Jefferson Health’s ‘SEAL Team’ Nurses Expand to Address Staffing Challenges
Philadelphia-based Jefferson Health is extending its innovative Nursing SEAL Team program to its newly integrated Lehigh Valley Health Network (LVHN) region in Pennsylvania, a move poised to reshape staffing models and improve patient care across a 32-hospital system. The expansion comes as hospitals nationwide grapple with persistent nursing shortages and escalating costs associated with agency staff.
Launched in 2022, the Nursing SEAL Team – an acronym for Service, Excellence, Advocacy, and Leadership – was initially conceived as a strategic response to critical staffing gaps. The program borrows from the Navy’s “anywhere and anything” ethos, deploying nurses with diverse skillsets to areas of greatest need. The initial goal was to reduce reliance on expensive agency nurses and bolster internal staffing flexibility.
The SEAL Team Model: A Deep Dive into Flexible Nursing
Over the past three years, the SEAL Team has demonstrably achieved its objectives. Jefferson Health has reduced its dependence on agency nurses by over 75%, a significant cost savings and a testament to the program’s effectiveness. Currently, the team comprises 152 full-time nurses, a number slated to grow to 236 as the model is implemented across LVHN hospitals. This strategic expansion follows the completion of the merger between Jefferson and Allentown, Pa.-based LVHN in 2024.
“When we first launched the SEAL team, our priorities were clear: fill vacant shifts, decrease agency nurse utilization, and reduce internal premium pay,” explained Andrew Thum, DNP, director of nursing workforce operations at Jefferson Health. “We successfully addressed all three.”
SEAL nurses are uniquely positioned to support a wide range of clinical settings, including medical-surgical units, critical care areas, and emergency departments. With an average of nine years of experience, these nurses possess the adaptability to handle assignments ranging from two to six weeks in duration, potentially spanning multiple divisions, states, or the entire 32-hospital network.
What makes the SEAL Team particularly appealing? According to Dr. Thum, it’s the opportunity for nurses who thrive on variety and challenge. “This team attracts nurses who value a flexible role, one where each day presents new experiences and isn’t confined to the same routine with the same team,” he said. “We believe this flexibility is a significant benefit.”
The benefits extend beyond individual nurse satisfaction. Retention rates within the SEAL Team are remarkably high, averaging just 6% over the past three fiscal years, compared to a 16% turnover rate for acute care nursing across the legacy Jefferson Health system. This suggests that the program fosters a sense of loyalty and engagement among its members.
Furthermore, the presence of experienced SEAL nurses has a positive impact on bedside staff. In units where SEAL nurses are deployed, engagement and satisfaction levels have improved. This is particularly crucial in units where a significant portion of the nursing staff – between 50% and 75% in some cases – have two years or less of experience. These seasoned nurses provide invaluable mentorship and support to their less experienced colleagues.
“Having this experienced team circulating and working in these units provides a vital resource for frontline team members who are newer to the profession,” Dr. Thum emphasized.
The target of 236 SEAL nurses – representing 5% to 7% of Jefferson Health’s total nursing workforce – is deliberate. This percentage allows the system to strategically allocate resources based on fluctuating patient care demands and minimize reliance on costly agency labor. Sarah Rinker-Puentes, RN, a patient care manager overseeing the program’s rollout in the LVHN region, highlighted the importance of securing buy-in from existing nursing staff. Leaders are actively engaging with nurses at all hospitals, educating them about the model during orientation and ongoing discussions, to ensure they understand the value and support that SEAL nurses bring.
A key advantage in the LVHN expansion is the existing standardization of nursing policies and procedures across its hospitals. This contrasts with Jefferson’s initial rollout, which occurred shortly after multiple mergers and required SEAL nurses to navigate variations in practice across different campuses. LVHN’s standardized approach streamlines deployment and reduces complexity.
While standardization is well-established within LVHN, Jefferson Health is continuing to align nursing policies across all its regions over the next year. Dr. Thum has received inquiries from hospital and health system leaders nationwide interested in replicating the SEAL Team model. His advice? The underlying principles can be adapted to organizations of any size.
“The SEAL team as we’ve structured it is ideal for a large, multi-regional system with over 30 hospitals, but the core strategy and structure can be applied to hospitals and health systems of any scale,” Dr. Thum stated. The American Hospital Association reports that the nursing shortage continues to be a major challenge for hospitals across the country, making flexible staffing models increasingly important.
The key, Dr. Thum reiterated, is to build flexibility into the nursing workforce model. A dedicated percentage of nurses capable of adapting to real-time demands allows hospitals to proactively respond to changes in patient volumes and vacancy rates while reducing dependence on expensive agency labor. What challenges do you foresee in implementing a similar flexible staffing model in your own healthcare organization?
Could this model be a blueprint for addressing the nationwide nursing shortage and improving patient care? The early results from Jefferson Health suggest it very well could be.
Frequently Asked Questions About Jefferson Health’s Nursing SEAL Team
A: The primary goal is to improve staffing flexibility, reduce reliance on costly agency nurses, and decrease internal premium pay, ultimately enhancing patient care.
A: SEAL nurses are deployed to areas of greatest need across the entire health system, offering a flexible and dynamic work experience compared to the more static roles on specific units.
A: On average, nurses on the SEAL Team have nine years of experience, providing a wealth of knowledge and expertise to the units they support.
A: Turnover among the SEAL Team workforce has averaged 6% over the past three fiscal years, significantly lower than the 16% turnover rate for acute care nursing overall.
A: Yes, the underlying principles of the model – building flexibility into the nursing workforce – can be adapted to organizations of any size.
A: LVHN’s existing standardized nursing policies and procedures simplify the SEAL Team’s deployment, reducing complexity and ensuring consistent care.
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Disclaimer: This article provides general information and should not be considered medical or professional advice.
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