While the average age of a practicing nurse is 47, the average age of an OR nurse nationwide is between 50-55. These numbers are a canary in the coal mine warning us that if younger nurses do not join the specialty of operating room nursing, soon there will be no replacement set for the current nursing staff, said Mary Anne Greene, Director of Nursing Education and Practice at Johns Hopkins Bayview Medical Center.

Although nursing students typically receive experience in hospitals before graduation, many do not spend clinical time in the operating room. A nursing student’s lack of exposure to the OR can prevent new nurses from selecting the OR as a place to work upon graduation. Greene wanted to change that by creating an introductory course in perioperative nursing that would spark an interest in students to enter the field. After Greene contacted several colleges, Dr. Roberta Raymond, Nursing Program Administrator at the Community College of Baltimore County (CCBC) enthusiastically agreed to offer the five-week course at CCBC.

The first two weeks of the course took place at CCBC Essex where students focused on theory and laboratory preparation. Afterwards, they received three weeks of hands-on instruction at Johns Hopkins Bayview Medical Center. Each of the five students received one-on-one OR instruction and learned about aseptic technique, surgical instruments, scrubbing, gowning, and gloving.

According to Raymond, “The collaboration with Bayview was a good one — the development and implementation of the course went smoothly and students really enjoyed it.” Both Raymond and Greene believe the best part of the program was the one-on-one instruction and direct hands-on-experience students received. However, the course was not without its challenges.

One of the difficulties Greene faced in designing the course was the price tag — the largest expenses were the Masters of Science in Nursing-prepared faculty and the OR materials provided to support the learning of the students. Another challenge she faced was commitment; four of the five students were hired by Hopkins Bayview, yet none stayed long. Looking back, Greene said next time she would make the entrance criteria stricter to ensure the students’ commitment.

Despite this, Greene feels that more OR experience should be built into college curriculums. She hopes that nursing faculty will consider offering student experiences in perioperative nursing that can be used to apply clinical concepts learned in the classroom.

Greene said, “Orienting a new nurse is a costly and time-consuming process, but it’s worth it if you end up hiring an excellent long-term employee.”

Contact:
Mary Anne Greene
Director of Nursing Education and Practice
Johns Hopkins Bayview Medical Center
410-550-7632

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Christopher Parker, chief nursing officer at Shore Health System, saw a need for collaborative decision-making among staff nurses. To address this need, he created a Shared Leadership Global Team — consisting of staff nurses in 2002. Parker thought the team would help with retention efforts because participating nurses would feel more involved as stakeholders within the health system. Parker envisioned the team eventually adding representatives from other departments to become a multidisciplinary team.

In 2006, the Shared Leadership Global Team took a step towards this goal by expanding to include staff from Human Resources and Case Management. According to Parker, the addition of HR was important because that department works with issues that directly affect nurses’ satisfaction and working conditions, such as scheduling and pay. In short, HR plays a large role in nurse retention.

The team holds meetings once a month that last from four to five hours. Parker explained that the one-month gap between meetings gives the team members ample time to follow up on projects and assignments.

Since the team was created, it has sponsored and implemented numerous policies and practice enhancements which have helped it live up to the mission of cultivating a caring environment for nurses, staff, and patients. For instance, the team reviewed and revised clinical communication, chart-check, blood transfusion, latex allergy, and lab specimen labeling policies in order to increase staff and patient safety. The team also made recommendations for developing an electronic version of the Medication Administration Record and developed laminated guides outlining the steps of SBAR (Situation-Background-Assessment-Recommendation) so nurses may better communicate with physicians. Additionally, the team drafted, piloted, and approved a peer evaluation policy, which includes input from co-workers who have first-hand knowledge of a nurse’s working characteristics.

The team has been successful in achieving many of its goals but has also faced its share of challenges. According to Parker, the creation and implementation of shared leadership global teams is costly with regard to money and time. Additionally, he found it can take time to mentor and empower team members, since many of them do not have experience in leadership positions.

Shore Health System recently secured funding so that nurses serving as the Global Team chairperson can equally divide their hours between clinical staffing and team leadership responsibilities. This taste of leadership empowers staff members to take on management roles they originally would not have considered. According to Parker, “[the] previous chair of the global team was a staff nurse in the ER who is now participating in an entry-level management program.”

By giving policy-making responsibilities to nurses and other non-managerial staff, Shore Health System boosts nurse retention rates and betters the environment for nurses, staff members, and patients.

Contact:
Christopher Parker
Chief Nursing Officer
Shore Health System
410-822-1000 ext.1000

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A recent MHA study shows that vacancy rates for nursing and skilled allied health professions are on the rise. Nursing vacancy rates reached 13 percent in 2006 and some allied health professions’ vacancy rates surpassed fifteen percent.

In order to address this nursing and allied health shortage, the Maryland Hospital Association created a scholarship program to attract students to Maryland health care careers. Since receiving a grant from BD Diagnostics in 2002, MHA has awarded at least ten $2,500 scholarships each year — 84 scholarships total.

This year MHA partnered with CareFirst BlueCross BlueShield, and with MHA affiliates, the Chesapeake Registry Program and PRIME. This allowed MHA to increase the number of scholarships to 18 this year.

“There continues to be a strong need for qualified health care professionals, and through the MHA Scholars Program we can provide financial support to deserving students,” MHA President Calvin Pierson said about the program.

Recipients submitted scholarship applications containing financial aid information, verification of hospital employment or volunteerism, a personal statement about their short- and long-term educational and career goals, and their official school transcript.

In order to meet eligibility requirements, each applicant is required to be within two years of obtaining a life sciences, nursing, or allied health degree from a Maryland college or university, and has to demonstrate financial need and academic success.

Additionally, each must work at a Maryland hospital to be eligible.

The 2007 MHA Scholars recipients’ degrees range from associate to doctoral, and most are pursuing nursing degrees while three are seeking degrees in allied health.

“This program offers one of many solutions to the health care labor shortage by enticing students to enter the field, awarding those looking to enter it, and giving a financial boost to those struggling to get there,” said MHA Vice President Catherine Crowley.

The program is offered each year and the application process typically begins in March. To view this year’s awardees or for more information, visit www.marylandhealthcareers.org.

Contact:
Catherine Crowley
Vice President
Maryland Hospital Association
410 379-6200

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