Purpose or Case Report: Introduction:
Shared governance is a specific leadership style which incorporates commitment to the value of shared decision-making among key stakeholders around issues that affect the work environment. It also provides a dynamic staff-leader partnership that promotes collaboration, shared decision making and accountability for improving quality of care, safety and enhancing work life

Methods & Materials: Background:
Around 2009, CHOP’s Radiology Department attempted to implement the nursing professional practice model with a core group of technologist’s, but failed after only one year of implementation. Failure was attributed to the following: Model driven by upper management vs staff driven; Model was presented without collaboration; and No interest from staff
To better understand what engaged our staff, we conducted an employee satisfaction survey. After conclusion of the survey, staff presented concerns to leadership within Radiology as well as to the VP of the hospital. These concerns were then categorized into themes:
Recognition/retention, education opportunities for staff, staff support to our patients, having input into decisions and communication within the department.
Results: Discussion: With this knowledge at hand, we relooked at our past shared governance model and design a program by which these themes could be addressed, while improving patient care and the work environment. We set up eight committees which balanced staff and the following leadership concerns:
Recognition and retention, Patient centered care, Policy and procedures, Ancillary partnerships, Education, Quality improvement, Research/Equipment and Imaging protocols. Each group provided a mission, developed by them. Meetings and, topics are managed by staff. . Committees are supported by Team Leaders in the form of coverage to attend meetings, time to work on projects, dollars for projects, and ensuring that solutions meet hospital standards and policies. Leadership views this as a great opportunity to vet complaints and process and work issues to these groups to look for solutions.
Conclusions: Conclusion: Challenges associated with the introduction of a nurse driven professional practice model into a technologist practice model suggests that greater attention to implementation may be required much more than a top down approach. Understanding what drives your staff, collaboration on these ideals and supporting this practice model makes for a successful program.