Objective:To apply the ORTCC (objective, rule, training, check, and culture) refined management model for the systematic management and overall construction of a specialty nurse team in a tertiary grade A general hospital, and to promote the cultivation and development of specialty nurses.Methods:The management framework of specialty nurses was investigated and a survey on their work was conducted. The ORTCC model was used to implement fine management of specialty nurses, including determining the integrated objective of "training, use, and management"(objective):, improving the rule system (rule), building a hierarchical training platform (training), streamlining the whole process check (check), and shaping the specialty nursing culture (culture). The effects were evaluated after one year of implementation.Results:After the implementation of ORTCC refined management, the number of specialty nurses increased to 367 in 2023, and a three-level progressive specialty nurse team was formed. The total and dimensional scores of perceived professional benefits ( P<0.001) and clinical competence ( P<0.001 or P<0.05) were higher than the scores in 2022. Additionally, 12 specialized nursing techniques were established, and six provincial or higher-level specialized quality improvement awards were obtained, further enhancing the capacity for specialized nursing services. Conclusions:The refined management practice of specialty nurses based on the ORTCC model provides a theoretical and practical basis for the hierarchical cultivation, effective use, and scientific management of specialty nurses in tertiary hospitals, thereby promoting specialty nurse team development and enhancing specialized service capacity.

Objective:To apply the ORTCC (objective, rule, training, check, and culture) refined management model for the systematic management and overall construction of a specialty nurse team in a tertiary grade A general hospital, and to promote the cultivation and development of specialty nurses.Methods:The management framework of specialty nurses was investigated and a survey on their work was conducted. The ORTCC model was used to implement fine management of specialty nurses, including determining the integrated objective of "training, use, and management"(objective):, improving the rule system (rule), building a hierarchical training platform (training), streamlining the whole process check (check), and shaping the specialty nursing culture (culture). The effects were evaluated after one year of implementation.Results:After the implementation of ORTCC refined management, the number of specialty nurses increased to 367 in 2023, and a three-level progressive specialty nurse team was formed. The total and dimensional scores of perceived professional benefits ( P<0.001) and clinical competence ( P<0.001 or P<0.05) were higher than the scores in 2022. Additionally, 12 specialized nursing techniques were established, and six provincial or higher-level specialized quality improvement awards were obtained, further enhancing the capacity for specialized nursing services. Conclusions:The refined management practice of specialty nurses based on the ORTCC model provides a theoretical and practical basis for the hierarchical cultivation, effective use, and scientific management of specialty nurses in tertiary hospitals, thereby promoting specialty nurse team development and enhancing specialized service capacity.