Blueprint for Nursing Case Study
The Case: Littleton Regional Hospital Littleton, New Hampshire
The Challenge
Littleton Regional Hospital was facing a variety of nursing challenges. The hospital was having difficulties recruiting and retaining good nurses. Senior leadership didn’t have the trust of its nurses. And communication between hospital administrators and nursing was weak.
“Littleton had a high turnover rate on its nursing staff and, because of what was perceived as lack of follow through by senior management, there were some real trust issues,” said Isabelle Garibaldi, former CNO at Littleton Regional Hospital. “Thankfully, the hospital’s CEO at the time was quite visionary. He understood that by improving the quality of the nurses’ work environment, he could improve employee satisfaction, patient satisfaction and patient outcomes – all in one fell swoop. Too, he really wanted the nurses to have a voice and, with QHR’s help, we were given one.”
Q Solutions
QHR’s first step in addressing the nursing challenges at Littleton Regional Hospital was to conduct a comprehensive survey. Next, teams were created to focus on specific areas of concern, as identifi ed in the survey. These included:
- Communication
- Clinical Advancement
- Recruitment and Retention
To improve communication between Littleton’s hospital leadership and nurses, a nursing newsletter was introduced. Quarterly nursing town hall meetings were also instituted. To encourage clinical advancement, the hospital increased educational opportunities for its nurses. It partnered with area colleges in a number of efforts and established the Clinical Achievement Program (CAP), which provides financial incentives for nurses to further their involvement, education and training.
To improve its recruitment and retention capabilities, the hospital conducted a market equity analysis and adjusted pay rates accordingly. As word spread about the combined benefi ts of working for Littleton Regional – strong communication between management and staff, opportunities for continued education and competitive benefits packages – the hospital’s recruitment and retention issues virtually disappeared.
“The most effective thing the hospital did was begin showing its appreciation for our nursing staff,” Isabelle Garibaldi said. “It’s amazing how much more enjoyable work can be when you’re appreciated and valued.”
The Conclusion
The two most telling signs of improved relations between Littleton Regional Hospital’s leadership team and its nurses are:
“Research shows that it costs approximately $75,000 to replace a nurse. With a program like Blue Print for Nursing Excellence in place, a hospital can not only recruit the best nurses, but also retain them —saving the hospital hundreds of thousands of dollars per year.”
