HJNO Nov/Dec 2024

HEALTHCARE JOURNAL OF NEW ORLEANS  I  NOV / DEC 2024 63 tech program to strengthen its nursing re- cruitment and retention efforts. This inno- vative program creates a pipeline of future nurses by offering hands-on training and immersive experiences to nursing stu- dents, ensuring a steady flow of qualified staff ready to join the hospital upon grad- uation. This year alone, that has resulted in 24 nurse techs graduating in December who have been hired ahead of graduation to join the team at Children’s Hospital. The hospital partners with nursing schools to identify and train future nurs- es while they are still students, providing them with hands-on experience across 12 different care areas within the hospital. In the first phase, nursing students are paired one-on-one with nurses to shadow full shifts in all 12 specialties, allowing them to explore different aspects of pediatric nursing. This immersive experience helps students find their passion and identify the areas where they would like to build their careers. In the second phase, students narrow down their top three areas of interest. Using a predictive model that considers projected staffing availability upon grad- uation, students are matched with units where they can serve as nurse techs, gain- ing valuable patient care experience while honing their pediatric nursing skills. This phase enables students to build relation- ships with the care team and develop the specialized skills needed to thrive in their chosen field. In the final phase, which oc- curs in the last semester before gradua- tion, nurse techs work shifts paired with nurses and as patient care technicians in their selected area, providing them with Lindsey Casey, MSN, RN, NEA-BC Senior Vice President, Chief Nursing Officer Children’s Hospital New Orleans For other hospitals looking to model this success, executive alignment is a crit- ical first step; finding a common language between leadership is key to developing a unified workforce strategy. Second, da- ta-driven decision making allows hospi- tals to anticipate staffing needs and re- cruit effectively. Finally, investing in future nurses while they are still in training not only provides them with a robust educa- tional experience but also fosters loyalty and a sense of belonging, which translates into higher retention rates and a more sta- ble workforce. With the right approach, forward-thinking leadership, and a will- ingness to innovate, the nursing shortage can be effectively managed. n Lindsey Casey,MSN,RN,NEA-BC, is senior vice pres- ident,chief nursing officer of Children’s Hospital New Orleans. In her role, Casey serves as the executive over all practice areas of nursing,supports the orga- nization’s strategic priorities,and serves as executive leader over the hospital’s journey to achieveMagnet designation,the highest designation in nursing excel- lence. She also serves as the service line executive for the Center for Cancer and Blood Disorders and Neonatology, two of Children’s Hospital’s signature programs. Casey previously served as Children’s Hospital’s assistant vice president of hospital op- erations, bringing her strong clinical background to lead hospital-based services, including lab,pharmacy, radiology, and rehabilitation services. Born and raised in South Louisiana, and a wife and mother to three children, Casey began her career at Children’s in 2001 as a nurse tech in the PICU.After graduatingwith a Bachelor of Science in nursing from LSU Health New Orleans, she worked as a bedside caregiver for 10 years before rising to the role of PICU Director. She served in this capacity for five years while simultaneously earning her Master of Science in nursing from Loyola University New Orleans. She then took on the role of senior director of critical care with oversight of the CICU, NICU, PICU, emergency department, ECMO program, respiratory therapy, and advanced practice providers. tailored, hands-on training that prepares them for full-time roles. This program is a game changer in ad- dressing the nursing shortage, offering students a unique opportunity to confirm their career interests before graduation while simultaneously building a reliable internal pipeline of qualified nurses. By the time these new graduates start working full time, they are already familiar with the hospital’s culture, team dynamics, and pa- tient care protocols, leading to a smoother transition and higher job satisfaction. The impact of this innovative approach is clear. By investing in the team and pro- viding early job offers to nurse techs, Children’s Hospital New Orleans has not only eliminated the need for temporary traveling nurses but has also achieved an impressive 80% retention rate among the nursing staff. This proactive strategy has allowed the hospital to focus on creating a supportive environment for nurses, re- ducing turnover, and retaining top talent. Moreover, by using the predictive staffing model, the hospital can also make early job offers to secure future nurses, ensur- ing a steady stream of skilled professionals ready to step into roles as needed. Children’s has onboarded 348 nurses since 2023, which represents a 30% in- crease in direct patient care roles. This has enabled target staffing ratios to be achieved the majority of the time, with many nursing units being fully staffed with no open positions — something that is al- most unheard of. But it is important not to take the foot off the gas and to stay ahead of hiring and normal, expected levels of turnover.