2024 Nursing Annual Report

Nursing Annual Report 2024

A Letter from the Chief Nursing Officer

This past year has been one of growth and ongoing commitment to nursing excellence. Together, we have faced challenges head-on, strengthened our teams, and advanced initiatives that directly improve the care we offer to patients and families. I am proud to share that our collective efforts have resulted in measurable improvements in staffing, increased satisfaction among nurses, and the adoption of innovative practices that support both quality outcomes and professional growth. These achievements stand as a testament to the passion, expertise, and dedication each of you brings to your work every day. Most importantly, the compassion you show to patients and to one another has fostered a sense of hope and strength that truly embodies our nursing community. As we look ahead, our focus remains on reinforcing a supportive and thriving environment where nurses feel valued, engaged, and empowered to grow. We will continue to invest in recruitment and retention efforts, professional development opportunities, and initiatives that encourage collaboration across disciplines. Thank you for your dedication to our mission and for the compassion you show to patients, families, and one another. It is an honor to lead such an outstanding nursing team, and I am confident the coming year will bring even greater achievements. Together, we will keep shaping the future of nursing and setting the standard for excellent care.

Warm regards,

DELICIA MASON Vice President, Chief Nursing Officer

To be a leading advocate and provider of compassionate, family-centered care, setting the standard for excellence in pediatric nursing through innovation, education, and collaboration. Children’s of Alabama Nursing Vision To provide exceptional, holistic care to children and their families, promoting health and well-being through evidence-based practice, education, and advocacy. We strive to create a nurturing environment that fosters growth, development, and healing for every child we serve. Children’s of Alabama Nursing Mission

Division Directors

Barbara Lovvorn

BARBARA LOVVORN, MSHSA, BSN, RN Division Director of Inpatient Nursing Services

Barbara provides senior level leadership and oversight for the daily operations of multiple inpatient nursing units, Nursing Support Services and Critical Care Transport.

LAURA NEEDHAM MSHA, BSN, RN, CENP Division Director of Inpatient Nursing Services

Laura Needham

Laura provides senior level leadership and oversight for the daily operations of multiple inpatient nursing units, as well as the Dialysis and Extracorporeal Membrane Oxygenation (ECMO) programs.

JEANNIE ETHERIDGE, MSN, RN, CNML Division Director of Inpatient Nursing Services

Jeannie provides senior level leadership and oversight for the daily operations of multiple inpatient nursing units including the Special Care Unit (SCU) and Pediatric Intensive Care Unit (PICU). She is one of the key leaders in the strategic planning to merge the SCU and PICU into one unified, comprehensive, intensive care unit.

Jeannie Etheridge

RACHEL BAILEY, DNP, CRNP, NE-BC Division Director of Nursing, Surgical Services

Rachel leads and oversees the daily operations and strategic planning of areas that support surgery and procedures requiring anesthesia services. Rachel reports directly to the VP of Operations, ensuring alignment between Surgical Services and hospital-wide strategic goals.

Rachel Bailey

WALTER SHAW, MNHSA, RN Division Director, Ambulatory Operations, Specialty Care Clinics

Walter Shaw leads and oversees the daily operations and strategic planning of Specialty Care Services. The Specialty Care Clinics provide advanced, multidisciplinary medical care for children with complex, chronic, and rare health conditions. Each clinic specializes in a specific area of pediatric medicine.

Walter Shaw

BONNIE MOORE, BSN, RN Director Inpatient Children’s Behavioral Health Services

Bonnie provides senior level leadership and oversight for the daily operations of the inpatient Behavioral Health units at Children’s of Alabama. The Behavioral Health inpatient services are designed for short-term care for children who may have complex issues.

Bonnie Moore

STEPHANIE REED, DNP, RN Chief Clinical Information Officer Stephanie provides senior level leadership and oversight for Clinical Applications and Nursing Informatics.

Stephanie Reed

Innovations in Nuring

Improving New-Hire Outcomes by Implementing Phased Onboarding

The Neonatal Intensive Care Unit (NICU) team developed a three-phased onboarding approach to onboarding new nurses. • Start with the lowest acuity patients and basic skill mastery and progress to the highest acuity and skill complexity. • Each phase builds on the previous phase, allowing the orientee to gradually assume increased responsibilities and skills. • The orientee must prove competency of all components within each phase before progressing to the next, with the goal to ensure they are better prepared when encountering more complex patient scenarios and better able to capitalize on the experience.

Thirty- two nurses were surveyed on their confidence levels utilizing a Likert Scale of 1-10 with 1 signifying “not confident”, and a score of 10 signifying “extremely confident”. Upon completion of Phase 1, 81% of nurses surveyed reported scores of 7 or higher. After Phase 2, 78% reported scores of 7 or higher. Of note, those who self reported lower confidence levels cited not having phase appropriate assignments as the cause. New-hire nurses are not expected to take Phase 3 patients directly after orientation, so their confidence levels were not discussed. Survey data on preceptor feedback is ongoing.

Innovations in Nuring

Take the Next Step: Advancing With the Nursing Professional Achievement Program

The objective of the Nursing Professional Achievement Program (NPAP) at Children’s of Alabama (COA) is to acknowledge the exceptional contributions of nurses who go beyond their core responsibilities to advance the profession. The program focuses on performance-based clinical achievements and has evolved to include four distinct tracks: Registered nurse, charge nurse/coordinator, nurse educator, nurse practitioner. The nurse-driven program welcomes new criteria submissions yearly for committee review and approval. Since inception, the NPAP committee has consisted of representation from each track. Within the four tracks, there are four levels. As the level increases, so do the requirements and incentives. Participants demonstrate their professional growth and commitment by submitting a comprehensive portfolio

showcasing their achievements across six key domains: continuing education, leadership, education (provided by the applicant), quality improvement, practice and research, and community service. Additionally, retention is recognized throughout the program. Nurses and nurse practitioners who successfully fulfill the program’s rigorous criteria are recognized with a discretionary bonus, a distinguished lapel pin, and an honorary celebration during Nurse Appreciation Week in May. The program at COA not only highlights individual excellence but also fosters a culture of lifelong learning, leadership, and innovation in nursing practice. The program affects participants in many positive aspects including enhanced knowledge of their specialty, recognition for their effort, increased opportunities for leadership, possible career advancement and a financial incentive. The NPAP benefits not only staff who participate but also our institution and ultimately the patients and families we serve.

Innovations in Nursing

Healthcare associated infections are a persistent challenge affecting patient safety and outcomes, health care costs and prolonged hospital stays. Central line associated bloodstream infections (CLABSIs) occur when bacteria enter the bloodstream via a central line and are one of the most common infections seen in hospitals. Nine Harbert is an inpatient acute care unit at Children’s of Alabama. There was one reported CLABSI in 2022 with a significant increase to five reported CLABSIs in 2023. In an effort to target bundle deficiencies, the 9 Harbert unit-based shared governance team along with 9 Harbert leadership developed a plan to support this effort. Bundle reliability in 2023 was 91%. The non-compliance of daily CHG wipes contributed to 70% of CLABSI HAC deficiencies. CLABSI bundle reliability for 2024 was 92%, and only 50% of the missed interactions were due to CHG wipes not being done. Nine Harbert had 2 CLABSIs during 2024. Increasing CLABSI Bundle Reliability to Decrease CLABSI Rate on 9 Harbert

The 9 Harbert team implemented a plan to reduce CLABSIs. Key changes included: • All staff reviewed the job instruction sheets, and competency skills were required to be checked off with the unit educator or charge nurse. • Cap changes were designated to be a dayshift responsibility unless indicated otherwise. • CHG wipes were designated to be completed at a specific time (8 p.m.- 10 p.m.). By providing daily CHG wipes to patients with central venous lines, the risk for acquiring a CLABSI is reduced.

Innovations in Nuring

Fluid Conservation in Anesthesia: Pioneering New Guidelines

The unexpected closure of a North Carolina manufacturing plant resulted in a significant medical grade fluid shortage, prompting healthcare teams to reevaluate resource utilization. For the anesthesia team, this shortage necessitated a revision of NPO guidelines for pediatric surgical patients. NPO guidelines were updated to allow patients to consume breast milk up until three hours and clear fluids up to one hour before their scheduled surgery start time and/or up until arrival to COA. This change was designed to improve hydration status, minimize dependence on IV fluids, and maintain patient comfort without compromising safety. These adaptations also led to the creation of updated anesthesia protocols and inpatient order sets, reflecting a proactive response to mitigate the challenges posed by supply chain disruption. To implement the revised NPO guidelines effectively, the surgical teams acted quickly, holding collaborative meetings to develop a cohesive plan tailored to the

evolving needs of our pediatric patients. Written communication—followed by phone calls detailing the updated guidelines—was promptly distributed to all scheduling offices, ensuring clarity across departments. The new guidelines were formalized into a hospital policy for seamless access and adherence. The Anesthesia PreAdmit Screening team (APASS) revised its outpatient teaching materials to incorporate updated NPO guidelines emphasizing prolonged oral hydration. The implementation of the revised NPO guidelines yielded significant improvements in workflow efficiency and patient care. The new policies and order sets have established a standardized framework that supports consistent care across inpatient and outpatient settings. These efforts not only addressed the immediate challenges but also created a more resilient and unified system, reinforcing a commitment to excellence in pediatric surgical and anesthesia care.

Accomplishments

Emergency Department Recognized With 2024 ENA Lantern Award

The Emergency Nurses Association (ENA) Lantern Award is a recognition award given to emergency departments that exemplify exceptional practice and innovative performance in the core areas of leadership, practice, education, advocacy, and research. As an avenue to demonstrate an emergency department’s accomplishments in incorporating evidence-based practice and innovation into emergency care, this award is a visible symbol of an emergency department’s commitment to quality and safety and the presence of a healthy work environment.

The ENA Lantern Award application includes questions that focus on:

• Innovative practices and noteworthy attributes of your emergency department • Collaborative approaches to delivering optimal care for patients

• Performance and outcome metrics

• Characteristics of your nursing team

• Facility and emergency department demographics

Nursing Support Services

Nursing Support Services is comprised of a variety of teams that work to support inpatient and outpatient care.

HOUSE SUPERVISORS/ONE STOP PLACEMENT CENTER: This is a team of highly skilled and experienced nurse leaders who support “the house” with staffing and patient placement needs 24/7. The staffing portion is led daily by one of the supervisors who runs reports, compares and contrasts inpatient department level staffing needs, and assigns nurses and support staff to the areas with greatest need on all shifts. The patient placement portion is supported by multiple house supervisors daily. They take calls from outside hospitals and other health care facilities requesting bed space and providers to provide inpatient care for medical and behavioral health patients that cannot be cared for in the current setting. Many of these patients need transport to COA, and the supervisors work with the COA CARE Flight Critical Care Transport Team to arrange for that transportation. WOCN: The Wound Ostomy & Continence Nurses are board certified in the treatment of patients with wounds, ostomies, and fecal or urinary incontinence. The CWOCNs provide consultation, care, and education to any inpatient or outpatient on the main campus in downtown Birmingham. They provide staff education to help maintain patients’ health, skin integrity, and mitigate hospital acquired skin injuries.

VASCULAR ACCESS TEAM: This team of nurses provides vascular access assessment and interventions for patients in both inpatient and outpatient settings. They assess site viability and place peripheral IVs, PICC lines, and midline catheters to patients who need intravenous access. With specialized training, this team receives VA-BC certification from AVA (Association for Vascular Access). SWAT: The Strategic Work Allocation Team of nurses is deployed throughout the hospital to assist other nurses and healthcare team members when they have emergent situations such as codes and rapid response (CHAT) calls. They assist with inserting peripheral IVs, critical transports from ICU to imaging or other procedural areas, and provide additional critical care support to nurses who have new admissions such as trauma patients requiring multiple nurses assessing and providing lifesaving interventions and many other types of critical nursing support. SIMON SEDATION TEAM: Three nurses make up the sedation team and provide procedural support for patients undergoing procedural sedation. These nurses work alongside critical care physicians to support the sedated patient throughout a variety of procedures. The nurses travel throughout the hospital and provide care in multiple settings including the specialty care clinics.

Critical Care Transport

Children’s CARE Flight Critical Care Transport is the only pediatric and neonatal team of its kind in Alabama. The team consists of critical care nurses and respiratory therapists who work with a medical director to transport patients requiring critical and lifesaving treatment to and from COA. The team receives transport calls from all over the Southeast with requests to transfer patients from outside health facilities to COA for a variety of medical needs. The team transports patients in either a ground ambulance, which is outfitted to operate as a mobile ICU; an Airbus EC145 helicopter, which was purchased by COA in 2020; or a fixed wing aircraft owned by UAB. The equipment on every transport is specifically designed for pediatric or neonatal patients and their needs. Specialized equipment such as pediatric and neonatal ventilators, inhaled Nitric Oxide therapy, multiple intravenous infusion pumps, and a specialized stretcher or temperature-controlled transport isolette are loaded for each trip. The method of transport depends on factors such as patient acuity, distance of transport, and weather conditions at the time of trip.

Accomplishments for 2024 included: • Mark Rogers, RN, completed his 5,000th trip with the team in June of 2024 • Debbie Smith, RRT, completed her 2,000th trip with the team in July of 2024 • The CCT team is 100% staffed with RNs and RRTs

Planning for the Future

Moving on up: 12th Floor Integration Preparation

THE TRANSITION COMMITTEES

In response to the growing and evolving healthcare needs of children across Alabama, the Special Care Unit (SCU) and the Pediatric Intensive Care Unit (PICU) are merging into one unified, comprehensive, intensive care unit that will be located on the 12th floor of the Benjamin Russell building. This strategic integration reflects a shared commitment to enhancing pediatric care, improving operational efficiency, and expanding access to high quality critical services for the most vulnerable patients. The new combined unit will offer 50 flex beds capable of scaling to meet varying levels of acuity, allowing us to deliver care that is both specialized and adaptable. To ensure a successful merger between SCU and PICU, five key committees have been established. These interdisciplinary teams will focus on critical areas that support staff alignment, operational efficiency, and cultural integration. In addition, all staff members will participate in development sessions, led by Human Resources Organizational Development Department, focused on communication, change management, and cultural integration. This merger presents an opportunity to unify expertise, resources, and values. By organizing around these five strategic committees and committing to continuous staff development, the SCU and PICU will be well positioned to form a strong, cohesive, and collaborative care environment that benefits both patients and staff.

ORIENTATION COMMITTEE: The Orientation Committee is a driving force behind the integration of cross-training and education as we merge our two units. SOCIALIZATION COMMITTEE: The Socialization Committee will play a vital role in fostering a sense of unity and camaraderie as our units combine. WORKFLOW COMMITTEE: The Workflow Committee is tasked with navigating the complexities of merging teams, strategically assessing leadership workflows and assignments to ensure a cohesive and efficient integration. SUPPORT STAFF COMMITTEE: The Support Staff Committee will assist with training development and streamline workflows and processes for our combined support staff teams. SUPPLY/EQUIPMENT MANAGEMENT COMMITTEE: The Supply Committee will facilitate merging supplies and equipment from two units into one cohesive system. Its primary responsibility is to organize and determine the optimal locations for all supplies in the unit and patient room care areas in a practical and efficient manner.

Surgical Services

The Surgical Services Division provides comprehensive, high-acuity surgical care to newborns through young adulthood. The division encompasses a continuum of services, including Surgery Scheduling, Anesthesia Pre-Admit Screening Service (APASS), Anesthesia Services, One Day Surgery (Pre/Post-Op), Operating Rooms (OR) with a dedicated Interventional Radiology (IR) Suite, Post-Anesthesia Care Unit (PACU) with advanced recovery capabilities for general anesthesia imaging procedures, and a Sterile Processing Department. We also have a distinct Outpatient Ambulatory Surgery Center at our Children’s South location. Our Surgical Services team is highly specialized in pediatric care, with a multidisciplinary approach to safety, efficiency, family-centered care, and Level I trauma readiness.

Accomplishments: • Shared governance councils implemented in APASS, Anesthesia, ODS, PACU, OR, and Children’s South. • New committees implemented: OR Efficiency Committee (which oversees projects related to block utilization, on-time first-case starts, cancellations and turnover times), Performance Improvement/Regulatory Committee, and Dental Value Analysis Committee.

Specialty Care Services

The Specialty Care Clinics at COA are dedicated to delivering advanced, multidisciplinary medical care for children with complex, chronic, rare health conditions. Each clinic specializes in a specific area of pediatric medicine—such as orthopedics, oncology, neurology, endocrinology, pulmonology, and others—and is staffed by pediatric subspecialists, skilled nurses, and allied health professionals. These clinics provide comprehensive and coordinated care, integrating state-of-the-art diagnostics, cutting-edge treatments, and family-centered support. Patients benefit from services that go beyond those offered in general settings, including access to clinical trials, genetic counseling, and long-term disease management programs.

Addition to South ENT

Accomplishments: •

Expanded multidisciplinary programs:

Moved Clinic 10 (GI) Addition to South ENT

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Launched new integrated clinics for conditions complex care patients Added program coordinators for: - Mechanical dependent patients - Muscular dystrophy/muscular atrophy patients - Vascular Anomalies Clinic (VAC) - Hereditary Hemorrhagic Telangiectasia (HHT) Program Improved access to care: Reduced wait times through workflow optimization and staffing Maintained high patient and family satisfaction NRC Picker scores Facility growth during high demand: Achieved this growth while undergoing significant room and construction expansions in key areas such as those seen to the right

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Casting room and 4 rooms to Clin

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Moved Clinic 10 (GI)

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Casting room and four rooms to Clinic 11 (Ortho)

Behavioral Health

4 DEARTH: Increasing Acuity and Responsive Action: One of the key indicators we track for inpatient behavioral health acuity is the number of patients requiring increased observation (1:1 or 2:1 supervision). In 2024, we saw a significant rise in this metric, with record highs in April, October, and November. Compared to 2023—our previous highest year—we experienced a 43% increase. In fact, 24% or more of our patients required increased observation throughout the year. To better understand and address this trend, a multidisciplinary group of frontline team members joined an SPS Learning Teams cohort. Their insights were shared with our Performance Improvement (PI) team, the SPS collaborative, and the COA IPBH leadership team. A primary recommendation that emerged from the SPS wide group was the creation of a Patient Behavioral Event (PBE) simulation scenario. We have now integrated the guided, participant-led activity into our Behavioral Health Bootcamp. This scenario gives team members a realistic, hands-on experience managing a PBE that results in restraints—helping reduce anxiety around encountering these events in realtime. Following each simulation, team members debrief and ask questions. NATURE HALL: Ensuring Access to Behavioral Health Care: In 2024, Nature Hall recorded a record 4,411 patient encounters. Most notably, no patient left without being seen—a major achievement when compared to our previous average of 40+ psychiatric patients leaving the emergency department (ED) without treatment prior to Nature Hall’s opening. Given that suicide remains a leading cause of death among the populations we serve, ensuring that every patient seeking help receives care is a critical step forward and a point of immense pride for the team. 5 DEARTH – PREPARING FOR THE FUTURE: Though 5 Dearth officially opened in February 2025, extensive preparatory work took place throughout 2024. All charge nurses and staff nurses were hired and began specialized training well ahead of the unit’s launch. The physical space itself underwent multiple inspections by the IPBH leadership and frontline teams. Their feedback helped shape an environment that is not only safe but also welcoming and therapeutic for our behavioral health patients.

DART REDUCTION: One of our 2024 goals was to reduce DART (Days Away, Restricted or Transferred) incidents related to PBEs by 10%. Thanks to focused training and education, we achieved a 36% reduction in these incidents. NEW HIRE ENGAGEMENT: Coffee Reception Initiative: In 2024, we also introduced the “New Hire Coffee Reception” for all new inpatient behavioral health staff. Inspired by The Power of Moments , which highlights how powerful experiences can bring elevation, pride, insight, and connection, we identified a new hire’s first day as a key opportunity to create a meaningful and memorable experience. This bi-weekly reception features a fun coffee bar and doughnuts—but more importantly, it offers new team members the chance to meet and connect with our IPBH leadership. We use this time to introduce ourselves, explain how to reach us, and encourage open communication. New hires also meet others in their starting cohort, and—time permitting—we include icebreaker questions to spark personal connections. This initiative has helped foster a culture of approachability, support, and inclusion from day one.

2024 Accomplishments include: • Providing a Behavioral Health Performance Improvement Conference: The conference was well-attended with robust engagement. • Implemented BCHAT: This is an initiative to obtain rapid response help for patients with acute behavioral health needs.

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Recognized by U.S. News and World Report

Clinical Applications

2024 was a busy year for clinical applications. Challenges included competing projects, ticket volume versus project work, and staffing turn-over and vacancies. Still, our team completed many projects.

EFFORT

IMPACT

GO-LIVE

Epic Upgrades (x3)

Epic Users

12/11/24, 6/27/24, 1/24/24

Dialysis Monitor Integration

Dialysis

11/11/24

MyChart Bedside Pilot

10QB & 9H

11/5/24

Outpatient GE Monitor Integration

OMS Clinic

11/5/24

Nursing Summary Dashboard Enhancements

Inpatient

10/14/24

Roll-out of BEST Alerts and Documentation

Clinicians

10/8/24

Nurse Triage for Primary Care

PPS and PCC

10/1/24

MyChart Proxy Reinstatement

Ambulatory

7/30/24

Medda Growth Charts in Epic

Clinicians

5/6/24

Alaris Pump Replacement

Inpatient Nursing/Pharmacy 4/29/24

Bedcomm Upgrade

Inpatient

2/27/24

Epic Training Efforts

Epic Users

Ongoing

Nursing Professional Development

Nursing Professional Development is a department made up of nursing educators and support staff who are specialists in developing nurses as professionals. They work in locations throughout Children’s of Alabama and Children’s South including surgical services areas, such as the OR, One Day Surgery and the PACU. They also work in specialty care clinics, inpatient units, the emergency department, and the Pediatric Simulation Center.

38 NPD MEMBERS 130 SUPPORT STAFF ONBOARDED

384

1585 589 PALS CERTIFIED STAFF MEMBERS

BLS CERTIFIED STAFF MEMBERS 226 NURSES RECEIVED NATIONAL BOARD CERTIFICATIONS

NEW NURSES ONBOARDED

215 NEW GRADS ATTENDED TIP CLASSES

7,206 NURSING STUDENTS WITH COA CLINICALS

176 NRP CERTIFIED STAFF MEMBERS

NPD BY THE NUMBERS

COUNTLESS COUNTLESS CLASSES TAUGHT 12885.85 CONTACT HOURS APPROVED 2024 ACCOMPLISHMENTS

13 PRECEPTING FOR SUCCESS CLASSES

410 LIVE CE EVENTS OFFERED

151 CLASSES TAUGHT

217 NURSING SPECIFIC SIMS OFFERED

87 FIRST FIVE MINUTES SESSIONS OFFERED

15 MOCK CODES PERFORMED HOUSE WIDE

154

NURSING PRECEPTORSHIPS OFFERED

Clinical Extender Program

The Clinical Extender Program is an academic-practice partnership for baccalaureate (BSN) nursing students. The program initially began in partnership with the University of Alabama at Birmingham (UAB). Based on positive program results, in the summer of 2024, the program was extended to the University of Alabama’s Capstone College of Nursing; the first cohort of ACEs graduated in December 2024. The objective of the Clinical Extender Program is to close the gap between limited pediatric experiences by seeking to employ, educate, and engage future pediatric nurses. Since CEP inception, 76% of total participants have been hired into an RN role at COA.

The CEP at COA has effectively: • Established a pipeline for BSN nursing students to become RNs at COA—complementing the Alabama Office of Apprenticeship’s Associate Degree Nursing Apprentice Programs. • Enabled new graduate RNs to progress from novice to advanced beginner at a quicker pace compared to new graduate RNs not participating in the program. • Expedited the transition from non-productive to productive pay sooner.

The Nurse Apprentice Program

The objective of the Nurse Apprentice Program at Children’s of Alabama (COA) is to provide nursing students with the chance to enhance their skills, expand their knowledge, and gain experience in pediatric care, all while earning compensation for fulfilling their clinical requirements during nursing school. Additionally, the program serves as a valuable recruitment tool for COA, helping the hospital facility connect with highly skilled potential employees. The Nurse Apprentice Program is an innovative way for Children’s to have a direct hand in the long-term education and training of our nurses. Students selected for the program complete hospital orientation and a unit-based onboarding with the unit educator of the hiring unit. The apprentices work a total of 24 hours per week fulfilling clinical hours and work requirements. Upon completion of the apprenticeship program, the student nurses agree to work on their unit for two years after graduation. Orientation time for the new-hire nurse after completion of the nurse apprentice program was significantly shortened. Long-term exposure to the facility and unit’s policies, procedures and workflow significantly reduced the education and time needed to orient the nurse apprentice after the hire date in comparison to the standard new- graduate nurse.

Advanced Practice Providers

Advanced Practice Providers (APPs) include nurse practitioners and physician assistants. Kristen Waddell, CRNP, was appointed Director of Advanced Practice Providers Inpatient, Outpatient, and Behavioral Health will transition to the APP division in 2025.

CHILDREN’S OF ALABAMA CURRENTLY EMPLOYS 211 APPS • 85 Inpatient • 102 Outpatient • 8 Behavioral Health APPs in the ED • 16 ED APPs

THE APP DIVISIONS INCLUDE: • Complex Care • Dialysis • PICU • GI • NICU • Endocrine • CV Services • ED

Shared Governance

Provides an empowering forum for COA nurses to identify, prioritize, and recommend actions related to nursing. • Each department has unit-based councils • Five organization councils - Clinical Practice - Evidence Based Practice and Research - Management - Safety and Quality - Nursing Professional Achievement Progam

PLANS FOR 2025: Create two ad hoc councils: • Night Shift Council • Nursing Informatics

Nursing Professional Achievement Program

The Nursing Professional Achievement Program (NPAP) is a program designed to recognize and reward nurses for accomplishments beyond the basic job

requirements. FOUR TRACKS • Nursing •

Charge Nurse/Coordinator

Educator

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Nurse Practitioner

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FOUR LEVELS •

Level I was introduced in 2024 and recognizes nurses for obtaining National Certification. CATEGORIES • Continuing Nursing • Education • Leadership • Education • Quality Improvement • Practice and Research • Community Service A record 177 nurses completed the requirements for NPAP in 2024.

Nurses Block Party with UAB

The inaugural Nurses Block Party with UAB was a highlight of 2024.

Two sessions were provided: 5-9 p.m. and 11-2 a.m.

Festivities included a photo booth, food trucks, games, music from a DJ, and the opportunity to spend time with colleagues from UAB.

Awards and Honors

The 2024 DAISY Award Winners

Nurses receiving the DAISY award personify Children’s of Alabama’s remarkable patient experience. These individuals demonstrate excellence by serving as a role model for the nursing profession by demonstrating a caring attitude in all situations, communicating, and making a significant difference in the life of a patient.

Brandi Cruz, NICU

Alyssa Harris, 9 Harbert

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Laura Turchiano, PICU

Katherine Campbell, Special Care Unit

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Sara Bugg, PICU

Austin Warren, Special Care Unit

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Lauren Kersey, Dearth

Valorie Eicher, Burn Unit

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Christy Taylor, Clinic 7, Nephrology

Paige Cagle, CCU

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Alyssa Noland, 10 QB

Gracie Aaron, Dearth

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2024 Excellence in Nursing Awards

Eleven Children’s of Alabama nurses were recognized for Excellence in Nursing as part of the National Nurse’s Week annual observance in May. The awards recognize and celebrate nurses for their skill, compassion, and professionalism.

• Megan Cook, 10 Harbert, Acute Care Excellence • Kiana Copland, CVICU, Critical Care Excellence • Elizabeth Watts, Hem/Onc, Advanced Practice Excellence • Brittany Reed, Allergy Clinic, Specialty Care Services Excellence • Bobby Brazier, Minor Procedure, Surgical Services Excellence • Sheyanne “Shey” Butler, Pediatrics East Deerfoot, Pediatric Practice Excellence

Amanda Morris, Nursing Professional Development, Education Excellence

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• Julia Easton, Gastroenterology Clinic, Charge Nurse Excellence • Alyssa Cooper, Nursing Professional Development, Leadership Excellence • Blair Farley, 10 Quarterback, Mentorship Excellence • Madi Rotzoll, PICU, Rising Star

Nursing Annual Report 2024

1600 7th Ave. S. • Birmingham, AL 35233 • 205-638-9100 ChildrensAL.org/Nursing