121 - From Burnout to Fired Up: How OR Nurses Reclaimed Their Spark Through Shared Governance

Description: At a large academic medical center, the Hospital of the University of Pennsylvania perioperative nurses faced increasing challenges-including pandemic stress, rapid hospital expansion, and the opening of a new facility. Morale declined and turnover rose, prompting the need for innovative engagement strategies. Leveraging shared governance, nursing leadership launched a series of team-building events and professional development initiatives aimed at empowering staff, strengthening connection, and restoring purpose. Activities such as scavenger hunts, bingo, family feud and volunteering at the local community transplant house helped rebuild team cohesion and promote well-being in a fun and meaningful way.
Purpose
In response to operational stressors, geographic dispersion, and the emotional toll of COVID-19, perioperative nurses recognized an urgent need to stay engaged and connected. Shared governance became a critical platform to elevate staff voices and drive culture change. The primary goals were to enhance morale, build collegiality, reduce turnover, and support the workforce through a difficult period of transition and growth.
Relevance
Engaging perioperative nurses is a persistent challenge in healthcare, amplified by the pandemic and compounded by the relocation to a new 504-bed hospital tower. Traditional methods of engagement were insufficient. A nurse-led, inclusive approach rooted in shared governance proved essential for fostering connection, pride, and retention. By encouraging collaboration across new and veteran staff, the medical center strengthened interdepartmental relationships and addressed the root causes of burnout.
Strategy/Implementation
The intervention focused on four strategic pillars:
1. Team-Building Events: Activities such as mixer events, escape rooms, and pumpkin contests promoted team cohesion, problem-solving, and relationship-building across dispersed units.
2. Community Service at Howie's House: Volunteer opportunities offered nurses a chance to give back while reinforcing compassion, empathy, and shared values.
3. SMART Goals for Growth and Retention: Programs like the CNOR certification initiative and the "Spring Forward"
morale campaign provided structured, attainable goals supporting professional development and emotional well-being.
4. Inclusive Shared Governance: Nurses participated in planning and decision-making, ensuring that initiatives reflected frontline realities. This inclusivity fostered empowerment, trust, and ownership.
Evaluation
Success was measured using surveys, retention metrics, and morale indicators. Results showed a decrease in turnover, improved staff satisfaction, stronger team dynamics, and increased trust in leadership. Staff reported a renewed sense of purpose and belonging, which contributed to better collaboration and patient care.
Conclusion
Through creative engagement and inclusive leadership, this academic medical center effectively addressed nurse burnout, turnover, and disconnection during a period of significant stress. The initiative created a replicable model that highlights the power of shared governance, professional growth, and intentional community-building in nursing.