates from diverse educational backgrounds, providing targeted support to ensure success.
Regional stakeholders are also working to strengthen professional networks through consortium activities and shared learning opportunities. These connections help create communities of practice that support professional development and retention across organizations. By fostering connections between practitioners at different career stages, these networks provide crucial support for both new and experienced nurses.
Rewards & Recognition
The South region recognizes the importance of comprehensive recognition systems that acknowledge both professional achievements and contributions to organizational success. Health care leaders emphasize that recognition must include but extend beyond financial compensation to include professional growth opportunities and meaningful acknowledgment of expertise.
Current challenges include ensuring recognition systems align with evolving professional values and address diverse motivational factors. The region faces particular challenges in developing recognition approaches that appeal to multiple generations in the workforce while supporting organizational goals and quality outcomes.
Potential solutions include implementing multi-faceted recognition programs that combine formal acknowledgment with development opportunities. Health care organizations are developing recognition systems that celebrate clinical excellence, leadership potential, and contributions to quality improvement, recognizing these achievements through both public acknowledgment and advancement opportunities.
Regional stakeholders are also creating clear connections between recognition and career advancement, ensuring that professional achievements translate into meaningful growth opportunities. These structured approaches help nurses see pathways for continued development within their organizations, supporting long-term retention.
Role Advancement
The South region emphasizes the importance of clear professional advancement pathways in supporting retention and workforce stability. Health care organizations are implementing structured approaches to identifying and developing leadership potential, with particular focus on succession planning and leadership development.
Current challenges include managing leadership transitions and ensuring adequate preparation for emerging nurse leaders. Regional discussions highlight leadership succession concerns, with many nursing schools experiencing leadership changes [S4211, S-4212]. This pattern extends to clinical settings, where developing the next generation of leaders represents a significant priority.
Potential solutions focus on creating comprehensive leadership development programs. Health care organizations have implemented initiatives like the LENS (Leadership Exploration Nurse Shadowing) program, which “allows nurses to work alongside nurse leaders in various roles, leading to career advancement opportunities” [S-4200, S-4201]. These opportunities provide structured exposure to leadership roles while helping identify and develop potential leaders.
The region is also strengthening academic leadership pathways to ensure continuity in educational leadership. Institutions have created “fellowship programs for experienced faculty interested in leadership roles” [S-4209] and are investing in professional development opportunities to support leadership growth. As one academic leader noted,
“I try to send them to conferences, leadership conferences, and professional development. Our accreditation body has a lot of resources that do that as well” [S-4208]. These investments help build leadership capacity while supporting retention of experienced faculty.
Resources and Implementation
Resources
Resource Optimization
The South region demonstrates strategic approaches to resource allocation and utilization, with particular emphasis on targeting resources to achieve maximum impact. Regional leaders emphasize the importance of directing resources toward initiatives and institutions that demonstrate quality and effectiveness. This approach is evident in the region’s focus on supporting high-performing educational institutions through targeted funding and partnerships.
Current challenges include addressing significant disparities in resource distribution and educational quality. The region faces particular challenges with program quality variability, as evidenced by substantial differences in NCLEX pass rates between accredited programs (83.25%) and unaccredited or probationary programs (58.5562.80%) [S-3804, S-3806]. These disparities highlight the need for strategic resource allocation to support quality improvement.
Potential solutions focus on leveraging state funding initiatives to enhance program quality and capacity. Regional institutions have benefited significantly from state programs, particularly “PIPELINE and LINE funding” [S-3949]. One academic leader noted that “LINE funding has completely changed the way that we partner up with our hospitals… linking industry with nursing education” [S-3956]. These partnerships enable resource sharing and program development, with another leader explaining that “faculty positions were sponsored through the LINE funding” [S-3957].
Health care organizations are developing innovative approaches to resource sharing with educational partners. One notable initiative involves direct financial support for faculty positions at high-performing institutions, with a health care leader reporting they provide “money and funding for faculty positions, as we saw some of the disparities with the faculty pay” [S-3912]. This targeted investment helps address faculty recruitment challenges while supporting educational quality.
Resilient Environments
The South region prioritizes creating sustainable and supportive environments for both education and practice. Regional stakeholders emphasize the importance of developing systems that promote quality while adapting to changing health care needs and workforce challenges. These resilient environments support both educational excellence and professional well-being.
A significant challenge involves addressing the proliferation of low-quality educational programs while maintaining diverse educational pathways. Regional discussions highlight concerns that some programs are “diluting” the nursing profession [S-4117], necessitating strategies to improve quality while maintaining educational access. One stakeholder suggested that instead of simply saying “you’re not accredited,” the profession should “build them up to accreditation” [S-4151], creating pathways to quality improvement.
Potential solutions include developing comprehensive support systems for students and practitioners. Educational institutions are implementing structured advising and academic support programs to enhance student success, particularly for those who may be underprepared for the rigors of nursing education. Health care organizations complement these efforts with professional development programs that support continuing education and career advancement.
The region is also working to create environments that foster collaboration between education and practice settings. These collaborative environments help ensure curriculum alignment with practice needs while providing rich learning opportunities for students. One leader noted that LINE funding has “forced… the acute care side and academia to sit down together and strategize on what are the practical strategies we can put in place” [S-4003]. This collaboration strengthens both educational programs and clinical practice environments.
Responsive Implementation
The South region demonstrates commitment to agile and effective program implementation, with particular emphasis on data-driven decision-making and continuous quality improvement. Regional stakeholders recognize the importance of monitoring outcomes and adjusting strategies based on evidence, as exemplified by careful tracking of NCLEX pass rates and other quality indicators.
Current implementation challenges include coordinating efforts across multiple stakeholders and ensuring consistent quality across diverse educational programs. The region faces particular challenges with accountability mechanisms, though recent efforts have strengthened oversight. One example is the implementation of financial penalties for non-compliance with data reporting requirements, with programs subject to “a penalty of a thousand dollars” if they fail to respond to data requests by established deadlines [S-4174].
Potential solutions focus on developing systematic approaches to quality improvement based on outcome data. Regional stakeholders emphasize the importance of using data to guide program development and resource allocation, with successful program leaders noting that disciplined approaches to quality have yielded positive results. One academic leader reported they “were able to actually increase our NCLEX score over the last several years” through careful attention to faculty qualifications and program quality [S-3954].
The region is also working to improve coordination between education and practice settings through regular communication and strategic planning. These collaborative approaches help ensure program development aligns with workforce needs while maintaining quality standards. As implementation progresses, stakeholders emphasize the importance of sustaining funding for successful initiatives, noting that continuity in support is essential for long-term impact.
Implementation Framework
Strategic Priorities
The South region’s implementation framework focuses on three key priorities identified through regional analysis:
Quality Enhancement and Accountability: - Strengthening quality control mechanisms for educational programs - Developing support systems for quality improvement - Implementing outcome-based evaluation processes - Enhancing transparency about program outcomes
Workforce Development and Support: - Building comprehensive academicpractice partnerships - Creating seamless educational pathways - Implementing transition support programs - Developing leadership capacity
To support successful implementation, the region requires:
Financial Resources: - Sustained funding for faculty positions - Support for program development initiatives - Resources for student scholarships and support - Investment in infrastructure and technology
Human Resources: - Qualified faculty for educational programs - Clinical preceptors and mentors - Program coordination personnel - Leadership development support
Infrastructure and Support: - Educational facilities and technology - Clinical training resources - Communication and coordination systems - Data management and analysis capabilities
Performance Metrics
Success will be measured through:
Educational Outcomes: - NCLEX pass rates improvement - Program accreditation status - Graduate employment rates - Faculty recruitment and retention
Workforce Development: - New graduate retention rates - Professional development participation - Leadership pipeline strength - Career advancement metrics
Partnership Effectiveness: - Resource sharing efficiency - Collaborative program outcomes - Joint initiative development - Sustainable funding mechanisms
Regional Impact and Sustainability
Long-term Objectives
The South region’s long-term objectives include:
Educational Excellence: - Increasing the percentage of accredited programsImproving NCLEX pass rates across all program types - Developing innovative educational models - Creating seamless educational pathways
Workforce Stability: - Building sustainable recruitment pipelines - Enhancing retention through professional development - Developing leadership capacitySupporting professional advancement
The region demonstrates commitment to innovation through:
Educational Models: - Pathway development for diverse student populationsTechnology-enhanced learning approaches - Competency-based education initiatives - Academic-practice integration programs
Support Systems: - Comprehensive student advising programs - New graduate transition support - Professional development frameworks - Leadership development initiatives
Funding Mechanisms: - Strategic resource allocation models - Sustainable partnership funding - Performance-based resource distribution - Collaborative grant development
Conclusion
The South region’s approach to nursing workforce development demonstrates a comprehensive understanding of current challenges and a strategic commitment to quality improvement. Success in implementing identified initiatives requires sustained focus on educational quality, strategic resource allocation, and effective partnership development.
Key factors for success include: - Maintaining rigorous quality standards while expanding access - Directing resources toward high-performing programs - Developing sustainable academic-practice partnerships - Creating transparent accountability mechanisms - Building comprehensive support systems for students and practitioners
Through coordinated effort and strategic resource allocation, the South region is positioned to address current workforce challenges while building capacity for future growth and development. The region’s focus on quality assurance, partnership development, and strategic resource allocation provides a foundation for sustainable workforce improvement.
Region Quotes
Recruitment
Subtheme Reference Quote
Regional Access & Distribution
[S-3760] Accreditation is something that our pre licensure nursing programs drive to.
[S-3767] 26% of the programs here in the South are accredited, and 10% are probationary.
[S-3779] Florida’s pass rate for NCLEX, RN. And NCLES PN [are] below the national average.
[S-3799] Our south region pass rate 73.98%.
[S-3804] Our accredited programs in the South region have an 83.25% pass rate.
[S-3806] Probationary programs have a 58.55% 1st attempt pass rate.
[S-3900] Especially accredited nursing school. So, …when you go to an accredited nursing school. You know that this school has been accredited by the largest party like CCNE.
[S-3902] Has passed the mustard, I guess, in layman’s terms, right? And how it passes. That mustard is, for example, it meets the strict criteria for putting entry into practice.
[S-3903] The expectations of once they graduate and to take their boards. There’s a high chance that they’re going to pass their boards, that they have gone to an accredited school, and that what they’re learning is up to par with what the professional standards are.
[S-3904] When you don’t have an accredited school. Those standards are not there, or they’re lessened.
Subtheme Reference Quote
[S-3906] Schools to pop up. Unfortunately, and especially, there has been a huge rise in South Florida even.
[S-3908] To our patients to maintain patient care. And that’s what accreditation means.
[S-3911] We have strong academic partnerships with high performing schools. It’s very important that we have that in order to help facilitate those high pass rates.
[S-3931] You’ve got to fund the winners and starve the losers.
Readiness & Development
Reimagined Pathways
Retention
[S-4073] Barry University have partnered with our affinity Catholic schools in the area where we have the same, or our missions are aligned when it comes to accessing the high school students and giving them information about nursing health care and the quality of education accredited schools offer. I think it needs to start that early.
[S-4074] Strengthen our linkages with career counselors of Miami-Dade County schools, so that they’re able to come here and understand what accredited schools are and what quality programs we have to offer specifically in nursing.
[S-3913] Individuals will also help guide our PCAs, our monitor techs that are wanting to go to nursing school, sit down with them, go over what institutions are accredited, which ones are not what their pass rates are.
[S-4156] We do hire ADN prepared nurses, too, and then we give them an opportunity, and we support them through tuition reimbursement, through scholarship opportunities, through LINE funding to go back and get that BSN.
[S-3895] Diversity of the way you can become educated. So the public institutions, the private for-profits, the private, not for profits, offer us diversity with pathways.
Subtheme Reference Quote
Relational Integration
[S-4053] You can no longer be a nursing graduate. Pass your NCLEX fog a glass and be sure that you’re going to get multiple job offers.
Subtheme Reference Quote
[S-4015] There were comments about the new grads, and how many new grads are applying, but actually, maybe not getting that many positions available to them.
Rewards & Recognition
Role Advancement
[S-3960] At or above the same level of funding that they have.
[S-3961] Our turnover rate in Florida is a lot lower than that national nursing turnover rate.
[S-4191] Succession planning.
[S-4195] Frontline leadership development programs and shared governance councils.
[S-4201] Allows nurses to work alongside nurse leaders in various roles, leading to career advancement opportunities.
[S-4208] I try to send them to conferences, leadership conferences, and professional development. Our accreditation body has a lot of resources that do that as well.
Resources
Subtheme Reference Quote
Resource Optimization
[S-3912] We are providing money and funding for faculty positions, as we saw some of the disparities with the faculty pay. It’s one of the things that memorial is committed to, is to helping our academic partners with that funding. And so, every year there’s an annual amount in which we do for those high performing institutions.
[S-3949] Of money. One was called the PIPELINE, and the other one’s called LINE funding.
[S-3956] Linking industry with nursing education. And so, what it allows us to do is think outside the box.
[S-3957] Faculty positions were sponsored through the line funding.
[S-4003] Line funding that was mentioned is it’s kind of forced, you know, the acute care, side and academia to sit down together and strategize on what are the practical strategies we can put in place.
Subtheme Reference Quote
Resilient Environments
Responsive Implementation
[S-3357] Mental health resources and counseling services.
[S-3969] Workplace environment and well-being significantly impact both recruitment and retention.
[S-4002] Creating practice environments that support both learning and well-being.
[S-4237] Comprehensive support systems, including academic assistance and well-being initiatives.
[S-3929] Targeting resources effectively.
[S-3994] Breaking down traditional barriers between academia and health care organizations.
[S-4174] A penalty of a thousand dollars. Should a nursing education program, as defined by you have a NCLEX ID.
[S-3952] I would never increase the number of students that I have without increasing the number of qualified faculty members I have. Why? Because if I want to maintain the same quality of NCLEX passing score that I have.
[S-3954] We’ve been able to actually increase our NCLEX score over the last several years.
Implementation Framework
Subtheme Reference Quote
Strategic Priorities
[S-4232] Developing partnerships focused on shared goals beyond clinical placements.
[S-4233] Educating both consumers and future workforce members about how to determine good fits for both educational programs and post-education employment.
Resource Requirements
[S-3957] Faculty positions were sponsored through the line funding.
[S-3912] Providing annual funding to support high-performing educational institutions.
Performance Metrics
[S-3779] Florida’s pass rate for NCLEX-RN and NCLEX-PN is below the national average.
[S-3799] Our south region pass rate 73.98%.
[S-3809] 2024 NCLEX data will become available to the Florida Center for nursing. At the end of January 2025.
Regional Impact and Sustainability
Subtheme Reference Quote
Long-term Objectives
Innovation and Adaptation
[S-3960] Sustaining these funding mechanisms long-term.
[S-3961] Improvements in Florida’s nursing shortage and turnover rates are directly linked to these resource investments.
[S-3963] Universities to step up to get accredited, to do those things that matter.
[S-3957] We started. We listened to our partners, and they wanted different programs that we are starting now.
[S-4003] Sit down together and strategize on what are the practical strategies we can put in place.
[S-4233] Career coaching and tuition reimbursement programs to support career development.
Reference Material
Recruitment Theme
Subtheme: Regional Access Patterns
• Primary Citation: Sablik, T. (2022). “The Rural Nursing Shortage.” Econ Focus (Federal Reserve Bank of Richmond), Q1 2022. (No DOI; Tim Sablik – Senior economics writer, Federal Reserve Bank)
– Evidence Strength: Expert report with survey data (moderate)
– Key Findings: Rural hospitals face acute nurse shortages, forcing service cutbacks (ibid.). A key long-term strategy is to “develop local education and training opportunities” for nursing candidates, as nurses who train in rural areas are more likely to stay and practice there. This aligns nursing education capacity with regional needs, helping alleviate geographic imbalances in workforce distribution.
– Application Notes: Relevance to Florida: Florida’s rural counties (e.g. in the Panhandle and interior) likely face similar recruitment challenges. Enhancing nursing programs in underserved regions (through community colleges or satellite campuses) could improve local supply. Regional Considerations: Partnerships with rural hospitals and incentives (scholarships tied to rural service) may encourage graduates to remain in those communities. Implementation Implications: Requires investment in local nursing schools and clinical placement sites; state support (grants, loan forgiveness) can facilitate “grow-your-own” nurse initiatives. Resource Requirements: Funding for faculty positions and training facilities in rural areas; coordination with health care employers to provide clinical experience and hire locally trained nurses.
Subtheme: Educational Readiness Approaches
• Primary Citation: Waite, M., et al. (2025). “Workforce Recruitment Through PreNursing Vocational and Education Training Schemes: A Qualitative Evaluation Through a Social Capital Lens.” Nursing Open, 12(2): e70159. DOI: 10.1002/nop2.70159. (Marion Waite, PhD, RN – Nursing faculty, Oxford Brookes University, UK)
– Geographic Relevance: International (study based in UK; applicable to U.S.)
– Implementation Relevance: Evaluated pilot programs (moderate direct implementation insight)
– Evidence Strength: Peer-reviewed qualitative study (moderate)
– Key Findings: Pre-nursing vocational training (high school-level health programs and “pre-nursing” courses) can create accessible pathways into nursing. Early exposure and skill-building help students develop realistic expectations and competencies (ibid.) potentially reducing academic attrition and “unpreparedness for the realities of nursing.” (ibid.) However, the study noted a lack of standardization and recognition for these pathways, which hinders broader adoption. (ibid.) Aligning stakeholder expectations with learner aspirations was critical for success. (ibid.) Overall, fostering academic readiness through structured pipeline programs can widen participation and improve student success in nursing education.
– Application Notes: Florida Relevance: Florida can bolster nursing enrollment by partnering with high schools, vocational programs, and community colleges to ensure students are academically and clinically prepared for nursing programs. For example, health science magnet programs or dual-enrollment nursing prerequisites in high schools could feed into RN programs. Regional Considerations: Underserved communities (urban or rural) may particularly benefit from pipeline programs that offer mentoring, college prep, and exposure to nursing roles for minority and low-income students, as seen in other contexts. (ibid.) Implementation Implications: Florida nursing schools and boards should consider standardizing pre-nursing curricula or certificate programs that count toward nursing admission requirements. Collaboration between educators and nursing regulators can ensure these preparatory programs are recognized and integrated. Resource Requirements: Modest funding for summer bridge programs, faculty time for mentorship, and scholarships can sustain pipeline initiatives. Additionally, outreach resources (e.g. workshops, informational campaigns in high schools) are needed to attract diverse students into these preparatory tracks.
Subtheme: Innovative Pathway Models
• Primary Citation: Williams, K. (2024). “What Does the Success of an Alabama Nursing Apprenticeship Program Mean Nationwide?” Nursing CE Central – Nursing News (Nov 22, 2024). (Kari Williams, RN – Nurse educator/writer)
– Geographic Relevance: U.S. (Alabama pilot, with national implications)
– Implementation Relevance: Describes active program implementation (high)
– Evidence Strength: Trade/industry report with early outcomes (moderate)
– Key Findings: Alabama launched a first-of-its-kind nursing apprenticeship in 2022, combining academic instruction with paid, real-world clinical training (ibid.). The program is a partnership between the state Board of Nursing, community colleges, and health care employers, enabled by legislative changes to the Nurse Practice Act (ibid.). Over 30 nursing students have enrolled as apprentices, gaining hands-on experience while in school (ibid.). Early indications show improved preparedness for graduates (“great patient experience to prepare me for the workforce”) and strong collaboration between education and health care sectors (ibid.) (ibid.). The U.S. Department of Labor has also reported growth in health care apprenticeships, signaling that such earn-as-you-learn pathways are a promising approach to expand and diversify the nurse workforce (ibid.) (ibid.).
– Application Notes: Florida Relevance: Florida could adopt similar apprenticeship models – for example, allowing nursing students to work in health care settings under supervision as part of their training. This model can attract students who need to earn income while learning, thus widening the pool of candidates (including mid-career switchers or those for whom full-time study is a barrier). Regional Considerations: Apprenticeships might be especially useful in regions with acute staffing needs; hospitals in South and Central Florida could partner with local nursing programs to create apprenticeship slots. Implementation Implications: Would require regulatory support (Florida Board of Nursing approval for apprenticeship frameworks) and close school-employer coordination. Florida’s recent legislation or initiatives to expand nursing education could incorporate apprenticeships as an innovative pathway. Resource Requirements: Funding or incentives for hospitals to offset apprentice wages and mentoring costs; academic credit frameworks to integrate on-the-job hours into curricula; and oversight to ensure training quality. Over time, apprenticeships could pay for themselves by increasing retention of new graduates in local hospitals (as apprentices often stay with their employer post-licensure) (ibid.).
Subtheme: Implementation Evidence for Successful Programs
• Primary Citation: Pierce, R. (2024). “Recruiting the Future.” Central Florida Health News. (Rebekah Pierce – Health journalist, reporting on Polk County/Florida nursing programs)
–
Theme/Subtheme: Recruitment – Successful Program Implementation
– Geographic Relevance: Florida (Polk County and Central Florida)
– Implementation Relevance: Highlights real-world program outcomes (high)
– Evidence Strength: News report with direct program data (moderate)
–
Key Findings: Nursing schools in Central Florida have scaled up capacity and seen tangible results. Polk State College expanded its nursing program enrollment by 60% between Fall 2023 and Spring 2024 (ibid.). This was achieved through classic and innovative strategies: hiring additional faculty (addressing the faculty shortage bottleneck), forming partnerships with regional health care institutions, and leveraging technology (e.g. online RN-to-BSN programs, simulation hospitals) to train more students (ibid.) (ibid.). Local hospitals and health systems supported these efforts via endowments (funding a new Dean of Nursing position) and faculty externship programs (ibid.). Other colleges (e.g. Florida Southern College) implemented first-year learning communities and industry partnerships (hospital internships) to improve student retention and success (ibid.). These measures demonstrate that targeted investments and collaborations can rapidly boost the supply of nursing graduates even amid a broader shortage.
– Application Notes: Florida Relevance: This is a Florida-specific success story, underlining strategies the state can replicate: invest in nursing faculty positions (perhaps through state funding or incentives to attract instructors), encourage academic–clinical partnerships (hospital sponsorships, shared simulation centers), and use online/hybrid programs to reach more students. Regional Considerations: Regions with fast population growth (like Central Florida) benefit from such programs to meet local demand. The approach can be tailored – e.g., South Florida might focus on university-hospital alliances, whereas North Florida might leverage community college networks. Implementation Implications: Requires coordination among policymakers, educational institutions, and health care providers. Streamlining approval for program expansion and providing startup funding (for faculty, facilities) are critical. Resource Requirements: Significant resources are needed upfront: funding for new faculty hires, simulation labs, and student support programs. However, the payoff is measurable in increased graduate numbers and, ultimately, a larger workforce pipeline. Ongoing monitoring and support ensure these programs maintain quality while growing capacity. Florida’s regulatory
bodies should also ensure fast-track approvals for program expansions in areas of high need.
Retention Theme
Subtheme: Relational Integration Approaches
• Primary Citation: Gularte-Rinaldo, J., Baumgardner, R., Tilton, T., & Brailoff, V. (2023). “Mentorship ReSPeCT Study: A Nurse Mentorship Program’s Impact on Transition to Practice and Decision to Remain in Nursing for Newly Graduated Nurses.” Nurse Leader, 21(2): 262–267. DOI: 10.1016/j.mnl.2022.07.003. (J. Gularte-Rinaldo, DNP, RN, and colleagues – Nursing leadership at Los Angeles General Medical Center)
– Geographic Relevance: U.S. national (study of new graduate nurses, postCOVID context)
– Implementation Relevance: Evaluated a specific intervention program (high)
– Evidence Strength: Peer-reviewed study (moderate, single-program outcomes)
– Key Findings: A structured mentorship program (Be1Support1) for newly graduated RNs had a positive impact on retention. Over 96 new nurses were paired with experienced mentors in a culturally congruent, individualized mentorship for up to 2 years (ibid.). Key results: the majority of mentees reported the mentorship was beneficial in their decision to remain in nursing (i.e. reduced turnover), and it significantly improved their self-confidence, problem-solving, communication, and eased their transition from student to practicing nurse (ibid.). Benefits accrued over time – those with mentorship extending past one year felt increasingly supported. Integrating mentorship early in nurses’ careers supports their well-being and has clear retention implications (ibid.) (ibid.). In essence, feeling “connected” and supported by a mentor fostered a sense of belonging in the organization, which is known to decrease early career attrition.
– Application Notes: Florida Relevance: High turnover of new graduate nurses is a known issue in Florida hospitals. Establishing or expanding formal nurse mentorship programs (especially in the first 1–2 years of practice) could significantly improve retention of Florida’s newly licensed nurses. Regional Considerations: All regions can benefit, but high-stress urban hospitals or underserved rural hospitals might see the greatest impact, as mentorship can mitigate factors like stress, isolation, and novice errors in those settings. Implementation Implications: Requires
commitment from nursing leadership – e.g., assigning trained mentors, possibly reducing their workload to allow mentoring, and following a structured curriculum or support framework. Florida health care systems might adopt mentorship toolkits (like those from ANCC or Vizient) to standardize this support. Resource Requirements: Moderate – mainly mentor nurses’ time and possibly stipends or recognition for mentors. The cost is outweighed by savings, since replacing a nurse is far more expensive (Health Care Turnover Rates [2024 Update] - DailyPay). Organizations should also track outcomes (retention rates of new grads, satisfaction scores) to continually refine mentorship efforts.
Subtheme: Rewards and Recognition Systems
• Primary Citation: Pressley, C., & Garside, J. (2023). “Safeguarding the Retention of Nurses: A Systematic Review on Determinants of Nurses’ Intentions to Stay.” Nursing Open, 10(5): 2842–2858. DOI: 10.1002/nop2.1588. (Charlene Pressley, PhD, RN, and Joanne Garside, PhD – Nursing researchers, University of Huddersfield, UK)
– Theme/Subtheme: Retention – Rewards and Recognition
– Geographic Relevance: International (34 studies reviewed from multiple countries, including U.S.)
– Implementation Relevance: Identifies influential factors (indirect guidance for implementation)
– Key Findings: Meaningful recognition emerged as a pivotal factor influencing nurses’ intent to stay. Across studies, nurses who felt valued through praise, acknowledgment, and fair rewards had higher job satisfaction and organizational commitment (ibid.). Specifically, “praise and recognition” from managers and peers, along with professional advancement opportunities, were significantly associated with stronger intention to stay in one’s job (ibid.). These findings confirm that nonmonetary rewards (like public recognition, awards such as DAISY, or simply frequent appreciation) and tangible rewards (bonuses, paid time off, etc.) both play a role. Notably, one study in the review found that nurses ranked pay, public acknowledgment, and opportunities for advancement as the most important forms of recognition (Meaningful recognition for nurses differs widely, study says | AONL). In summary, a workplace culture that consistently recognizes nurses’ contributions can improve retention by boosting morale and loyalty.
– Application Notes: Florida Relevance: Hospitals and health care facilities in Florida should evaluate their recognition programs. Do nurses receive regular positive feedback and appreciation? Implementing formal
recognition systems (e.g., Employee of the Month, DAISY Awards for nurses, team celebrations of achievements) can enhance retention. Florida’s Magnet-designated hospitals already emphasize this; extending such practices statewide (including non-Magnet hospitals, long-term care, and public health settings) could improve nurse satisfaction. Regional Considerations: In areas with nursing shortages or high competition (South Florida metro areas), robust recognition and reward programs can be a differentiator to retain talent. Rural or smaller facilities might focus on low-cost but personal forms of recognition (community spotlight, letters from leadership, flexible scheduling as a reward, etc.). Implementation Implications: Leadership training is important – nurse managers should be coached to provide frequent, sincere recognition. Organizations might establish structured programs (like the DAISY Award) to ensure consistency. Peer-to-peer recognition platforms could also be introduced so colleagues can acknowledge each other. Resource Requirements: Generally low financial cost for basic recognition (e.g., certificates, luncheons), but requires a cultural commitment. Any monetary rewards (retention bonuses, salary increments for longevity) will need budget allocation but can yield ROI by reducing costly turnover (Health Care Turnover Rates [2024 Update] - DailyPay).
Subtheme: Role Advancement Strategies
• Primary Citation: Pressley, C., & Garside, J. (2023). “Safeguarding the Retention of Nurses: A Systematic Review on Determinants of Nurses’ Intentions to Stay.” Nursing Open, 10(5): 2842–2858. DOI: 10.1002/nop2.1588.
(Same source as above – Systematic Review; included here for findings on career advancement. Authors are nursing faculty, Huddersfield.)
– Theme/Subtheme: Retention – Role Advancement Opportunities
– Geographic Relevance: International (multi-country evidence)
– Implementation Relevance: Identifies effective strategies (indirect, via evidence)
– Key Findings: Opportunities for career advancement and professional development are strongly linked to nurse retention. The review found a “strong positive correlation between … career development and intention to stay” (ibid.). Nurses who perceive a clear path for growth – such as clinical ladder programs, promotions into advanced clinical or leadership roles, support for further education (BSN, MSN, NP programs), and specialty training – are more likely to remain with an organization. In the studies analyzed, offering professional advancement opportunities significantly increased nurses’ commitment to their organization (ibid.). Conversely, lack of advancement or stagnation can drive nurses to seek
other employers or leave the profession. One highlighted factor was the presence of clinical ladder programs that recognize and reward nurses for developing expertise; such programs not only improve job satisfaction but also retention, as noted in prior literature (Lefton, 2012; supported by review findings). In summary, facilitating continual growth – through education, expanded roles, and promotions – serves as a “pull” factor keeping nurses engaged in their careers long-term.
– Application Notes: Florida Relevance: Health care employers in Florida (hospitals, health departments, etc.) should implement or strengthen career ladders and advancement initiatives. For example, a tiered clinical ladder (RN I, II, III, etc. with defined criteria and pay raises) can incentivize professional development and keep ambitious nurses at the bedside. Academic partnerships in Florida could allow nurses to seamlessly transition to higher degrees (perhaps via tuition reimbursement or on-site university programs), thereby advancing their careers without leaving their job. Regional Considerations: In areas with younger nurse demographics, advancement opportunities can tap into nurses’ desire to specialize or take on new challenges (e.g., critical care training programs, leadership fellowships). In regions with aging nurse workforce, providing paths for experienced nurses to move into mentorship, education, or less physically demanding roles can retain their expertise. Implementation Implications: Organizations need to clearly communicate available career paths. This might involve creating mentorship for career planning, funding certifications, and having transparent criteria for promotions. The state’s large hospital systems (e.g., Jackson Health, AdventHealth, HCA) can share best practices on career ladders that have improved retention. Resource Requirements: Moderate – budget for salary increases or bonuses tied to advancement, funding for continuing education and certification fees, and possibly dedicated staff (education coordinators or career counselors) to manage these programs. The investment is justified by higher retention and the development of a more skilled workforce (ibid.).
Subtheme: Implementation Success Factors
• Primary Citation: Mohamed, Z., & Al-Hmaimat, N. (2024). “The Effectiveness of Nurse Residency Programs on New Graduate Nurses’ Retention: A Systematic Review.” Heliyon, 10(5): e026272. DOI: 10.1016/j.heliyon.2024.e26272. (Zahra Mohamed, MSN, RN, and Nathira Al-Hmaimat, PhD, RN – Nursing researchers in UAE)
– Theme/Subtheme: Retention – Implementation Success Factors (New Grad Programs)
– Geographic Relevance: International (focus on U.S. studies in the review)
– Implementation Relevance: Direct evidence of program outcomes (high)
– Key Findings: Implementing a Nurse Residency Program (NRP) for new graduates was identified as a highly effective strategy for improving retention. The review concluded that compared to standard orientation, NRPs lead to significantly higher retention rates of new nurses, along with increased job satisfaction and confidence (ibid.). For instance, one study summarized in the review reported first-year retention above 90% for nurses who went through a residency, versus ~77% for those with conventional orientation (ibid.) (ibid.). Common features of successful NRPs include mentorship/preceptorship, dedicated education sessions (e.g., on quality and safety), support for well-being, and gradual increase in clinical responsibility (ibid.) (Ibid.). A key success factor is leadership support: programs accredited by bodies like ANCC (as part of Magnet requirements) had structured mentorship and administrative backing, which correlated with better retention outcomes (Ibid.). Importantly, the review notes that when support for residency programs wanes, intent-toleave rises correspondingly (Ibid.) – underscoring that consistent investment in such programs is crucial. Overall, the evidence shows that well-implemented transition-to-practice programs are a cornerstone for retaining new nurses, which is often where turnover is highest.
– Application Notes: Florida Relevance: Many Florida hospitals have or are considering nurse residency programs (especially since a number seek Magnet status). The findings validate that continuing or expanding these programs is worth the effort, as they directly address new graduate turnover – a major portion of overall nurse attrition. Regional Considerations: Smaller hospitals or those in rural areas that may not have formal NRPs could partner with larger systems or utilize state/federal funding (e.g., HRSA grants) to establish such programs. The Florida Legislature might consider supporting statewide residency initiatives (perhaps via the Florida Center for Nursing) to ensure all new nurses – not just those at large hospitals – receive this support. Implementation Implications: Success requires a formalized program structure: dedicated coordinators, a curriculum spanning 6-12 months, trained preceptors, and evaluation metrics (like Casey-Fink surveys for confidence/readiness (Ibid.). Leadership must allocate resources and create a supportive culture for residents (e.g., reduced patient loads, frequent check-ins). Resource Requirements: High initial resource needs – funding for residency coordinator roles, educator time, possibly reduced staffing ratios to accommodate residents’ learning. However, reduced first-year turnover yields substantial cost savings (each RN turnover costing ~$56k (Health Care Turnover Rates [2024 Update] - DailyPay) and improves patient care continuity. Florida hospitals could also share resources by creating
consortium NRPs (pooling smaller facilities together) to make it costeffective.
Resources Theme
Subtheme: Resource Optimization Strategies
• Primary Citation: Garnica, J. (2024). “Enhancing Hospital Workforce Stability Through Innovative Practices.” American Nurse (ANA), Sep 10, 2024. (Jennifer Garnica, MSN, RN – Nursing administrator writing in official ANA publication)
– Geographic Relevance: U.S. national (hospital workforce context)
– Implementation Relevance: Case example and recommendations (high)
– Evidence Strength: Professional magazine article, expert opinion with data (moderate)
– Key Findings: Hospitals are exploring innovative staffing models to optimize nursing resources amid shortages. Traditional staffing (fixed schedules + filling gaps with agency/travel nurses) has proven costly and insufficient (Ibid.). One highlighted strategy is using on-demand staffing platforms – essentially an internal “gig nursing” pool that connects local per-diem nurses to shifts via an app (Ibid.). Garnica describes her health system’s adoption of such a platform, which allows flexible scheduling and swift response to census fluctuations, reducing reliance on expensive agency staff (Ibid.) (Ibid.). This approach cut labor costs and improved staffing agility without sacrificing care quality. Other optimization strategies mentioned include reimagining retention (to reduce churn) and cultivating a culture where nurses feel valued (to improve productivity and engagement) (Ibid.). In summary, resource optimization in the nursing workforce context involves flexible deployment of staff, efficient matching of staffing to patient needs, and reducing wasteful spending (like excessive overtime or agency fees) through creative solutions.
– Application Notes: Florida Relevance: Florida hospitals, especially during seasonal population surges or emergencies (e.g., hurricanes, pandemics), need flexible staffing. Implementing an internal float pool or app-based shift marketplace in Florida health systems could help fill shifts quickly by drawing from part-time, retired, or traveling nurses already in the state. This keeps staffing dollars “in-house” and can improve morale by giving nurses more control over their schedules (Ibid.). Regional Considerations: South Florida hospitals might share a regional per-diem pool given proximity, whereas more isolated regions might focus on cross-training their staff to float between units or facilities. Implementation Implications:
Introducing an on-demand staffing system requires initial setup of technology and processes (credentialing a pool of as-needed nurses, training managers to use the system). It also involves cultural change: accepting more fluid staffing arrangements and ensuring core staff do not feel displaced. Resource Requirements: Moderate – investment in a software platform or service, and personnel to manage the pool and verify quality. Over time, savings from lower agency usage and overtime can outweigh these costs (Ibid.). Additionally, optimized staffing can prevent burnout (a resource in itself, as human capital is preserved) by not overburdening existing staff.
Subtheme: Resilient Environment Development
• Primary Citation: Han, P., Duan, X., Zhao, S., et al. (2023). “Experience in the Development of Nurses’ Personal Resilience: A Meta -Synthesis.” Nursing Open, 10(5): 2780–2792. DOI: 10.1002/nop2.1556. (Peng Han, MSN, and colleagues –Nursing researchers, Tongji Medical College and co., China)
– Theme/Subtheme: Resources – Resilient Environment Development
– Geographic Relevance: International (synthesis of studies from East Asia, U.S., etc.)
– Evidence Strength: Peer-reviewed meta-synthesis of qualitative research (high)
– Key Findings: Building a resilient work environment for nurses is critical to sustaining the workforce. This meta-synthesis found that multiple factors contribute to nurses’ resilience: psychological strength, positive coping strategies, and external support systems (Ibid.). It concluded that health care leaders and organizations must implement multifaceted strategies –for example, resilience training programs, peer support groups, counseling services, and improved organizational support – to bolster nurses’ ability to cope with stress (Ibid.). Research evidence links higher resilience with higher job satisfaction and retention: teams with greater employee resilience have higher employee retention rates (Ibid.). In practical terms, a resilient environment includes things like a supportive and safe workplace, effective communication from leaders, shared governance (giving nurses a voice in decisions), and signs of appreciation (gratitude) during crises (Nurse leaders’ resilience and their role in supporting nurses’ resilience during the COVID-19 pandemic: A scoping review - PMC) (ibid.). During the COVID-19 pandemic, for instance, hospitals that emphasized staff wellbeing (adequate PPE, rest areas, honest communication) helped maintain staff resilience (ibid.) (ibid.). The meta-synthesis reinforces that resilience isn’t just an individual trait – it’s heavily influenced by the work
environment and support infrastructure. Thus, developing a resilient environment is a deliberate resource strategy to maintain a stable nursing workforce.
– Application Notes: Florida Relevance: After multiple COVID surges and ongoing high patient loads, Florida’s nurses have experienced burnout and stress. To retain nurses, Florida organizations should invest in formal resilience-building initiatives (e.g., the Florida Hospital Association or Florida Center for Nursing could offer statewide resilience training modules or toolkits for employers). Regional Considerations: Urban hospitals with very high acuity (e.g., Miami, Tampa) might focus on programs like mindfulness training, wellness centers, and mental health counselors for staff. Meanwhile, smaller hospitals could implement peer support circles, flexible time-off policies, or “buddy” systems for debriefing after tough shifts. Implementation Implications: Creating a resilient environment may involve policy changes (ensuring adequate nurse-to-patient ratios so nurses aren’t stretched beyond capacity – a key to prevent burnout), establishing support resources (Employee Assistance Programs specialized for health care stress), and strong leadership commitment to a healthy work culture. Nurse leaders in Florida should be trained in recognizing signs of burnout and empowered to intervene (e.g., rotating staff out of high-stress assignments proactively). Resource Requirements: Low to moderate direct costs – many resilience interventions (like support groups or mentoring) cost little, but some resources (psychologists on staff, wellness facilities) require funding. Protecting time for resilience activities (like a monthly resilience workshop or short daily huddles focused on wellbeing) may slightly impact productivity in the short run, but the payoff is reduced turnover and improved engagement (Experience in the development of nurses’ personal resilience: A meta-synthesis - PMC). Essentially, investing human and financial resources into nurse well-being programs is a preventative strategy to avoid the far higher costs of burnout and turnover.
Subtheme: Responsive Program Implementation
• Primary Citation: Garnica, J. (2024). “Enhancing Hospital Workforce Stability Through Innovative Practices.” American Nurse – ANA (2024). (Same source as Resource Optimization; provides example of responsive staffing)
– Theme/Subtheme: Resources – Responsive Programs
– Geographic Relevance: U.S. (general hospital context)
– Implementation Relevance: Describes real implementation (high)
– Evidence Strength: Professional insight with example (moderate)
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Key Findings: A “responsive” nursing workforce program is one that can adapt quickly to changing needs. The article’s example of the on-demand staffing platform illustrates a responsive approach: the hospital could post shifts in real-time and adjust staffing within days or even hours to meet patient care demands (ibid.) (ibid.). This agility is a departure from rigid scheduling done weeks in advance. Responsive programs also include float pools, rapid training initiatives (to redeploy nurses during surges), and crisis staffing teams. During COVID-19, many hospitals created ad-hoc teams to respond to ICU surges or implemented just-in-time training so nurses from other units could be reassigned – those are responsive strategies. The key success factors for responsiveness are having systems in place beforehand (e.g., cross-training nurses for multiple unit competencies, maintaining a pool of reserve nurses) and supportive policies (like emergency overtime rules, or interstate reciprocity for licensure which Florida has via the Nurse Licensure Compact). Garnica’s account emphasizes that merely relying on agency travel nurses is not truly responsive or sustainable, whereas building internal capacity is (ibid.) (ibid.). In short, responsive programs require planning and resource allocation that allow flexibility when conditions change suddenly.
– Application Notes: Florida Relevance: Florida’s health care system faces unique stresses (seasonal influx of retirees, peaks, hurricane-related evacuations) that demand responsiveness. Hospitals might implement seasonal staffing plans, robust float pools, and partnerships across facilities. For example, a responsive program could be a statewide nursing resource team that can be dispatched to any hospital in Florida during disasters or staffing crises. Telehealth nursing is another responsive resource – deploying virtual nurses to support multiple hospitals. Regional Considerations: In highly populous regions (e.g., Orlando, Miami), multiple hospitals could form a coalition for resource sharing (as some did during COVID surges). In less dense regions, a single system with multiple campuses might create a roving nurse team. Implementation Implications: To succeed, responsive programs need clear protocols and training. Nurses should be oriented to the idea of floating or being redeployed and given the requisite training (for instance, med-surg nurses trained with basic critical care skills in case they need to assist in ICU). Leadership must also have rapid decision-making processes for activating these programs. Resource Requirements: Maintaining a buffer of nursing staff (either as employees or contracted per-diem) ready to respond has a cost –essentially paying for some capacity that isn’t always used. However, this “surge capacity” is like an insurance policy. Funding could come from emergency preparedness grants or by reallocating some overtime/agency budget into internal float pool salaries. Investment in cross-training
(simulation labs, additional education hours) is needed so that when nurses are shifted to new roles, patient care remains safe and effective.
Subtheme: Resource Requirement Validation
• Primary Citation: NSI Nursing Solutions, Inc. (2024). “2024 National Health Care Retention & RN Staffing Report.” (Industry report). (NSI – National staffing consultancy; authors not individually listed)
– Geographic Relevance: U.S. national data (applicable to state-level planning)
– Implementation Relevance: Provides empirical benchmarks (high relevance for planning)
– Evidence Strength: National survey data (strong quantitative evidence)
– Key Findings: This annual report provides hard data on nurse staffing and turnover, which validates the resources needed to improve retention. According to the 2024 report, the average cost of turnover for a single bedside RN is about $56,300, and this translates into an annual cost of $4–6 million for the average hospital (Health Care Turnover Rates [2024 Update] - DailyPay). Put differently, for each 1% change in RN turnover, a hospital gains or loses roughly $260,000 ([PDF] 2024 NSI National Health Care Retention & RN Staffing Report). These figures powerfully validate investments in retention programs: for instance, if a hospital spends $100k on a mentorship or residency program but reduces turnover by just 1–2%, it saves more than it spent. The report also notes the national nurse vacancy rate and time-to-fill positions, emphasizing that high vacancy correlates with higher labor costs (overtime, agency premiums). In essence, NSI’s data-driven insights justify the resource requirements for many of the strategies discussed above. They provide a baseline for policymakers and administrators to understand the economic stakes: Failing to invest in recruitment and retention has a real, large cost, whereas funding workforce initiatives can yield measurable financial returns (through reduced turnover costs, improved staffing efficiency, etc.).
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Application Notes: Florida Relevance: Using these validated metrics, Florida’s health system leaders and legislators can make a business case for funding nursing workforce programs. For example, the Florida Center for Nursing can cite these data to advocate for state budget allocations toward nursing education expansion or retention bonuses – knowing that the cost of inaction is higher. Regional Considerations: Hospitals in Florida can calculate their local turnover costs (likely similar proportionally to NSI’s national numbers) to prioritize resource allocation. A South Florida
hospital system might realize that a 5% turnover reduction could save tens of millions, motivating significant upfront investment in retention incentives, whereas a small Panhandle hospital might use the data to seek grant funding to support a retention initiative by showing the ROI. Implementation Implications: Hard data should be integrated into strategic planning. Florida stakeholders could establish targets (e.g., reduce RN turnover to national benchmark or below) and then allocate resources (staff development funds, salaries for additional recruiters or faculty, etc.) accordingly. Monitoring these metrics annually will inform if strategies are working (validated by decreasing turnover cost). Resource Requirements: While every intervention (whether scholarships, salary raises, or new programs) has a price tag, data like NSI’s ensure these are viewed as investments rather than expenses. At the state level, validating the need might mean comparing the cost of a proposed workforce program to the projected cost of nurse shortfalls (for instance, if Florida projects a shortage of X nurses by 2035, what economic impact does that have?). In summary, these validated figures serve as critical inputs for budgeting and justify sustained resource allocation to nursing workforce development as a cost-saving measure in the long run (Health Care Turnover Rates [2024 Update] - DailyPay).
Note: All citations in the table use the format【source†lines】to reference specific evidence. These references collectively support the Florida Nursing Workforce Analysis by providing empirical data, proven strategies, and real-world examples aligned with the themes of Recruitment, Retention, and Resources. Each entry is tailored with Floridaspecific application notes, considering the state’s regulatory environment, regional differences, and feasibility, thereby bridging general evidence to Florida’s context.
Appendices
Appendix A: Making the Most of Your Nursing Workforce Analysis: A Health Care Executive’s Guide
As a health care system executive, you’re facing unprecedented challenges in maintaining and developing your nursing workforce. The Florida Nursing Workforce Analysis Report represents a comprehensive examination of these challenges and, more importantly, provides evidence-based solutions that are already working across our state. This guide will help you extract maximum value from the report and translate its findings into actionable strategies for your organization.
Understanding the Landscape: What This Report Tells Us
The analysis reveals a nursing workforce landscape that’s more complex than simple supply and demand metrics might suggest. We’re seeing burnout rates that have skyrocketed from 11% to 91% since the pandemic, a trend that demands immediate attention and strategic intervention. However, the report also shows us that organizations taking systematic approaches to workforce development are achieving measurable success.
Take, for example, the South region’s innovative approach to faculty partnerships. By directly investing in faculty positions at high-performing educational institutions, health care systems there have created sustainable pipelines of well-prepared graduates. This isn’t just about throwing money at the problem - it’s about strategic investment that yields measurable returns in workforce stability and care quality.
Making Strategic Use of Regional Insights
Your first priority should be understanding how your region’s specific challenges and opportunities compare to others across the state. The report breaks down each region’s unique characteristics, allowing you to benchmark your organization’s experience against similar institutions and identify proven solutions that might work in your context.
For instance, if you’re operating in an urban environment, you’ll want to pay particular attention to how regions like East Central have managed intense market competition while maintaining workforce stability. If you’re in a rural setting, the Northwest region’s success with innovative recruitment and retention strategies might offer more relevant insights.
Translating Analysis into Action
The real value of this report lies not in its diagnosis of the problems - which most of us are already intimately familiar with - but in its detailed examination of solutions that are actually working. Let’s talk about how to put this information to work in your organization.
Starting with What Works
- The report identifies several initiatives that have shown measurable success across different regions. Rather than reinventing the wheel, consider how these proven approaches might be adapted to your specific context:
- The West Central region’s quarterly meetings between health care leadership and educational institutions have transformed their ability to align workforce development with actual needs. This isn’t just another meeting - it’s a structured approach to ensuring that educational output matches health care demand, with clear metrics for success.
- The Northeast region’s differentiated practice model has significantly improved both recruitment and retention by creating clear career advancement pathways. This isn’t just about clinical ladders - it’s about creating a comprehensive professional development environment that encourages long-term commitment to the organization.
Building Sustainable Solutions
One of the most valuable aspects of this report is its focus on sustainability. The analysis shows that quick fixes and short-term solutions often end up costing more in the long run. Instead, successful organizations are taking systematic approaches to workforce development that integrate several key elements:
- Academic partnerships are proving to be game-changers when structured correctly. The report provides detailed guidance on establishing these partnerships in ways that benefit both institutions while creating stable workforce pipelines. Pay particular attention to the South region’s model of direct faculty position funding - it’s showing impressive returns on investment through improved graduate preparation and retention.
- Technology integration is another area where strategic investment is yielding significant returns. The East Central region’s virtual nursing initiatives aren’t just addressing immediate staffing needs - they’re creating new care delivery models that improve both efficiency and job satisfaction.
Making the Business Case
As a health care executive, you need to be able to justify resource allocation decisions with solid data. This report provides exactly that kind of evidence-based support for workforce development initiatives. When making the case for investment in workforce programs, you’ll find particularly valuable support in these areas:
- The Resources Analysis section provides detailed breakdowns of implementation costs and expected returns for various initiatives. This isn’t just about program costs - it’s about understanding the full financial impact of workforce stability versus constant turnover and agency staffing.
- The Implementation Framework offers clear timelines and milestones that can be used to structure program development and measure progress. This helps in creating realistic budget proposals and setting appropriate expectations for returns on investment.
Looking Ahead: Strategic Planning Support
Use this report as a foundational document for your strategic planning process. The analysis provides clear insights into emerging trends and challenges that should inform your long-term workforce development strategy. Pay particular attention to:
- The shifting care delivery landscape and its implications for workforce development. The report’s analysis of alternative care settings and virtual nursing initiatives offers valuable guidance for future-proofing your workforce strategy.
- The changing expectations of new nurses entering the workforce. Understanding these shifts is crucial for developing effective recruitment and retention strategies that will work for the next generation of health care professionals.
Making It Happen: Practical Next Steps
Start by thoroughly reviewing your region’s specific analysis section. This will give you the most directly applicable insights for your organization. Then, expand your review to regions facing similar challenges or those that have successfully implemented programs you’re considering.
Use the Implementation Framework to develop a structured approach to program development. This isn’t about implementing everything at once - it’s about choosing the right initiatives for your organization and implementing them in a way that ensures success.
Consider starting with one or two high-impact initiatives that address your most pressing challenges. The report’s analysis of successful programs can help you identify which approaches are most likely to succeed in your specific context.
A Final Word on Leadership
Your role in workforce development extends beyond resource allocation and program approval. The report’s analysis shows that leadership engagement is a critical success factor in workforce initiatives. The most successful organizations have leaders who:
Regularly engage with workforce development initiatives and maintain visibility in program implementation. This isn’t about micromanagement - it’s about demonstrating organizational commitment to workforce stability and professional development.
Foster strong relationships with educational partners and community stakeholders. These connections create opportunities for innovative solutions and resource sharing that can benefit all parties.
The nursing workforce challenges we’re facing aren’t going to be solved overnight, but this report provides a clear roadmap for meaningful progress. By taking a systematic approach to implementation and maintaining focus on long-term sustainability, you can use these insights to create positive change in your organization.
Remember that you’re not alone in this effort. The report documents successful initiatives across the state, and many of your colleagues are facing similar challenges. Consider reaching out to leaders in other regions who have implemented programs you’re interested in - the nursing community in Florida has a strong tradition of sharing knowledge and supporting collective success.
Your leadership in workforce development isn’t just about managing current challengesit’s about building a sustainable future for health care in Florida. Use this report as your guide, but remember that success ultimately depends on consistent leadership commitment and strategic implementation of evidence-based solutions.
Appendix B: Implementing the Nursing Workforce Analysis: An Academic Leader’s Guide
As a nursing school administrator, you’re navigating complex challenges in preparing the next generation of nurses while facing significant faculty shortages and evolving health care needs. The Florida Nursing Workforce Analysis Report provides crucial insights into these challenges and, more importantly, documents successful strategies being implemented across the state’s nursing programs. This guide will help you leverage the report’s findings to strengthen your program and create sustainable solutions.
Understanding Your Program’s Context
The analysis reveals that while Florida’s nursing education landscape is changing rapidly, programs are finding innovative ways to maintain quality while expanding capacity. We’re seeing that non-competitive salaries remain the primary barrier to faculty recruitment, with qualified candidates often choosing clinical practice over academic roles. However, several regions have developed creative solutions to this persistent challenge.
The South region’s experience is particularly instructive. Through strategic partnerships with health care systems, they’ve secured direct funding for faculty positions, creating a sustainable model for program expansion. This isn’t just about filling positions - it’s about creating an environment where academic careers become financially viable for experienced nurses.
Maximizing Educational Capacity
One of the report’s most significant findings is that traditional approaches to program expansion often fall short. The East Central region’s experience with 86 pre-licensure programs demonstrates that simply having more programs doesn’t solve the fundamental challenges of faculty resources and clinical placement capacity. Instead, successful programs are taking systematic approaches to capacity enhancement:
The West Central region’s quarterly meetings between academic leadership and health care executives have transformed their ability to align educational output with workforce needs. They’ve created a dynamic feedback loop that ensures programs remain responsive to changing health care delivery models while maintaining educational quality.
The Northeast region’s dedicated education units have revolutionized their clinical education model. By integrating education and practice more closely, they’ve not only expanded clinical capacity but also improved student outcomes and graduate readiness for practice.
Faculty Development and Retention
The report provides clear evidence that faculty development requires a comprehensive approach. The North Central region’s success with mentorship programs and professional development pathways offers a model for building and maintaining a strong faculty core.
Consider their innovative approach to faculty support: - Integration of teaching and clinical practice opportunities - Structured mentorship for new faculty members - Clear pathways for academic advancement - Support for research and scholarship development
These aren’t just nice-to-have programs - they’re essential elements for faculty retention and program stability. The data shows that programs implementing comprehensive faculty support systems are seeing significantly better retention rates and higher faculty satisfaction.
Building Sustainable Partnerships
One of the most valuable aspects of this report is its detailed examination of successful academic-practice partnerships. The evidence shows that traditional clinical placement agreements are no longer sufficient for meeting today’s educational needs.
The Southwest region’s experience with dedicated education units provides a blueprint for deeper partnerships: - Joint appointment structures that benefit both institutionsShared responsibility for student success - Integrated professional development opportunities - Collaborative research initiatives
These partnerships aren’t just about securing clinical placements - they’re about creating integrated learning environments that benefit students, faculty, and health care partners alike.
Technology Integration and Innovation
The analysis reveals that successful programs are leveraging technology in increasingly sophisticated ways. The East Central region’s virtual nursing initiatives aren’t just stopgap measures - they’re reshaping how we prepare nurses for contemporary practice.
Your program’s technology strategy should consider: - Virtual simulation capabilitiesRemote learning opportunities - Clinical documentation systems - Interprofessional education platforms
The report shows that programs making strategic technology investments are seeing improvements in both educational outcomes and faculty satisfaction.
Student Success and Support
A critical finding from the analysis is the changing nature of student support needs. The South region’s comprehensive student success framework demonstrates that traditional academic support services are no longer sufficient.
Successful programs are implementing: - Early intervention systems for at-risk students - Mental health and wellness support - Career development services - Financial literacy programs
These aren’t auxiliary services - they’re essential components of student success in today’s educational environment.
Quality Assurance and Outcomes
The report provides valuable benchmarking data for program quality metrics. The Southeast region’s experience with NCLEX pass rates shows that systematic quality improvement approaches yield measurable results
Key areas for quality focus include: - Graduate preparation effectiveness - Employer satisfaction metrics - Student success indicators - Faculty development outcomes
These metrics shouldn’t just be compliance measures - they should drive continuous program improvement.
Resource Allocation and Management
The analysis provides clear guidance on strategic resource allocation. The West Central region’s success with shared resources demonstrates how creative approaches can maximize educational impact while managing costs.
Consider their approach to resource optimization: - Shared simulation facilities - Joint faculty appointments - Collaborative research infrastructure - Technology resource pooling
These strategies aren’t just cost-saving measures - they’re ways to enhance educational quality through resource sharing.
Implementation Strategy
The report’s Implementation Framework provides a structured approach to program enhancement. Rather than trying to implement everything at once, successful programs are taking systematic approaches:
Start with a thorough assessment of your program’s current state, using the report’s metrics as benchmarks. This isn’t just about identifying problems - it’s about understanding your program’s unique strengths and opportunities.
Develop a phased implementation plan that addresses immediate needs while building toward long-term goals. The report’s timeline recommendations can help you structure this approach effectively.
Making It Happen
Begin by thoroughly reviewing your region’s specific analysis section. This will give you the most directly applicable insights for your program. Then, expand your review to regions facing similar challenges or those that have successfully implemented programs you’re considering.
Use the Implementation Framework to develop a structured approach to program enhancement. This isn’t about implementing everything at once - it’s about choosing the right initiatives for your program and implementing them in a way that ensures success.
Leadership Implications
Your role as an academic leader extends beyond program administration. The report’s analysis shows that successful program enhancement requires active leadership engagement in several key areas:
Partnership Development: - Building relationships with health care partners - Engaging with community stakeholders - Fostering inter-institutional collaboration - Creating sustainable funding models
Faculty Empowerment: - Supporting professional development - Creating advancement opportunities - Fostering research and scholarship - Building teaching excellence
Looking Ahead
The challenges facing nursing education are significant, but this report provides clear evidence that systematic approaches to program enhancement can yield meaningful results. Your leadership in implementing these findings will be crucial for building the nursing workforce Florida needs.
Remember that you’re part of a larger community of nursing educators facing similar challenges. The report documents successful initiatives across the state, and many of your colleagues are willing to share their experiences and insights.
Use this report as your guide, but remember that success ultimately depends on thoughtful adaptation of these findings to your specific context and consistent leadership commitment to implementation. The future of nursing education in Florida depends on leaders like you taking bold, evidence-based action to enhance our programs and prepare the next generation of nurses.
Appendix C: Nursing Workforce Development: A Legislative Policy Guide
As a state legislator engaged in health care policy, you’re tasked with making critical decisions about resource allocation and regulatory frameworks that will shape Florida’s nursing workforce for years to come. The Florida Nursing Workforce Analysis Report provides essential data and evidence-based recommendations to support your policy decisions and help ensure that our state maintains a robust health care workforce capable of meeting our growing population’s needs.
Understanding the Current Crisis
The analysis reveals a nursing workforce situation that demands immediate legislative attention while requiring thoughtful, long-term policy solutions. We’re seeing unprecedented burnout rates that have increased from 11% to 91% since the pandemic, creating a perfect storm of workforce challenges that threatens health care delivery across our state.
Perhaps most critically, the data shows that traditional approaches to workforce development are no longer sufficient. While individual institutions are making valiant efforts, systemic solutions requiring legislative support are essential for creating sustainable change.
Return on Investment: What’s Working
The report provides clear evidence of programs delivering measurable returns on state investment. The LINE and PIPELINE programs, for instance, have shown significant impact in regions where they’ve been fully implemented. The South region’s experience demonstrates that strategic state funding can catalyze private sector investment, with health care systems providing matching funds for faculty positions and educational program expansion.
Consider these success metrics: - Health care systems in the South region are providing sustainable funding for faculty positions, matching state investments - The West Central region’s academic-practice partnerships have reduced orientation costs and increased retention - The East Central region’s technology integration initiatives have expanded educational capacity while improving outcomes
These aren’t just isolated successes - they represent scalable solutions that could be expanded through targeted legislative support.
Regional Disparities and Solutions
One of the most valuable aspects of this analysis is its detailed examination of regional variations in workforce challenges and solutions. The data shows that while all regions face nursing workforce challenges, the nature and severity of these challenges vary significantly:
Rural regions face distinct challenges requiring specific policy solutions: - Geographic barriers to educational access - Limited clinical training opportunities - Difficulty attracting and retaining faculty - Technology infrastructure needs
Urban areas contend with different but equally pressing issues: - Intense market competition for nursing talent - High cost of living impacts on recruitment - Complex coordination needs among multiple institutions - Capacity constraints in educational programs
These regional variations suggest the need for flexible policy frameworks that can adapt to local conditions while maintaining consistent statewide standards.
Policy Leverage Points
The analysis identifies several critical areas where legislative action could have significant impact:
Educational Capacity Enhancement
The data shows that faculty recruitment and retention represent the primary bottleneck in expanding nursing education capacity. Non-competitive salaries are consistently cited as the major barrier to filling faculty positions. Legislative solutions might include:
• Targeted funding for faculty salary enhancement
• Support for joint appointments between academia and practice
• Investment in faculty development programs
• Creation of loan forgiveness programs for nursing faculty
Technology Infrastructure
The analysis reveals that strategic technology investments can significantly expand educational capacity. Successful examples include:
• Virtual nursing programs that extend clinical training capacity
• Simulation facilities that enhance student preparation
• Distance learning platforms that increase educational access
• Data systems that improve program effectiveness measurement
Workforce Development Initiatives
Evidence from multiple regions demonstrates the effectiveness of coordinated workforce development programs. Key components requiring legislative support include:
• Early pipeline development programs
• Career advancement pathways
• Professional development support
• Retention incentive programs
Evidence-Based Policy Recommendations
Based on the analysis, several policy priorities emerge:
Immediate Actions (0-12 months)
The data supports immediate legislative action in several areas:
1. Sustainable Funding Mechanisms
- Expand successful programs like LINE and PIPELINE
- Create matching fund incentives for private sector investment
- Establish dedicated funding streams for faculty development
- Support technology infrastructure development
2. Regulatory Framework Enhancement
– Streamline program expansion processes
– Support innovative educational delivery models
– Enable flexible clinical training approaches
– Facilitate cross-region resource sharing
Long-term Strategic Initiatives (1-5 years)
The analysis also suggests several longer-term policy priorities:
1. Infrastructure Development
– Support regional training centers
– Invest in simulation facilities
– Enhance distance learning capabilities
– Develop data management systems
2. Workforce Pipeline Enhancement
– Create early exposure programs
– Support career advancement pathways
– Develop leadership training initiatives
– Establish mentorship programs
Measuring Policy Impact
The report provides clear metrics for assessing the effectiveness of policy interventions:
Key Performance Indicators
Track these essential metrics: - Nursing program capacity utilization - Faculty vacancy rates and retention - Graduate employment outcomes - Health care delivery metrics
Return on Investment Measures
Monitor financial impacts: - Cost per additional graduate - Retention rate improvements - Health care delivery efficiency - System cost savings
Implementation Considerations
Successful policy implementation requires attention to several key factors:
Resource Requirements
Consider comprehensive funding needs: - Direct program costs - Infrastructure investments - Support system development - Evaluation mechanisms
Regional Variations
Account for geographic differences: - Urban vs. rural needs - Regional economic factors
- Local health care market dynamics - Educational resource distribution
Looking Forward: Strategic Policy Development
The nursing workforce challenges we face require a combination of immediate action and long-term strategic planning. This report provides the evidence base needed for developing comprehensive policy solutions that can address current needs while building sustainable capacity for the future.
Key considerations for policy development:
1. Sustainability
- Create stable funding mechanisms
- Build enduring partnerships
- Develop systematic solutions
- Establish ongoing evaluation processes
2. Flexibility
- Enable regional adaptation
- Support innovative approaches
- Facilitate rapid response
- Encourage creative solutions
3. Accountability
– Establish clear metrics
– Monitor outcomes
– Ensure effective implementation
– Measure return on investment
Call to Action
The evidence presented in this report makes clear that legislative action is crucial for addressing Florida’s nursing workforce challenges. While individual institutions and regions have developed innovative solutions, scaling these successes requires systematic support through thoughtful policy development and resource allocation.
Your leadership in developing and implementing these policies will be essential for ensuring that Florida maintains a robust health care workforce capable of meeting our state’s growing needs. Use this report as a roadmap for policy development understanding that success ultimately depends on sustained commitment to implementation and regular evaluation of outcomes.
A good reminder is that you’re not working in isolation. The nursing workforce community in Florida has demonstrated remarkable innovation and resilience in addressing these challenges. By providing the policy framework and resources needed to scale successful initiatives, you can help ensure that these efforts achieve their full potential in building a sustainable nursing workforce for Florida’s future.
Appendix D: Leading Through Change: A Chief Nursing Officer’s Implementation Guide
As a Chief Nursing Officer, you’re at the frontline of Florida’s nursing workforce challenges, balancing immediate operational needs with long-term strategic development. The Florida Nursing Workforce Analysis Report provides crucial insights and evidence-based strategies to support your leadership in building a sustainable nursing workforce. This guide will help you translate the report’s findings into actionable strategies for your organization.
Understanding the Current Reality
The analysis confirms what you’re likely experiencing firsthand: unprecedented challenges in maintaining adequate staffing while supporting an increasingly stressed workforce. The data shows burnout rates have escalated from 11% to 91% since the pandemic, creating a perfect storm of retention challenges and operational pressures.
However, the report also reveals that organizations taking systematic approaches to workforce development are achieving measurable success. The West Central region’s comprehensive well-being initiatives, for instance, have led to “significant improvements in graduate nurse engagement scores and work-life balance” [WC-0186]. These aren’t just feel-good programs - they’re delivering measurable improvements in retention and operational stability.
Immediate Action Steps: What’s Working Now
The analysis identifies several initiatives showing immediate positive impact. The Northeast region’s practice environment initiatives provide a blueprint for rapid improvement:
Their approach to workplace enhancement focuses on allowing nurses to “work at their highest scope of practice” [NE-1488] while feeling supported and protected. This isn’t just about staffing ratios - it’s about creating environments where nurses can thrive professionally while delivering excellent patient care.
Consider their successful strategies: - Comprehensive support systems for new graduates - Structured mentorship programs - Professional governance enhancementCareer advancement pathways
These initiatives show measurable results in both retention and staff satisfaction.
Building Sustainable Solutions
While immediate actions are crucial, the report emphasizes the importance of developing sustainable workforce solutions. The South region’s experience with professional development demonstrates that comprehensive career advancement frameworks yield significant returns:
Their LENS (Leadership Exploration Nurse Shadowing) program [S-4200] provides structured opportunities for nurses to explore leadership roles, creating clear pathways for advancement while building your future leadership pipeline. This isn’t just about succession planning - it’s about creating an environment where professional growth is both expected and supported.
Technology Integration and Innovation
The analysis reveals promising innovations in care delivery models. The West Central region’s virtual nursing implementation [WC-0242] shows how technology can enhance both care delivery and staff satisfaction. Their success demonstrates that technology integration must focus on supporting nurses rather than adding to their burden.
Key considerations for technology implementation: - Focus on reducing documentation burden - Support clinical decision-making - Enhance communication efficiency - Enable flexible staffing models
Partnership Development
One of the most significant findings is the importance of strong academic partnerships. The East Central region’s experience with dedicated education units [EC-0709] provides a model for effective collaboration that benefits both current staff and future workforce development.
Successful partnerships include: - Joint appointments for staff developmentStreamlined clinical placement processes - Shared professional development resourcesCollaborative research initiatives
These aren’t just nice-to-have relationships - they’re essential strategies for building a sustainable workforce pipeline.
Staff Development and Support
The report provides clear evidence that comprehensive staff support programs deliver measurable returns. The North Central region’s success with lifestyle medicine integration [NC-1188] demonstrates how holistic approaches to staff well-being can improve both retention and operational outcomes.
Key elements of successful support programs: - Mental health and wellness resourcesProfessional development pathways - Work-life balance initiatives - Career coaching and mentorship
These programs aren’t optional extras – they are fundamental requirements for workforce stability in today’s health care environment.
Operational Excellence Through Workforce Development
The analysis reveals strong connections between workforce development initiatives and operational outcomes. The Southwest region’s preceptor enhancement programs [SW-
3345] show how investing in staff development can improve both clinical outcomes and operational efficiency.
Consider their approach: - Structured preceptor development - Clear performance metrics - Regular program evaluation - Continuous improvement processes
These initiatives create a virtuous cycle of improvement in both staff capability and operational performance.
Resource Optimization
The report provides valuable insights into effective resource allocation. The West Central region’s success with shared resources [WC-0223] demonstrates how creative approaches can maximize impact while managing costs.
These approaches aren’t just cost-saving measures – they are ways to enhance care delivery through more effective resource utilization.
Implementation Strategy
The report’s Implementation Framework provides a structured approach to program development. Rather than trying to implement everything at once, successful organizations are taking systematic approaches:
Start with a thorough assessment of your current state: - Staff engagement levelsRetention patterns - Professional development needs - Operational pain points
Develop a phased implementation plan that addresses immediate needs while building toward long-term goals: - Quick wins for immediate impact - Medium-term capability building - Long-term sustainable solutions - Regular evaluation and adjustment
Leadership Implications
Your role as CNO requires balancing multiple priorities while maintaining focus on longterm workforce development. The report’s analysis shows that successful workforce enhancement requires active leadership engagement in several key areas:
Strategic Planning: - Alignment with organizational goals - Resource allocation decisions - Partnership development - Innovation support
Beyond specific programs and initiatives, the analysis shows that organizational culture plays a crucial role in workforce stability and development. The North Central region’s emphasis on relationship building [NC-1165] demonstrates how cultural factors influence both retention and operational performance.
Key cultural elements: - Professional respect - Innovation support - Continuous learning - Collaborative practice
Looking Ahead
The nursing workforce challenges we face require both immediate action and long-term strategic development. This report provides the evidence base needed for building comprehensive workforce solutions that can address current needs while creating sustainable capacity for the future.
Remember that you’re not alone in this effort. The nursing leadership community in Florida has demonstrated remarkable innovation in addressing these challenges. Use this report to learn from your colleagues’ experiences and adapt successful strategies to your organization’s needs.
Your leadership in implementing these findings will be crucial for both your organization’s success and the broader development of Florida’s nursing workforce. Use this report as your guide, understanding that success ultimately depends on thoughtful adaptation of these findings to your specific context and consistent leadership commitment to implementation.
The future of nursing practice depends on leaders like you taking bold, evidence-based action to create environments where nurses can thrive professionally while delivering excellent patient care. Your role in this transformation has never been more important.
Appendix E: Shaping Tomorrow’s Nurses: A Nursing Faculty Guide
to Workforce Development
As nursing faculty, you’re not just teaching students - you’re shaping the future of health care delivery in Florida. The Florida Nursing Workforce Analysis Report provides crucial insights into how your work directly impacts workforce development and offers evidence-based strategies to enhance your effectiveness in preparing the next generation of nurses. This guide will help you leverage the report’s findings to strengthen your teaching practice and support student success.
Understanding Your Impact
The analysis reveals that faculty effectiveness has never been more critical to workforce development. With nursing programs reporting “fewer qualified candidates” [NC-0898] despite strong interest, your role in identifying and developing student potential is crucial. The data shows that faculty-student relationships are a key determinant of student success, particularly for non-traditional and first-generation students.
The East Central region’s experience with student success coaches demonstrates that individualized support “knowing that one size isn’t going to fit it all” [EC-0173] makes a measurable difference in student outcomes. This isn’t just about academic support - it’s about creating an environment where diverse students can thrive.
Innovation in Teaching Practice
The report documents several successful innovations in nursing education that you can adapt to your teaching:
The West Central region’s integration of virtual nursing has transformed how students learn about technology-enabled care delivery. Their experience shows that technology integration must focus on enhancing learning rather than simply adding digital components to existing courses.
These aren’t just nice-to-have additions - they’re essential tools for preparing nurses for contemporary practice.
Clinical Education Enhancement
One of the most significant findings relates to clinical education effectiveness. The Northeast region’s experience with balanced clinical exposure [NE-1741] provides a model for comprehensive clinical education:
Their program ensures students receive exposure to both: - Inpatient and ambulatory care settings - Acute and chronic care management - Traditional and innovative care delivery models - Various patient populations and conditions
This balanced approach creates graduates who are better prepared for diverse career paths in nursing.
Supporting Student Success
The analysis identifies several critical factors in student success that faculty can directly influence. The South region’s comprehensive student support framework demonstrates that early intervention and consistent support make measurable differences in student outcomes.
Key elements of successful support include: - Regular progress monitoring - Targeted academic assistance - Professional development guidance - Mental health and wellness support
Your role isn’t just about delivering content - it’s about creating pathways to success for each student.
Professional Development Integration
The report emphasizes the importance of integrating professional development throughout the curriculum. The North Central region’s success with lifestyle medicine concepts [NC-1188] shows how integrating professional well-being into the curriculum can better prepare students for the realities of nursing practice.
Consider incorporating: - Self-care strategies - Professional resilience developmentCareer planning guidance - Leadership skill building
These elements help create graduates who are better prepared for long-term career success
Research and Scholarship
The analysis reveals opportunities for faculty scholarship that directly impact workforce development. The West Central region’s evidence-based approach to program development [WC-0291] demonstrates how faculty research can inform and improve nursing education.
Your scholarly work can directly contribute to improving nursing education effectiveness
Partnership Engagement
The report highlights the importance of strong academic-practice partnerships. The East Central region’s dedicated education units [EC-0709] show how faculty can leverage partnerships to enhance student learning:
Successful partnership engagement includes: - Clinical site relationships - Preceptor development - Joint appointment opportunities - Research collaboration
These partnerships aren’t just about securing clinical placements - they’re about creating integrated learning environments.
Technology Integration
The analysis provides clear guidance on effective technology integration. The West Central region’s virtual nursing implementation [WC-0242] offers insights for faculty looking to enhance their teaching with technology:
Key considerations include: - Learning outcome alignment - Student engagement strategies - Assessment integration - Support resource development
Technology should enhance rather than complicate the learning experience.
Student Assessment and Evaluation
The report offers valuable insights into effective assessment strategies. The Southeast region’s experience with NCLEX preparation [SE-2650] provides guidance for comprehensive student evaluation:
Effective assessment includes: - Regular progress monitoring - Diverse evaluation methods - Competency validation - Career readiness assessment
These approaches help ensure that assessment drives learning rather than just measuring it.
Mentorship and Leadership
Your role as a mentor extends beyond academic guidance. The North Central region’s success with cross-generational mentoring [NC-1166] demonstrates the importance of comprehensive mentorship:
Key mentorship elements: - Professional guidance - Career development supportLeadership development - Role modeling
Your mentorship can shape professional identity and career trajectories.
Cultural Competency Development
The analysis emphasizes the importance of cultural competency in nursing education. The South region’s experience with diverse student populations [WC5050] provides guidance for supporting student diversity:
Essential elements include: - Inclusive teaching practices - Cultural awareness development - Diverse perspective integration - Support resource access
These approaches help create nurses who can provide culturally competent care
Implementation Strategies
The report’s Implementation Framework provides practical guidance for enhancing your teaching practice:
Start with Assessment: - Review current teaching methods - Identify improvement opportunities - Gather student feedback - Evaluate resource needs
Develop Implementation Plans: - Set clear objectives - Create timeline-based goalsIdentify needed resources - Plan evaluation methods
Looking Ahead
The nursing education challenges we face require both innovation and dedication. This report provides evidence-based strategies for enhancing your teaching effectiveness while contributing to broader workforce development goals.
Remember that you’re part of a larger community of nursing educators. The report documents successful initiatives across the state, and many of your colleagues are willing to share their experiences and resources.
Your role in preparing the next generation of nurses has never been more important. Use this report as a guide for enhancing your teaching practice, remembering that success ultimately depends on your commitment to student development and professional excellence.
The future of nursing depends on faculty like you taking evidence-based approaches to education while maintaining the personal connection that makes nursing education unique. Your dedication to teaching excellence directly shapes the future of health care delivery in Florida.
Appendix F: Leading the Profession Forward: A Nursing Association’s Guide to Workforce Development
As a nursing association leader, you stand at a critical intersection between individual nurses’ professional needs and the broader evolution of health care delivery in Florida. The Florida Nursing Workforce Analysis Report reveals both unprecedented challenges and remarkable innovations across our state. Your role in sharing these stories, scaling successful solutions, and advocating for proven approaches has never been more important.
The Story Nursing Data Tell
The numbers paint a stark picture of our profession’s challenges. We’ve seen burnout rates soar from 11% to 91% since the pandemic [WC-0281], creating a crisis that threatens both individual nurses and our health care system as a whole. But within this challenging landscape, the analysis also reveals powerful stories of resilience and innovation that offer hope and direction for our future.
Consider the West Central region’s experience with their office of well-being [WC-0168]. What started as a response to rising burnout rates has evolved into a comprehensive support system that’s showing measurable improvements in nurse satisfaction and retention. Their success demonstrates how systematic approaches to professional support can create meaningful change, even in the face of seemingly overwhelming challenges.
Reimagining Professional Support
The analysis challenges us to think differently about how associations support their members. Traditional approaches focused primarily on continuing education and networking, while valuable, are no longer sufficient. The South region’s comprehensive development framework [S-4195] shows us what modern professional support can look like.
Their approach integrates multiple elements: - Leadership development that starts early in nurses’ careers - Mentorship programs that cross generational boundaries - Career coaching that addresses both professional and personal goals - Well-being support that recognizes the whole person
What makes their approach particularly powerful is its recognition that professional development isn’t just about acquiring new skills – it is about building sustainable careers that can weather the challenges of modern health care delivery.
The Power of Partnership
One of the most compelling stories emerging from the analysis is the transformative impact of strategic partnerships. The East Central region’s experience with dedicated education units [EC-0709] demonstrates how associations can serve as catalysts for collaboration that benefits everyone involved.
Their partnership model brings together: - Educational institutions seeking clinical placements - Health care facilities needing well-prepared graduates - Experienced nurses wanting to share their knowledge - Students eager to learn in supportive environments
What’s particularly noteworthy is how the association’s role as facilitator helped overcome traditional barriers between academia and practice. By providing frameworks for collaboration and sharing success stories, they’ve created a model that other regions are now adapting to their own contexts.
Advocacy in Action
The report provides powerful evidence to support advocacy efforts, but it’s how we use this evidence that matters. The Northeast region’s emphasis on healthy work environments [NE-1487] offers a masterclass in effective advocacy.
They started by documenting the direct relationship between work environment quality and patient outcomes. Then, they brought together diverse stakeholders - from bedside nurses to hospital executives - to create consensus around needed changes. Finally, they used data to demonstrate both the human and financial costs of inaction.
This systematic approach to advocacy led to concrete changes: - New workplace violence prevention programs - Enhanced professional governance structures - Improved staffing models - Better support for new graduates
Their success shows that effective advocacy combines compelling data with authentic stories about how policies affect real nurses and patients.
Innovation and Evolution
The analysis reveals how nursing associations can foster innovation while preserving our profession’s core values. The West Central region’s virtual nursing initiatives [WC-0242] provide a perfect example of this balance.
Their approach to technology integration started with a simple question: How can we use new tools to help nurses practice at the top of their license? Rather than implementing technology for its own sake, they focused on solutions that would enhance both patient care and nurse satisfaction.
The results have been remarkable: - Reduced documentation burden - Enhanced care coordination - Better work-life balance - Improved patient outcomes
Their experience shows that associations can help members embrace innovation while ensuring that technology serves nursing practice, not the other way around.
Supporting the Next Generation
One of the most important insights from the analysis relates to our role in supporting nursing’s future leaders. The North Central region’s success with cross-generational mentoring [NC-1166] offers valuable lessons about nurturing new talent.
Their program goes beyond traditional mentorship by: - Creating opportunities for reverse mentoring - Supporting diverse career pathways - Fostering leadership development at all levels - Building professional resilience
What makes their approach particularly effective is its recognition that tomorrow’s nursing leaders need different skills than yesterday’s, while still benefiting from the wisdom of experienced practitioners.
Building Professional Resilience
The report’s findings about burnout and professional stress might seem overwhelming, but they also point the way toward solutions. The West Central region’s comprehensive well-being initiatives demonstrate how associations can help build professional resilience.
Their approach combines: - Immediate support for acute stress - Long-term strategies for professional sustainability - Community building for mutual support - Advocacy for systemic change
Their success shows that professional resilience isn’t just an individual responsibilityit’s something we must build together as a profession.
Looking Forward: Your Leadership Role
As an association leader, you have a unique opportunity to shape nursing’s future in Florida. The report provides clear evidence for what works, but implementing these solutions requires visionary leadership and sustained commitment.
Consider starting with these questions: - How can we better support our members’ immediate needs while building toward long-term solutions? - What partnerships could we develop to expand our impact? - How can we use our collective voice more effectively for positive change? - What innovations should we be fostering in our profession?
A Call to Collaborative Leadership
The challenges facing nursing in Florida are too complex for any single organization to solve alone. But through collaborative leadership and strategic partnership, nursing associations can help create the conditions for positive change.
Your role is to: - Share success stories that inspire action - Foster connections that strengthen our profession - Advocate for evidence-based solutions - Support innovation while preserving our values
Remember that you are part of a larger community of nursing leaders across Florida. The report documents numerous examples of successful collaboration and innovation. By learning from each other’s experiences and working together toward common goals, we can build a stronger future for nursing in our state.
The workforce challenges we face are significant, but they also present opportunities for transformative change. Your leadership in navigating this transformation while supporting your members’ success has never been more important. Use this report as your guide but remember that the most powerful solutions often come from the creative combination of evidence-based practices with local innovation and authentic professional relationships.
