Quality Improvement Project

Summary

Shannon Ninger’s quality improvement project at Children's Wisconsin focuses on addressing the lack of mentorship for new nurses in the Medical Oncology ICU. The project aims to develop a peer-to-peer mentorship program to support nurses after their six-month orientation. This program would alleviate feelings of loneliness, boost confidence, and improve professional development while reducing nurse turnover. By offering resources, stress management strategies, and fostering a supportive environment, the mentorship initiative promises to enhance nurse retention and overall healthcare delivery, benefiting both staff and patient outcomes.

Takeaways

• 😀 The quality improvement project focuses on supporting new ICU nurses after their orientation period at Children's Wisconsin to prevent feelings of abandonment.
• 😀 Nurses in the ICU sometimes feel a lack of support and loneliness after their orientation ends, despite feeling well-prepared during the orientation period.
• 😀 The goal of the project is to develop a mentorship program that provides continued support for nurses as they transition from orientation to their full-time role.
• 😀 Peer-to-peer mentorship can help nurses develop leadership skills, promote professional growth, and improve engagement and retention in the unit.
• 😀 The mentorship program aims to strengthen nurses' confidence, reduce stress, and improve patient outcomes by creating a supportive work environment.
• 😀 The existing six-month orientation is good, but nurses still feel the need for additional support after orientation to help them adjust to their new role.
• 😀 Peer-to-peer mentorship offers the benefit of shared experiences, allowing nurses to learn from one another and reduce feelings of isolation.
• 😀 Research highlights that having resources and support in place is critical for nurses, especially in high-stress environments like the ICU, to reduce anxiety and burnout.
• 😀 A survey was conducted to gauge interest in the mentorship program, with nurses expressing positive feedback but some concerns about additional time commitments after long shifts.
• 😀 The financial analysis shows that mentoring new nurses costs significantly less than orienting them, with a mentoring program costing about $3,828 annually compared to $52,000 for orientation.
• 😀 The mentorship program is expected to reduce nurse turnover, leading to long-term financial savings and better outcomes for both nurses and patients.

Q & A

What was the focus of Shannon Ninger's quality improvement project?

Shannon Ninger's quality improvement project focused on developing a strategy to support new nurses transitioning from their six-month orientation to their role as independent ICU nurses at Children's Wisconsin, specifically in the West 5 Medical Oncology ICU.

What problem did the clinical nurse specialist identify that led to the quality improvement project?

The clinical nurse specialist identified that nurses in the ICU often felt unsupported and isolated after their orientation period, leading to feelings of loneliness and difficulty in adapting to their independent roles.

Why was a mentorship program deemed necessary for the nurses post-orientation?

A mentorship program was deemed necessary because many nurses felt well-supported during orientation but lacked continued support afterward. The program would help ease their transition and prevent feelings of abandonment as they take on more responsibility in the ICU.

What are the benefits of a peer-to-peer mentorship program for nurses in an ICU setting?

Peer-to-peer mentorship offers numerous benefits, including the development of leadership skills, increased nurse engagement, professional growth, and a boost in confidence. It also helps improve patient care by enhancing the quality of nursing through a supportive, collaborative environment.

What does the concept of 'feeding our young' refer to in the context of this mentorship program?

'Feeding our young' refers to fostering a supportive and positive work environment for new nurses, contrasting with the old negative phrase 'eating our young.' It emphasizes nurturing and helping new nurses grow, rather than allowing them to feel unsupported or overwhelmed.

What was the general feedback from nurses regarding the potential mentorship program?

The feedback indicated that many nurses found the mentorship program idea beneficial, particularly for discussing issues like time management, comfort on the unit, and building confidence when caring for critically ill patients. However, some nurses expressed concern about attending mentorship sessions after working long shifts.

How does the mentorship program contribute to reducing nurse turnover?

The mentorship program contributes to reducing nurse turnover by providing new nurses with a sense of support, boosting their confidence, reducing stress, and improving their ability to work independently. All these factors enhance job satisfaction, making nurses more likely to remain in their roles.

What is the cost comparison between mentoring new nurses and orienting them traditionally?

The cost of orienting a nurse for six months is approximately $52,000, whereas the cost of running a mentoring program for a year is roughly $3,828. This significant cost difference demonstrates the financial benefits of investing in mentorship to retain experienced nurses.

What was the structure of the proposed mentorship program for new nurses?

The proposed mentorship program was designed to meet once a month for 12 months, providing a space for nurses to discuss topics such as stress management, sharing experiences, and offering educational opportunities, including guest speakers and peer discussions.

How does the mentorship program improve patient outcomes?

The mentorship program improves patient outcomes by increasing the confidence and competence of nurses. As nurses feel better supported and more capable, they can provide higher-quality care, leading to improved patient outcomes.