Shoshana Goldberg  is a National Head Nurse and Director of the Nursing Division,Ministry of Health,Israel

Shoshana Goldberg

National Head Nurse and Director of the Nursing Division

Organizing Committee Member


Ministry of Health





Kerzman H, Van Dijk D, Eizenberg L, Khaikin R, Phridman S, Siman-Tov M, Goldberg S. (2015) "Attitudes toward Expanding Nurses’ Authority", The Israel Journal of Health Policy Research (Submitted).


Goldberg S. (2005) "Nursing leadership" in S. Schwartz and A. Goldberg (editors).

Nursing in Israel in an Era of reform. (Accepted for publishing in 2005).


Goldberg S. and Benor, D. (2005) "Nursing leadership in an era of reform in the health system: Evaluation of the head nurse leadership style in the relation effectiveness of the department". The Israel National Institute of Health Policy and Health Services. Research – V Congress.


Goldberg S. and Koren, E. (2005) "Moral luck paradox, errors and professional responsibility". Poster Presentation, Israel Partnership of Medicine Quality – XII Congress.


Goldberg S. Traister, L. et al (2005) "Influence of early clinical experience in geriatric wards on Student nurse' attitude to the elderly", Gerontology, 29:3, pp. 81-88 (H, Es).


Miron M., Moses V. and Goldberg S. (1998): The Teaching Portfolio 0f a staff 1998 Nurses as a Mean of Professional Grows. Processing's, Intentional Conference on Education, Tokyo.




Structured interview: A tool for selecting a head nurse. The Nurse in Israel, 1990.




Guidance for women undergoing mastectomy. The Nurse in Israel, 1984.





Presentations in Conferences




Dr. Shoshi Goldberg, presenting a study on nursing manpower in a hospital in Israel

Sigma Theta Tau International Nursing Research Congress, Puerto Rico.




Lecture in the 10th Annual Conference on Health Policy, Lecture in the Conference of the Nursing Research Association, presented in China – Dr. Goldberg S., Dr. Kerzman H., Reihani L.,  Phridman S., Brin L., Lavon E. – "Hospital nurse turnover: Identifying the factors behind the decision to leave – Demographic, professional, position, treatment quality indices and the characteristics of the departments".




Lecture in the Annual Conference of the Israeli Association of Information Systems in Medicine, lecture in an international pain conference by the World Institution of Pain (WIP), the Netherlands. Shamai-Rosler O., Lavi L., Alboim S., Ernst S., Dr. Grinberg A., Eizenberg L., Dr. Zimlichman E., Dr. Goldberg S."Nurses' speaking with the patients via computerized tele-medicine system".




Lecture in the 11th Annual Conference of the Israeli Nursing Research Association, presented as a lecture in the 20th Annual Conference of the Israeli Society for Quality in Medicine. Dr. Goldberg S., Dr. Kerzman H., Dr. Van Dik D., Goren D., Dr. Khaikin R.,  Phridman S., Eizenberg L. – "Expanding nurses' authorities, positions and treatment quality indices".   




Lecture in the 20th Annual Conference of the Israeli Society for Quality in Medicine –  Phridman R., Eizenberg L., Dr. Kerzman H., Dr. Goldberg S. – "The link between the risk level of developing diabetic foot ulcer and demographic and clinical characteristics of diabetic patients hospitalized in the medical center".




Poster in the 17th Annual Conference of the Israeli Society for Quality in Medicine – Rachminov O., Shemesh Y., Phridman S., Pe'er N., Eizenberg L., Dr. Kerzman H., Dr. Goldberg S. – "Trends and changes in preventing and treating pressure ulcers in hospitalization".




15th Annual Conference of Nurses in Israel – Dr. Goldberg S., Koren E., Azulay S.,  Phridman S., Traister L., Schinder A., Shahrabani R. – "Error is a part of learning, but is learning a part of error?"




2006 Conference by the Israeli Society for the Quality in Medicine – Dr. Goldberg S., Koren E., Azulay S., Phridman S., Traister L., Schinder A., Shahrabani R. – "He who does errs, he who learns errs – Analyzing students' errors".    







Qualitative Research Methods Conference – Challenges of Qualitative Research – Dr. Goldberg S., Koren E., Azulay S., Phridman S., Traister L., Schinder A., Shahrabani R. – "He who does errs, he who learns errs – Analyzing students' errors".




Nursing Studies and Projects Conference, E. Wolfson Medical Center – Dr. Goldberg S., Koren E., Azulay S., Phridman S., Traister L., Schinder A., Shahrabani R. – "There is an error in every learning, but is there learning in every error?" 




4th Annual Conference of the Nursing Research Association – Uncertainty in Health and in Sickness – Dr. Goldberg S., Koren E., Azulay S., Phridman S., Traister L., Schinder A., Shahrabani R. – "Error and uncertainty – The combined model for researching error".




Nursing Research Conference – "Managing mistakes and professional accountability".




12th Annual Conference of the Israeli Society for Quality in Medicine – "The paradox of luck, errors and professional accountability".




National Head Nurse Conference of the World Health Organization – "Leadership in nursing in an age of reform in healthcare systems".




Conference of the Israel Cancer Association – "The oncological nurse as an administrator and a visionary".




Nurse Conference, Sheba Medical Center – "Leadership in the mirror of the future".




Gertner Institute – "Leadership and administration in healthcare systems". 




Head Nurse Conference, E. Wolfson Medical Center – "Leadership in nursing in an age of reform".  




Nursing Research Conference – Leadership in nursing.



Doctor's degree (Ph.D.), Ben Gurion University in the Negev, summa cum laude

Topic: Leadership in Nursing in an Age of Reform: Assessing and Improving the Leadership Functions of Department Head Nurses

Instructor: Prof. Dan Benor




Master of Health Science (MH SC) degree, Ben Gurion University in the Negev, summa cum laude

Topic: Developing a Tool for Assessing the Effectiveness of Hospitalization Departments

Instructor: Prof. Joseph Pliskin and Prof. Dan Benor




Master of Health Administration (MHA) degree, Tel Aviv University, Recanati Business School, magna cum laude




Bachelor of Science in Nursing (BSN) degree, Tel Aviv University, Sackler School of Medicine  




Registered Nurse (RN), E. Wolfson Academic Nursing School, summa cum laude






  • Quality and Excellence in Public Service Award, 2015 (3rd Place): Developing and implementing an innovative organizational model for promoting and improving quality of treatment.


  • Quality and Excellence in Sheba Award, 2016: Project for raising awareness to hand hygiene.



Membership in Forums and in Professional Unions:


  • Nursing Administrators Forum.


  • HaLev Forum – School Directors Organizations.


  • Senior Healthcare Services Administrators in Israel Forum


  • Association for the Promotion of Management in Healthcare Services (LAHAV, Recanati Business School, Tel Aviv University).


  • Israeli Nurses Association.






National Head Nurse and Director of the Nursing Administration – Ministry of Health




Director of Nursing and Para-Medical Professions Coordinator – Sheba Medical Center, Tel HaShomer



Sheba Medical Center is the largest hospital in the country, with 1517 hospital beds and an additional 110 daycare hospital beds.


The hospital provides various medical services at settings of acute, chronic and rehabilitative hospitalization for patient populations across the continuum of all ages and medical conditions, from birth and until the end of the life.


The hospital is organizationally divided into two main hospitals: General Hospital and Rehabilitative Hospital.

The General Hospital consists of the following divisions: Internal Medicine, Surgery, Pediatrics, Obstetrics, Oncology, Heart Institute, Imaging.

The Rehabilitative Hospital consists of the following divisions: Geriatrics, Rehabilitation, Psychiatry


The hospital employs about 8,000 people, of which about 3,000 are nurses and nursing staff, including 30 headquarters personnel, 150 head nurses, 53 clinical experts, 900 topic champions and about 100 clinical guides.


87% of all nurses have academic degrees, and 70% are graduates of intermediate courses.


Sheba constitutes a leading field for clinical instruction for all universities, colleges and nursing schools in the country. Each year about 500 nursing students from the generic programs and intermediary courses undergo internship in the various departments. All of them receive instruction from the hospital's clinical guide team.

The hospital underwent the JCI accreditation procedure three years ago with distinction and prepared for an additional assessment in June 2016.


Sheba Nursing Creed


As Director of Nursing at Sheba I have led a vision of leadership, excellence, humanity, medical education and technological education.

Nursing at Sheba is leading, professional and dominant, constituting the spearhead of high-quality nursing activity.

The nursing staff works in full cooperation with the hospital's multi-professional teams in all areas, and together with them promotes the quality of treatment, innovation and excellence that Sheba is known for. Our nursing staff is esteemed by colleagues, associates and patients, and holds a position of respect, power and professional pride for its contribution for promoting excellence, humanity, empathy, service orientation and high standards of service in the treatment of patients.

It has been my great privilege to serve as Director of such a place.   





Below is a detailing of my main areas of activity at Sheba:


  1. Professional development and training of staff


Nurses' professional promotion at Sheba runs through three paths of development: The Path of Excellence, the Clinical Path and the Administrative Path.


Starting at the point of their entry into the organization, each nurse receives professional accompanying. Each nurse is issued a personal computerized portfolio, allowing for recording their activities and for following up on their personal development and progress with the hospital's professional pathways.  Each nurse is accompanied in a process of personal mentoring with functionaries at various levels in the organization, and is promoted according to her or his skills, education, appraisal from supervisors, and mainly her or his personal desire and motivation.


One of my main goals at the organization is to ensure the high level of professional competence for each nurse based on her or his position on the one hand, and to allow for the realization of each nurse's functional potential at her or his position in the organization on the other hand. This goal is achieved through the comprehensive, procedural and cross-organizational array for the training due to each nurse based on her or his position and maintaining her or his competence.  This array makes use of advanced technologies for promoting of the most innovative and state-of-the-art medical knowledge and for making the nurse's position as available as possible. As part of this world view the organization operates mobile training units aimed at reaching each nurse on a personal level and promoting her or his professional activity based on their personal needs and the departmental and institutional work program.


  1. Research as a tool for policy making


A main area of my activity of as Director of Nursing is research as a tool for policy planning and assessment and for defining the nursing activity in the organization. Research allows to carry out system-wide comparisons of processes within and without the organization, determine policy and set high standards for clinical nursing activity within the hospital. Furthermore, research influences similar processes taking place at other hospitals and in the Ministry of Health.


Among the most prominent and significant research project that I led, I shall mention the following:

  1. CRE prevention project at the Sheba Medical Center – 2012-2016
  2. Structured program for the release of hospitalized patients Performances and effects – 2016
  3. Organizational intervention for raising awareness to hand hygiene – 2012-2016
  4. Intervention processes for preventing falling incidents – 2015
  5. Topic Champions as leaders of quality in a hospital setting – Implementing a structured, organizational quality improvement process – 2015
  6. Using Distance Learning Systems for Improving Nurse Performance – 2014
  7. Nurse turnover in medical centers – Reasons and impact on the quality of treatment – 2011
  8. Expanding nurses' authority – Positions and relation to quality indices – 2010         





  1. Manpower management


Core nursing activity in the hospital, including meeting the organization's manpower needs for the short term and the long term, turning the hospital into an organization with magnetic qualities for nurses, and as such capable of recruiting outstanding nurses according to its needs – especially in times of shortage in nurses.

Activity in this area includes: partnering in determining the hospital's strategy in this topic, recruiting, sorting and implementing nursing manpower in the hospital, planning manpower needs for the short term and for the long term, managing manpower mix, meeting the changes in scopes of activity, allowing the hospital to grow and expanding or diminishing  its activities and its tasks accordingly, managing manpower fluctuations, managing manpower budgets including budgets for positions and overtime, setting standards for departmental manpower and for binding mix, computerization of all manpower positions in the organization and negotiating and managing  manpower-related crises.


  1. Treatment quality


Promoting the hospital's quality policy, partnering for quality improvement and quality measurement activities, acting jointly with the administration vis-à-vis the Quality Unit in the Ministry of Health, the Nursing Administration and the JCI.


  1. Treatment safety and risk management


Handling all activities aimed at ensuring optimal treatment safety, preventing incidents and implementing organizational learning processes, acting in complete cooperation with the Treatment Safety and Risk Assessment Unit team.


  1. Technology and innovation


Developing, applying and implementing technology and innovation in all areas of nursing in the hospital, developing training programs for technological applications and maintaining the nurse's technological competence in all areas of her or his work.


  1. Developing the training array and organizational learning


The organizational training array at Sheba consists of four levels of intervention:

  • The organizational level
  • The divisional level
  • The departmental level
  • The nurse's level (each nurse according to the role that s/he performs)







This array makes use of a wide variety of advanced and creative instruction tools such as: distance learning, Center for Medical Simulations – M.S.R., mobile courses, instruction videos, on-the-job training and so forth. Furthermore, provide counseling and participate in counseling and guidance for nurses in various centers around the world.


  1. Organizational development, growth and changes


Involvement in development processes and in structural changes throughout the premises of the Medical Center, in accordance with the organization's policy and patients' needs.

Adapting the work environment to the nurse's needs and to the needs of the patients and their family members.


  1. Problem solving and responding to current problems


Making decisions and solving day-to-day problems and issues ad-hoc.


  1. Promoting nurses' well-being and satisfaction in the organization – Creating organizational pride


Core nursing activity carried out in a premeditated and structured manner in the organizational work program under my leadership. Through this program I reach every single nurse in the hospital by way of: group listening sessions, open office hours allowing for direct approach, meeting the nurse through the nursing management or through her or his department, colleague platform for head nurses, participating in two staff meetings a year in each department, as well as managing various focus groups for nurses from different clinical areas, different age groups, different positions and different tenure, and creating an atmosphere of open doors and listening.


  1. Personal, clinical and administrative excellence


Focus on excellence is also a key feature of the nursing activity in Sheba, and includes interventions in a variety of areas:


  • Developing "Knafayim" (Wings) Path for Excellence – A unique career path for Sheba, essentially promoting excellence and training the future generation of nursing leadership in Sheba.
  • Leading a measurable departmental work plan which includes standards for personal and departmental excellence.
  • Providing feedback to the head nurse and to the teams once a quarter on meeting the program's standards, transparency in meeting the objectives and clarity in the quality of performance, as well as naming outstanding nurses and departments at the end of the year. Each year we commemorate this achievement and celebrate together with all the multi-professional staff in the hospital.
  • Creating an interconnected organizational assessment array, implementing the organizational standard of assessment at various junctions in the nurse's professional career and meeting this objective in 99% of the time. This array is based on the job description and the areas of activity required from the nurse and on her or his achievement and performance. This array in complemented by a mechanism for the improvement, preservation and promotion of the nurse in accordance with the results of the assessment.    



  1. Board member


Board member of the Sheba Medical Center, nursing advisor to the hospital's CEO.


  1. Coordinator of the health professions and para-medical professions


Coordinating the activities of team members from the health professions, numbering about 500 people. Direct supervisor of medical technology workers.


  1. Promoting health and preventing diseases


Taking leadership responsibility for this issue in the hospital for all employees in the different sectors, including developing, applying and assessing an institutional program for promoting health.  

Upcoming Conferences