As such, the hospital recently launched an Associate-to-Bachelor of Science in Nursing pathway program in partnership with Fresno State. The 18-month program is designed to help associate degree nurses advance their careers while continuing to work full-time.
The 18-month program’s inaugural cohort includes 14 nurses, all of whom receive full tuition coverage, professional support and — perhaps most notably — dedicated paid study time. Rather than requiring nurses to squeeze coursework around demanding shifts, the program carves out one paid shift per pay period for participants to focus on their studies, an approach that has been met with overwhelmingly positive feedback, according to Vicky Tilton, DNP, MSN, RN, vice president of patient care services and chief nursing officer at Valley Children’s.
In a recent interview with Becker’s, Dr. Tilton discussed more about how the program is structured, its role in workforce retention and Valley Children’s plans for future expansion.
Editor’s note: Responses were lightly edited for length and clarity
Question: Tell us a bit more about how the program is structured. What does allotted study time look like in practice, and what has initial feedback from participants been like?
Vicky Tilton: The allotted study time lets participants balance their work and study commitments effectively. This presents a unique opportunity for nurses to further their education, expand their skillset and advance their career right here at Valley Children’s, with direct support and assistance.
Nurses are admitted based on the university’s requirements. The courses required for graduation depend on each individual’s transcripts of courses taken prior to admission. The estimated time to complete the courses is 18 months, or three semesters.
The allotted study time is equal to one shift the nurse would have worked in their home department. For example, a nurse regularly scheduled to work six shifts in the emergency department instead works five shifts, but is paid for the sixth to keep the employee whole for the pay period. The time is flexible to meet the needs of the employee and of the department.
Initial feedback from participants has been extremely positive, with many appreciating the structured approach and the support provided by the program. They are very thankful for the day away from their department to focus on school.
Q: Were there any unexpected challenges that arose in launching this program? How have they been addressed to make it feasible for working nurses?
VT: As with any new initiative, launching this program came with a few unexpected challenges, primarily centered around balancing accessibility for nurses while maintaining operational needs.
Some of the barriers for nurses pursuing a higher degree include the program’s cost and the time required to attend classes and study while managing their existing work and life commitments. The program provides flexible study time, full funding for all coursework and internal professional guidance to help them manage their responsibilities. However, balancing these still requires commitment on the part of our nurses to pursue this program and we want to support them in their journey, where possible.
Additionally, we needed to consider the class size to ensure the experience is worthwhile for the nurses while maintaining adequate staffing. We structured the program to be cohort-based so participants could benefit from shared learning experiences while still aligning with workforce needs.
Even with these supports, success still requires commitment from our nurses. We recognize the dedication it takes to balance this program with their responsibilities and are committed to supporting them wherever possible. By addressing these challenges upfront, we aim to create a program that is both feasible and rewarding for our nurses as they advance their education and careers.
Q: Have you set specific retention goals for the program participants after they complete their BSN degrees? How will you measure success in terms of long-term workforce stability?
VT: Retention is a key focus of our education initiatives and we are committed to ensuring that participants remain integral members of our workforce after completing their BSN degrees. We have a formal agreement with participating nurses of a two-year commitment upon completing their degree. This lets us retain experienced nurses while also fostering long-term professional development.
At a minimum, we hope for a five-year commitment to maintain workforce stability and ensure a return on our investment in their professional growth. Ultimately, our goal is to cultivate a lifelong commitment where nurses feel supported, engaged and empowered to build their careers at Valley Children’s.
To measure success, we will track career progression and development, along with retention rates, as well as use employee feedback and surveys to monitor engagement and satisfaction levels. By maintaining a supportive work environment, clear career pathways and ongoing mentorship, we aim to not only retain these nurses but also help them thrive in their careers at Valley Children’s.
Q: Does Valley Children’s see opportunities to expand this program — whether by increasing enrollment or adding new degree pathways? What factors will influence if and how the program evolves?
VT: We are committed to expanding educational pathways for our nurses and are excited about the opportunities ahead. We have launched an annual ASN-to-BSN cohort, providing a structured pathway for nurses to advance their education and enhance their professional growth. This initiative aligns with our long-term strategy to support nursing development and strengthen our workforce.
Additionally, we are continuing our collaboration with Fresno State to explore ways to expand the nursing program. This includes increasing enrollment and potentially introducing new degree pathways to meet the evolving needs of both our healthcare system and the broader community.
Factors influencing the program’s evolution include the need for additional faculty, classroom and facility space, and clinical rotations. The first two to three years of expansion will focus on achieving incremental growth, ensuring a strong foundation for expansion, and deepening the understanding of the best ways forward.
Q: For hospitals and health systems looking to establish similar partnerships with local universities, what are the key first steps and potential roadblocks they should be aware of?
VT: The key first steps involve alignment, relationships and planning. Engage your main stakeholders on both the hospital and university sides early so you can define shared goals, identify workforce gaps, decide on academic priorities and determine your focus: education, residencies, specialty training or workforce pipeline. Collaborate with faculty to align your hospital’s requirements, competencies and expectations with their curriculum and accreditation.
You will want a sustainable pipeline for students to transition from education to employment. This can include nurse extern programs. residencies or direct-hire agreements. This should all be included in a structured agreement.
Potential roadblocks could include clinical rotations and hospital capacity, faculty hiring and regulatory barriers, and of course funding.
Q: With nursing workforce shortages persisting nationwide, what role do you see employer-sponsored education pathways playing in shaping the next generation of nurses, and how can hospitals balance the investment with immediate staffing needs?
VT: The persistent nursing workforce shortage requires a strategic, long-term approach and employer-sponsored education pathways are crucial for shaping the next generation of nurses and creating a workforce pipeline.
Hospitals can balance their investment in these education pathways with immediate staffing needs through creative staffing solutions, flexible schedules, financial support in the form of tuition assistance and loan forgiveness, and educational partnerships with local community colleges and universities. While growing future talent, hospitals can also leverage short-term staffing strategies, including flexible scheduling, cross-training and the use of technology to optimize workflows and reduce the burden on existing staff.
Ultimately, employer-sponsored education pathways are an investment in both the present and future workforce. A well-structured program ensures that hospitals not only address long-term workforce shortages but also support current staff in a way that sustains patient care excellence.
