A Culture for Everyone
Empowering People, Building a Stronger Future
Excellence thrives in a workplace where people feel valued and supported. By fostering mentorship, celebrating achievements and championing wellness, we’re building an environment where employees can grow, lead and make a difference every day.
Nurses Week 2024: A Home Run Celebration
During Nurses Week 2024, we celebrated our incredible nurses with fun activities, sweet treats and wellness activities. Our "All-Star Nurses" theme took inspiration from America's favorite pastime: baseball. In the game of healthcare, nurses are the All-Stars who consistently hit it out of the park with their skill, compassion and tireless commitment to providing exceptional care. They are a fundamental part of our health system, embodying the spirit of teamwork and excellence in everything they do. See some photos below from how we celebrated:
Karoke Battle
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Empowering Inclusion: Highlights from the FY24 Diversity Collaborative Journey
A more inclusive workforce better represents the patient population and enhances employee engagement, clinical outcomes and the patient family experience. With this goal in mind, the Patient Services Diversity Collaborative dedicated CY24 to advancing workplace inclusion across Cincinnati Children’s. This group of employees worked to align their initiatives with the organization’s diversity and inclusion pillars. Their efforts achieved measurable progress in areas such as People, Cultural Competence, Health Excellence, and Community and Neighbors. Take a look at some of their achievements below:
One of the first steps the Collaborative took was partnering with Talent Acquisition to recruit clinicians locally, regionally and nationally through various access points, such as at universities.
Planning for Cultural Competence
In FY24, the Collaborative laid the groundwork for two new learning initiatives to enhance cultural competence among preceptors. These courses, set to launch in FY25, include:
Cultural Humility Education for Leaders: A series of three 3-hour, in-person sessions held in January, February, March, and April. The program will cover:
- Cultural Humility and Cultural Intelligence: Look Inward at Ourselves
- Cultural Humility and Cultural Immersion: Look Outward
- Humble Leadership: Strategy Building and Action Plan
- Program project: Choose Your Own Diversity & Inclusion Adventure
Preceptor 301 Course: A 4-hour, in-person class that will be taught by Anna Herbert, MSN, NPD-BC, clinical education consultant and leader of the preceptor development program. This course will integrate learnings from the Cultural Humility program to help participants incorporate cultural competence into onboarding new nurses.
Collaborations in Health Excellence for Everyone
The Collaborative expanded its reach through partnerships and representation in key initiatives:
- Participated in the HW Psychosocial Screening Initiative to address mental health needs.
- Partnered with the Michael Fisher Center for Child Health Equity to advance population health initiatives.
- Contributed to the Population Health Education Series, enhancing awareness and understanding of health disparities.
Strengthening Community Connections
Efforts to engage with the community and foster inclusion saw significant success:
Volunteer Growth:
increase in new Patient Services Volunteer Ambassadors, rising from 358 to 463 as of May 31, 2024.
events attended by these volunteer ambassadors, exceeding engagement goals.
Networking Opportunities: The Collaborative launched PS Diverse Nurse Connections, a quarterly event where nurses of different backgrounds could share information and build professional networks.
Mentorship Support: A PS Nurse Mentoring Network Booklet was created, helping 35 mentor/mentee pairs navigate their professional relationships.
Other Highlights from CY24:
Throughout the year, the Collaborative’s work gained recognition and inspired further progress:
- Their efforts were showcased at the Society for Pediatric Nursing (SPN) Conference.
- Quarterly meetings and mentorship resources provided ongoing support for professional growth.
The strides made during FY24 demonstrate the Collaborative’s commitment to fostering an inclusive workplace. By continuing to build on these successes, the Patient Services Diversity Collaborative aims to create a healthcare environment where every employee and patient feels valued and empowered.
Strengthening the CICU: A Commitment to Culture, Support and Mentorship
In the high-acuity environment of the Cardiac Intensive Care Unit (CICU), fostering a positive workplace culture, supporting staff and developing strong mentorship structures are essential to providing exceptional patient care. Over the past year and a half, the CICU has implemented key initiatives aimed at enhancing workplace morale, improving retention and ensuring that clinicians receive the support they need to thrive in their roles.
The unit has since gained national recognition for their targeted efforts in workforce engagement, receiving the Beacon Award for Excellence from the American Association of Critical-Care Nurses (AACN). This prestigious award, established in 2003, honors hospital units across the U.S. and Canada that consistently advance the quality of patient care and create a supportive, collaborative environment for their teams.
AACN President Jennifer Adamski, DNP, APRN, praised the CICU for its outstanding work.
“The Beacon Award for Excellence recognizes caregivers in outstanding units whose consistent and systematic approach to evidence-based care optimizes patient outcomes,” she said. “Units that receive this national recognition serve as role models to others on their journey to excellent patient and family care.”
Below is a sample of some of the CICU’s culture-strengthening achievements.
Cultivating a Healthy Work Environment: The Spritzers Initiative
Recognizing the emotional and physical toll of working in a critical care setting, the CICU has placed significant emphasis on promoting a supportive work environment. The Spritzers committee, a multidisciplinary team with a shared governance structure, was enhanced in 2023 to focus on morale-building, staff recognition, and overall unit culture. By partnering with bedside staff and leadership, Spritzers aimed to improve retention, increase staff satisfaction and promote a sense of camaraderie.
One of the key strategies employed by Spritzers was the introduction of structured recognition programs. The Heart of the Unit Award, a peer-nominated monthly recognition, celebrates staff members who go above and beyond in their dedication to patients, families and colleagues. Additionally, Spritzers implemented a letter of recognition program, where staff share notable acts of kindness or exemplary efforts, and personalized letters are sent to those who have made a significant impact.
Beyond formal recognition, Spritzers sought to strengthen relationships among staff through networking events such as group outings, sporting events and annual traditions like kayaking trips and holiday celebrations. By creating opportunities for team members to connect outside of work, the unit is creating a strong sense of community and support.
To improve communication and transparency, Spritzers launched the Raise the Bar initiative, promoting honest and professional dialogue within the unit. This approach encourages immediate, face-to-face conversations when addressing concerns and fosters a culture of accountability. Additionally, the committee introduced quarterly town hall meetings as an open forum for staff to discuss trending issues and engage with leadership in meaningful conversations.
The impact of these efforts has been profound. Feedback from staff highlighted improved morale, enhanced teamwork, and a greater sense of leadership support. By the end of 2023, employee turnover had dropped to 8.75%, surpassing the goal set at the beginning of the year.
Enhancing Clinical Support: The Bedside Resource Team
In response to staff feedback indicating a need for greater clinical support, the CICU leadership team restructured the unit’s bedside resource team model in 2023. The goal was to provide more comprehensive assistance during shifts, improve job sustainability, and create leadership opportunities for experienced nurses. In the former model, only six nurses received an opportunity to develop their leadership skills, but with the new model, that number jumped to 40.
The new Resource Team structure expanded beyond the existing shift manager (MOS) and charge nurses by incorporating a resource lead and additional resource nurses when patient census and acuity warranted. This blended model ensured that experienced nurses remained in bedside leadership roles while providing opportunities for developing future clinical leaders.
Key changes included increased MOS visibility, with intentional rounding and real-time coaching, and structured collaboration between charge nurses and resource leads to improve shift coordination. These adaptations enhanced efficiency, strengthened team communication and increased the number of nurses proficient in high-tech modalities.
The success of this restructuring has drawn attention across Cincinnati Children’s, with the Neonatal Intensive Care Unit exploring adaptations of the model.
Elevating Nurse Development: The Clinical Coaching Model
Knowing that confidence and competence are key factors in nursing retention, the CICU also launched the Clinical Coaching Model to strengthen mentorship and professional growth. The goal was to provide structured, ongoing support for less-experienced nurses, allowing them to develop critical thinking skills and clinical expertise while fostering a culture of shared learning.
The program pairs experienced nurses—identified based on predefined leadership and clinical expertise criteria—with less-experienced staff for dedicated coaching shifts. Nurses with fewer than two years of experience receive at least three coaching shifts, tailored to their individual learning needs. Each shift includes structured goal-setting, hands-on mentorship and real-time feedback to build skills and confidence.
By prioritizing individualized learning experiences with a supportive mentorship culture, the Clinical Coaching Model has helped improve staff retention, mitigate burnout and ensure that nurses feel empowered in their roles.
A Lasting Commitment to Growth
The CICU’s workforce culture efforts continue to evolve in hopes of bettering both patient care and employee experience. But for now, they celebrate their well-earned recognition.
“As a unit, the CICU has always strived for excellence in care,” said Denielle Bischoff, MSN, HA, clinical director for the CICU. “There is little room for anything but the highest standards for the patient population we serve.”
“The pride and dedication that go into our nursing care are truly remarkable, and our continuous efforts to achieve better care, better outcomes and a healthier environment are inspiring. Each CICU nurse deserves this award, and I hope it serves as a motivation to continue the incredible work we have always done in caring for children and adults with congenital heart disease.”
Empowering Confidence at the Bedside: Skills Labs Expand Clinical Readiness
“You have to be brave, and you have to try,” says Angie Nienaber, MSN, RN, education consultant for the Center for Professional Excellence (CPE). Her words reflect a growing commitment at Cincinnati Children’s to support registered nurses (RNs) with the training and encouragement they need to feel confident in every skill, no matter how complex.
In response to feedback from nurses across the health system, the CPE Professional Development team launched two innovative initiatives in 2024: a recurring Skills Lab series and the rollout of Body Interact, a virtual clinical simulation platform.
Skills Lab: Practice Without Pressure
Confidence comes with practice—and that’s exactly what the new Skills Lab offers. Introduced in January 2024, Skills Lab sessions take place every two weeks on the second Monday of each pay period, offering RNs dedicated time to focus on high-priority skills in a judgment-free, simulated environment.
Each quarter features a new clinical focus based on feedback from Patient Services leadership. The first rotation centered on peripheral IV (PIV) insertion, an area where many nurses expressed a lack of confidence. More than 160 nurses signed up for that first session, and strong engagement has continued throughout the year. RNs had the chance to practice alongside content experts from the Vascular Access Team and learn at their own pace.
Subsequent quarters have included skills such as urinary catheter insertion, manual taking of blood pressure, and port access—giving nurses time and tools to revisit foundational procedures and refine their technique.
Body Interact: Clinical Judgment in Real Time
While the Skills Lab helps nurses sharpen hands-on techniques, the Body Interact platform is revolutionizing how they approach clinical decision-making.
By fall 2024, 1,147 nurses had completed additional sessions—many using large touch tables that brought the virtual experience to life. In these simulations, nurses practice recognizing early signs of clinical deterioration, a skill that can make all the difference in patient outcomes.
“The early recognition of clinical deterioration has been integral to the situational awareness work at Cincinnati Children’s,” said Amy Mattingly, DNP, APN, clinical education consultant for CPE. “The Body Interact software is a novel, interactive educational tool that allows us to emphasize the subtle visual changes in clinical deterioration. Staff are working through clinical deterioration scenarios using Body Interact and excelling at translating their learning into practice at the frontlines.”
Preparing for the Future
In 2025, approximately 1,100 additional acute care nurses will participate in the next round of Body Interact training. Meanwhile, CPE is working closely with Body Interact developers to design pediatric-specific scenarios that align with Cincinnati Children’s protocols—making this platform even more relevant to day-to-day clinical care.
In 2025, the Skills Lab will be transitioning from RN-specific skills to general clinical skills that will open the lab to multidisciplinary team members.