TOC Summary Line: Healthcare workers in hospitals affected by SARS experience increased psychological stress 1–2 years after the outbreak.

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the purpose of this paper is to inform the nursing community of the extraordinary progress that the Canadian National Nursing Quality Report (NNQR (C)), the Canadian health outcomes for Better information and Care (C-hoBiC) and the Nursing Quality indicators for Reporting and Evaluation (NQuiRE) have made to date, and to share our commitment to continue working together to build a strong nursing profession that, armed with evidence, will contribute to healthier Canadians.

Purpose: To develop and evaluate a toolkit for Registered Nurse/Registered Practical Nurse (RN/RPN) staff mix decision-making based on the College of Nurses of Ontario's practice standard for utilization of RNs and RPNs. Methods: Descriptive exploratory. The toolkit was tested in a sample of 2,069 inpatients on 36 medical/ surgical units in five academic and two community acute care hospitals in southern Ontario. Survey and focus group data were used to evaluate the toolkit's psychometric properties, feasibility of use and utility. Results: Results support the validity and reliability of the Patient Care Needs Assessment (PCNA) tool and the consensusbased process for conducting patient care reviews. Review participants valued the consensus approach. There was limited evidence for the validity and utility of the

The purpose of this brief is to recommend what is needed for health executives and senior leaders to effectively lead health system transformation in Canada. To develop a truly integrated patient-centred healthcare system, health leaders are called upon to work across boundaries related to organizations, professions, sectors, geography and jurisdictions. We offer the following recommendations to strengthen the role of executive leadership in transforming the Canadian healthcare system: 1. Balance national vision and strategy with local flexibility 2. Develop avant-garde executive leadership competencies 3. Tap into expertise to develop executive leadership capacity and accelerate change 4. Foster executive leadership continuity and succession planning Note: In this brief, the terms "executive" and "health leader" both refer to executive and senior management leadership roles in healthcare.