Hundreds of registered nurses at the Geisinger Health System have voted to authorize a second strike following weeks of unsuccessful contract negotiations with management, their union announced Tuesday.
Roughly 800 nurses from Geisinger Wyoming Valley Medical Center in Plains Twp. as well as Geisinger South Wilkes-Barre and Geisinger Healthplex CenterPoint in Pittston took to the picket line for a five-day strike during the week of Feb. 16 to protest what they claim are unfair labor practices.
In an announcement Tuesday, the union, Service Employees International Union Healthcare Pennsylvania, said the nurses have now authorized a second strike “if needed” due to their continued lack of a contract.
Gov. Josh Shapiro visited Temple University this week where he promoted his $5 million program to address Pennsylvania’s nursing shortage.
The initiative, aimed at bolstering the state’s healthcare workforce through tuition assistance and hospital partnerships, is part of the governor’s 2025-26 budget.
The Nurse Shortage Assistance Program would provide funding to hospitals that collaborate with nursing schools, helping cover tuition costs for students who commit to working in Pennsylvania hospitals for at least three years after graduation. The goal, state officials say, is to increase nurse retention and expand the “pipeline” of professionals entering the field.
A new study from Penn’s School of Nursing, published in the Annals of the American Thoracic Society, challenges conventional thought regarding the benefits of continuity in nursing care within intensive care units (ICUs).
The researchers find that increased nurse continuity is not associated with a reduction in in-hospital mortality—in some shifts, it is even linked to a modest but statistically significant increase in mortality. Researchers define “cumulative nurse continuity” as the proportion of 12-hour shifts during which a patient is cared for by a nurse who had previously attended to them. Although overall continuity increased over time, the data reveals that higher continuity is not associated with improved patient outcomes, prompting a re-examination of its presumed benefits.
Being a preceptor is more than teaching someone the tasks of the job, says this nurse educator.
Editor's note:Emily Berta, DNP, MSN, RN, is a nursing educator and professional development leader, serving as Director of Professional Development and Education at a community hospital and an Adjunct Assistant Professor at Georgetown University School of Nursing. With a background in critical care, progressive care, and emergency nursing, she is dedicated to advancing nursing education and practice.
In my 23 years as a nurse, I’ve seen how the world of nursing has evolved — sometimes rapidly and, at other times, not quickly enough. One of the most pressing challenges we face is the transition of newly licensed nurses (NLN) into the workforce. These nurses, having entered the profession during or after the chaos of COVID-19, are often arriving with less clinical experience than their predecessors. It’s not their fault, of course. Their education has been shaped by a pandemic that upended traditional models. But now, the responsibility falls to us — nurse leaders and healthcare organizations — to bridge that gap and ensure these NLN’s are supported, prepared and confident as they begin their careers.
This is where preceptor training comes in. Being a preceptor is more than teaching someone the tasks of the job; it’s about mentorship and creating an environment where new nurses can thrive. And yet, all too often, we see NLNs being assigned to precept others. While it might seem practical, this practice can set up both the preceptor and the new nurse for failure. Nurses just six months into their careers are often still finding their footing. Expecting them to guide others not only undermines their own growth but also creates a potentially precarious situation for patients and the entire care team.
Structured programs -- such as Fundamental Skills for Preceptors from the American Association of Critical-Care Nurses (AACN) -- offer a solution to this challenge. These programs provide preceptors with the tools, knowledge and confidence to mentor effectively. They teach the art of preceptorship — focusing not only on clinical skills but also on emotional intelligence, communication and fostering a culture where learning is encouraged. Unlike many hospital-developed training programs that focus on policies and procedures, these programs prioritize best practices and human connection.
I’ve seen the impact of such programs firsthand. I recall one experienced nurse who had always been a go-to for clinical expertise but struggled in her role as a preceptor. Her approach, although well-intentioned, left NLNs feeling devalued and afraid to ask questions — a dangerous dynamic in any clinical setting. After participating in a structured preceptor training program, she gained a new perspective. She started to reflect on how her words and actions affected those she was mentoring. When her preceptees shared their feedback, she listened with humility, acknowledging the need to adjust her approach. The transformation was remarkable. She became a more empathetic mentor, and the unit’s teamwork and morale improved as a result.
These changes benefit more than the nurses involved. They ripple outward, improving retention rates, enhancing patient care and creating a stronger, more resilient workforce. When preceptors are well educated, they empower NLNs to navigate the challenges of the profession with confidence. Those nurses, in turn, are more likely to stay in their roles, provide high-quality care and eventually become preceptors themselves.
In today’s healthcare environment, where nursing turnover is alarmingly high, investing in preceptor education is a smart and necessary strategy. Replacing a nurse can cost tens of thousands of dollars, far outweighing the relatively modest expense of educating preceptors. But beyond the financial argument, this investment speaks to the heart of what nursing is all about: creating a culture of care, support and excellence.
Nurse leaders and healthcare organizations must recognize that structured preceptor training is not a luxury — it’s a cornerstone of sustainable nursing practice. By equipping preceptors with the skills they need to succeed, we ensure that new nurses enter the workforce supported and confident, ready to contribute to their teams and provide the best possible care for their patients. Together, we can build a future where every nurse has the opportunity to thrive.
Editor's note: Care to share your view? HealthLeaders accepts original thought leadership articles from healthcare industry leaders in active executive roles at payer and provider organizations. These may include case studies, research, and guest editorials. We neither accept payment nor offer compensation for contributed content.
Nurse anesthetists in Florida are not giving up their quest for autonomy. Anesthesiologists are fighting back, arguing patient safety.
Florida Rep. Mike Giallombardo, R-Cape Coral, has filed a bill to remove physician supervision over certified registered nurse anesthetists, CRNA’s. A Senate companion bill has been filed by Sen. Ana Maria Rodriguez, R-Miami.
Nurse anesthetists in Florida, estimated to number 6,400, have been pursuing a change in state law for 10 years without success to be relieved from supervision of physician anesthesiologists. The intent is to practice independently.
