The strategic reorganization added seven new assistant clinical directors and 30 patient care
manager positions. To support the nurses in their new leadership roles, a transformational
leadership program was created. During an 18-month period, the curriculum gives nurse
leaders the right tools to fulfill their new roles and responsibilities in caring for patients.
Dr. Stephen Welty, chief of Neonatology, said he’s noticed the difference.
“It’s a collaborative model that takes nursing leaders down to the
grassroots – the patient’s bedside – which is the most important part of
the equation,”Welty said. “It increases the number of nurses helping with
the quality of care and the nursing leaders feel empowered in their roles
as part of a collaborative work environment.”
Making a difference
Since the program’s implementation, Welty has observed the difference in the neonatal
intensive care unit from the traditional top-down approach of the physician handing
out orders.
“Everything we do is centered on improving the outcomes of babies,”
Welty said. “It’s only recently become clear to us that the environment
in which we practice medicine is critical for the outcomes of babies and
their families.The new nursing strategy has allowed us to transition to
a collaborative model that encourages peer-to-peer collaboration that
includes the nurses and the parents.”
The nursing team has already seen the results. Leadership positions that were chronically
vacant have been filled; more than 100 nurses were hired in 2013 and 37 additional nursing
leadership positions were created. With the new recruiting strategy, the organization was
able to hire top talent to meet Texas Children’s tremendous growth. The percentage of
nurses who have higher-level degrees improved from 65 percent to 75 percent, and Texas
Children’s specialty nursing certification rate is higher than the national rate.
“When families see and have contact with a nurse and
a nursing leader on a consistent basis, they are more
satisfied,”
Armstrong said.
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