Avoidance mediated the effect of uncertainty on psychological well-being for the high-risk pregnant women in this sample. The results of the study may help perinatal nurses to better understand how high-risk pregnancy affects these women.

This column explores the issues of doctoral education in nursing by presenting an overview by Dr. Rosemarie Rizzo Parse, professor and Niehoff Chair, Loyola University Chicago. After the overview are three interviews focusing on the doctor of philosophy, doctor of education, and doctor of nursing science programs in nursing with the following educators: Dr. Marcia Maurer, associate dean for academic affairs, Niehoff School of Nursing, Loyola University Chicago; Dr. Elaine La Monica Rigolosi, professor of nursing education and program coordinator of the Doctor of Education Degree in Nursing at Teachers College-Columbia University, New York, New York; and Dr. Carol Dashiff, professor and chair of graduate studies, the Doctor of Philosophy of Nursing Program at the University of Alabama School of Nursing in Birmingham. These educators reveal the strengths and concerns surrounding doctoral education in nursing today. The question is posed, “What is on the horizon for the future of doctoral education in nursing?”

The Sacramento Regional County Sanitation District and the Sacramento Area Sewer District (the Districts) provide wastewater treatment and collection service to over 1.3 million users in northern California. The Districts' CFO relies upon a financial model to project monthly service charges, calculate impact fees and to provide supporting documentation for bond issues by each of the two Districts. In general, the existing model met the needs of the CFO, but had limited forecasting and reporting capability. The existing model was primarily used by the CFO, with limited usage by other managers who maintained separate capital planning workbooks.In order to address these functionality and usage limitations, the Districts decided to develop a centralized program that could be shared across divisions and replace individual desktop models. The desired program needed to be dynamic, yet user-friendly. Further, the program needed to accommodate different types of users, with differing levels of knowledge regarding the District's financial system.

When engineers plan a new capital project, they tend to delay the involvement of the finance officer. As a result, projects may be far along in the planning or even in the design process before funding is identified. In assuming a greater responsibility for leadership in this role, the finance officer can help position the jurisdiction to consistently make decisions aligned with overall goals and objectives. Centralized oversight can decrease the competition for funds between projects and help ensure long term plans are followed to achieve the best outcomes for the jurisdiction and its citizens. The finance officer can also expand the capital improvement program to be not just a project-funding exercise, but rather a strategic plan that aligns projects to overall jurisdictional goals and strategies and works to complete projects that encompass the right scope at the right time.