JAMDA j o u r n a l h o m e p a g e : w w w . j a m d a . c o m

on behalf of the WE-THRIVE Group Authorship Statement: The following are members of WE-THRIVE (Worldwide Elements to Harmonize Research in Long Term Care Living Environments): [To insert all participants in domain discussions and IAGG-GSA session who wish to be included; we are following the ICMJE guidelines for consortium authorship, as operationalized by BMJ Special articles do not involve original research but instead provide novel interpretation or synthesis of information in 1 an area of general interest to readers of the journal. Examples of special articles include consensus statements, 2 clinical tools, practice guidelines, and discussion of new policies or regulations. Manuscripts may be solicited by the 3 editors or submitted at the initiative of authors. The body of the submission (excluding abstract and references) 4should generally be limited to 3,000 words; it can include 3 tables or figures, and 50 references. An unstructured 5 abstract of up to 300 words is required, and specific headings to organize the text are not prescribed; however, the 6 text should conclude with a section entitled "Implications for Practice, Policy, and/or Research." 7 8 ABSTRACT 9To support person-centered, residential long-term care internationally, a consortium of 10 researchers in medicine, nursing, behavioral and social sciences from 21 geographically and 11 economically diverse countries have launched the WE-THRIVE initiative to develop a common 12 data infrastructure. The consortium aims to identify measurement domains that are 13 internationally relevant, including in low and middle income countries, prioritize concepts to 14 operationalize domains, and specify a set of data elements to measure concepts that can be used (CDEs) initiative. Four domains were identified, including organizational context; workforce and 21 staffing; person-centered care; and care outcomes. Using a nominal group process, WE-22 103 who facilitated domain-specific discussions. Domain-specific discussions focused on potential 104 concepts in each domain that were common to LTC settings across represented countries. The 105 domain committee chairs met in monthly WE-THRIVE steering committee meetings to report 106 updates and share challenges and ideas across subgroups. Figure 1 summarizes the 107 developmental timeline of WE-THRIVE's work, totaling 8 steering committee meetings and 9 108 domain committee meetings that occurred in preparation for IAGG 2017. 109Because of the group's commitment to global inclusiveness, a standing item for the 110 steering committee and the domain committee meetings was to identify new WE-THRIVE 111 members, especially those from low and middle-income countries (LMICs), to vet the work to 112 date. We built an inclusive, flexible network of researchers with ongoing participation through 113 face-to-face or distance-based technology that was not limited to researchers who could attend 114 IAGG 2017. This approach is consistent with the ESSENCE on Health Research initiative's 115 principle of building collaborativ...

In response to the International Association of Gerontology and Geriatrics' global agenda for clinical research and quality of care in long-term care homes (LTCHs), the International Consortium on Professional Nursing Practice in Long Term Care Homes (the Consortium) was formed to develop nursing leadership capacity and address the concerns regarding the current state of professional nursing practice in LTCHs. At its invitational, 2-day inaugural meeting, the Consortium brought together international nurse experts to explore the potential of registered nurses (RNs) who work as supervisors or charge nurses within the LTCHs and the value of their contribution in nursing homes, consider what RN competencies might be needed, discuss effective educational (curriculum and practice) experiences, health care policy, and human resources planning requirements, and to identify what sustainable nurse leadership strategies and models might enhance the effectiveness of RNs in improving resident, family, and staff outcomes. The Consortium made recommendations about the following priority issues for action: (1) define the competencies of RNs required to care for older adults in LTCHs; (2) create an LTCH environment in which the RN role is differentiated from other team members and RNs can practice to their full scope; and (3) prepare RN leaders to operate effectively in person-centered care LTCH environments. In addition to clear recommendations for practice, the Consortium identified several areas in which further research is needed. The Consortium advocated for a research agenda that emphasizes an international coordination of research efforts to explore similar issues, the pursuit of examining the impact of nursing and organizational models, and the showcasing of excellence in nursing practice in care homes, so that others might learn from what works. Several studies already under way are also described.

Delivery of high-quality nursing home care is a matter of national importance, and these findings offer a call to action for nursing home leaders in policy, academia, and ownership and management positions. Nurses must be equipped with competencies and skills that reflect the complex organizational environments in which they work. Additionally, nursing home administrators and managers must be equipped with the competencies and skills needed to effectively and efficiently organize and operationalize care delivery practices to support nurses' role enactment.

The impending wave of aging boomers heightens long-standing concerns for the quality and cost of nursing home care. As industry and policy leaders continue efforts to remedy substandard nursing home care delivery practices, development of a well-prepared and adequately supported workforce of directors of nursing (DONs) is essential to ensuring the industry's readiness for the aging wave population. Directors of nursing are in pivotal positions to influence nursing home quality and costs; however, research demonstrating the extent of this influence-actual and potential-is lacking, and industry leaders have collectively failed to address the current or future capacity of this workforce. A long history of inattention to the DON position, coupled with low expectations for the competencies and requisite educational preparation, has potentially compromised the capacity of DONs to promote and sustain high-quality, cost-effective nursing home care. The purpose of this article is to provide a comprehensive overview and discussion of the current and potential capacity of DONs to lead the delivery of high-quality, cost-effective nursing home care from industry, educational and professional development, healthcare policy, and organizational contexts. Proposed strategies and recommendations to enhance and promote the future capacity of DONs are also presented.

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Purpose In conjunction with the National Hartford Centers of Gerontological Nursing Excellence (NHCGNE), formerly known as the Building Academic Geriatric Nursing Capacity Initiative (BAGNC), the Hartford Gerontological Nursing Leaders (HGNL) developed and executed a program beginning in 2011 to enhance both (a) the experience of newly selected scholars and fellows to the NHCGNE and (b) the ongoing professional development of the HGNL. The purpose of this article is to describe key strategies used to develop and execute the mentoring program and to present the formative and summative program evaluation. Design The program was launched in January 2011 with seven peer mentor and mentee matches. In June 2012, the peer mentoring committee solicited feedback on the development of the peer mentoring program and changes were made for the subsequent cohorts. Findings An additional 12 matches were made in the following 2 years (2012 and 2013), for a total of 31 matches to date. We have learned several key lessons from our three cohorts regarding how to structure, implement, and carefully evaluate a peer mentoring program. Conclusions Informal evaluation of our peer mentoring program noted several challenges for both peer mentors and mentees. Having knowledge of and addressing those challenges may increase the overall quality and effectiveness of peer mentoring programs and, in turn, benefit academic nursing by strengthening the faculty workforce. Clinical Relevance Findings from development and implementation of a peer mentoring program for gerontological faculty could lead to new and adaptable programs in a variety of clinical and education settings.

Background and Objectives Licensed nursing home administrators (NHA) and directors of nursing (DON) are responsible for nursing home quality and assuring optimal performance and job satisfaction/retention of their nursing home workforce. NHA/DON-focused studies have generated important foundational knowledge over the last three decades; yet, targeted research is needed to understand and apply the complexities of the black box of this top management team. This scoping review identifies, reviews, synthesizes and maps the topical areas of research in NHA/DON positions in US nursing homes. Research Design and Methods We conducted searches of five databases, yielding 3,479 records; screening/review yielded 88 unique records analyzed using Donabedian’s structure-process-outcome model (Donabedian, 2003) as an organizing framework. Results Most papers (n=40) focused on role characteristics, 23 examined approaches to management and leadership, 24 focused on perceptions about the role, and the remaining 12 examined role structure. The role-related themes linked to outcomes (n=42), processes (n=27) and structures (n=30). Discussion and Implications We highlight important gaps for future research and offer a call to action for research, policy, practice, and education collaborations to accelerate the rate of research and translate the findings into best practices for NHA/DON to lead and manage the nursing home workforce and build capacity to ensure person-centered, high quality care. Based on foundational descriptive studies, it is time to use what is known to design and implement interventions that enhance the capacity of NHA/DON to improve the structures, processes and outcomes of nursing homes.