It is my pleasure to present the 2017 Nursing Annual Report. This year’s Nursing Annual Report highlights another year of remarkable achievements at Northwest Community Healthcare (NCH) as we pursue our vision to be a national leader for excellence in nursing practice, professional development, leadership and research.
Exceptional nursing has been integral to our strong reputation. Our visionary and innovative strategic plan to exceed patient, staff, and community expectations and achieve exceptional clinical outcomes is evident in our daily work. As we look ahead, we remain steadfast and committed to providing our patients with a preeminent healthcare experience.
The presence of a nurse or caregiver at a family’s time of need is invaluable. A gentle smile, a calming touch, a word of kindness; these simple acts are inherent within the nursing team at NCH. Our many achievements are the result of the dedication and talent of our three-time Magnet®-designated nursing program.
The Nursing Annual Report is designed to highlight some of the many accomplishments of the previous year. As we look ahead, remain mindful that our success in achieving future organizational goals is possible due to the collegial relationships that define our culture of professional accountability.
With heartfelt appreciation for an incredible year of multiple accomplishments and the opportunity to lead nursing, I am honored to be a member of the NCH team.
Kimberly A. Nagy, R.N., MSN, NEA-BC
Executive Vice President, Patient Services
Chief Nursing Officer
Each year, Northwest Community Healthcare earns recognition from various organizations through awards related to clinical excellence. NCH nurses contribute to achieving patient care outcomes that lead to these honors. In 2017, NCH received many initial and repeat awards including:
Distinguished Hospital Award for Clinical Excellence
America’s 100 Best Hospitals for Stroke Care
Stroke Care Excellence Award
Cardiac Care Excellence Award
Cardiac Surgery Excellence Award
Gastrointestinal Care Excellence Award
Cranial Neurosurgery Excellence Award
Neurosciences Excellence Award
Pulmonary Care Excellence Award
Treatment of Diabetic Emergencies Five-Star Recipient
Treatment of Sepsis Five-Star Recipient
American Stroke Association / American Heart Association
Get With The Guidelines Stroke Gold Plus Stroke Honor Roll Elite
Mimi Malesky, BSN, R.N., CNML and Sue Nolan, BSN, R.N. were selected as 2017 Fellows by the Illinois Organization of Nurse Leaders (IONL). The Illinois Nursing Leadership Fellowship is an initiative of the Illinois Healthcare Action Coalition (IHAC), co-led by IONL, American Nurses Association of Illinois (ANA-IL), and the Illinois Center for Nursing. The fellowship is dedicated to development and support of managers and first-time directors from diverse practice environments; it includes education, mentoring, and networking to develop and enhance leadership skills and competencies.
Mimi and Sue selected their fellowship project, “Advancing Knowledge and Role Modeling Professionalism: Northwest Community Healthcare (NCH) Clinical Nurse Manager (CNM) Certification Plan,” with the goal of achieving 100% of clinical nurse managers at NCH being national board certified in nursing leadership. Their initial assessment showed that while 75% of this group was credentialed, only 36% were in nursing leadership; the remainder held secondary certifications in clinical specialties.
Their project aligned with the NCH Nursing Strategic Plan; they developed a plan to provide resources, professional development opportunities and mentorship to the managers. At the completion of their fellowship, they reported both to the IONL fellowship cohort and the NCH Nursing Executive Council (NEC) on their outcomes, noting 68.5% of eligible managers held board certification in nursing leadership and the remaining 31.5% of eligible managers were registered and/or scheduled for their certification exam. The remaining nurse managers will pursue leadership credentials when eligible.
Our nurses’ passion, commitment and dedication to the patient experience is exemplified by being awarded the Magnet® Recognition for Nursing Excellence for three consecutive reporting periods. This achievement can only be accomplished through clinical excellence and exemplary patient outcomes and satisfaction.
We would like to extend our deepest appreciation to our nurses for the special way they deliver compassionate, high quality care to the people who live and work in our community. The care they provide allows Northwest Community Healthcare (NCH) to be an organization that lives out our mission “to improve the health of the communities we serve and to meet individuals’ healthcare needs.”
With sincere gratitude, we thank our nurses for their tireless commitment to our patients and for the excellence in nursing they demonstrate every day.
President and CEO
From left: Mimi Malesky, BSN, RN, CNML; Vicky Goeddeke, MS, BSN, RN, NEA-BC; Sue Nolan, BSN, RN, CAPA
A program providing professional development opportunities for Clinical Nurse Managers was initiated in 2017. A proposal for the program noted that the current team of managers represented various levels of knowledge and experience in leadership. The goal of the program was to provide mentoring to enhance leadership performance as well as support for succession planning through development of the managers’ leadership expertise.
The initial meeting for the program outlined various leadership styles, focusing on development of NCH managers as transformational leaders. Monthly topics during the year included service excellence (metrics/outcomes for quality, patient experience and staff engagement), strategic planning, time and resource management, communication, team building, regulatory and safety considerations, and pre-eminent nursing practice recognized through Magnet criteria. Managers also became Six Sigma White Belts during the program, enhancing proficiency in leading performance improvement initiatives.
The success of the program was measured by feedback from participants, which indicated that the various presentations achieved the goal to enhance knowledge related to leadership, supporting strong leadership performance. Based on that success, the program will continue into 2018 to provide ongoing professional development opportunities for managers.
Karolina Golec, BSN, R.N., CMSRN, NCH Nurse of the Year
Each year, NCH announces the winners of Nursing Awards during Nurses’ Week. The awards are based on the American Nurses Association Standards of Professional Nursing Practice. Awardees are honored at a ceremony followed by a reception.
Nurses are nominated for recognition as exemplifying one of 11 standards. In addition to these attributes, the APN/Educator of the Year, Manager of the Year, and Nurse of the Year are honored. The NCH nurses selected as nominees to the ANCC Magnet Nurse of the Year is also recognized. The winners represent numerous examples of exceptional nursing practice. Congratulations to these nurses!
Attribute - ANA Standard of
Iluminada Bingayen, BSN, R.N.
Jaqueline McWilliams, BSN, R.N.
Culturally Congruent Practice
Andrea Goemaat, RN-BC
Patricia Willow-Kulesza, BSN, R.N.
Karen Fitzgerald, BSN, R.N.
Dawn Pearson, MSN, R.N.
Michelle Krok, BSN, RNC-MNN
Evidence-based Practice & Research
Katie Herrala, BSN, R.N.
Quality of Practice
Elizabeth Rudins, R.N., ONC
Professional Practice Evaluation
Catherine DiMaano, MSN, R.N., ACM
Margaret Willson, BSN, R.N., ACM
Karolina Golec, BSN, R.N., CMSRN
Nurse of the Year
Nancy Ritze-Cullen, MSN, R.N., NE-BC
Manager of the Year
Sandra Hladik, MSN, RN-BC
APN/Educator of the Year
Juli Aistars, MSN, APRN, AOCN
NCH Nominee - ANCC Magnet
Nurse of the Year
Through the generosity of community members and the employees, NCH nurses and employees have the opportunity to apply for various scholarships.
The John and Kathy Reno endowment fund began as a collective endeavor in which hospital staff pledged over $100,000 dollars. Kathy’s dream was to provide educational funds to staff throughout the organization. The endowment provides clinical staff an opportunity to pursue professional development which contributes to clinical excellence and patient- and family-centric care.
The William and Mary White Endowed Nursing Education Fund supports nursing students and nurses in pursuit of nursing degrees. Mary was a long-time NCH volunteer and Bill received exemplary care as a patient. A generous bequest to NCH was used to endow a nursing education fund.
The Nursing Education ADVANCE Scholarship Program was established to support NCH’s commitment to fostering a culture of life-long learning by providing nurses the opportunity to advance their education.
In 2017, the Education Scholarship Award Program granted $35,000 in support of professional development.
Karolina Kozakiewicz-Dziedzic, Behavioral Health Associate, BH Residential Unit
Anjali Bisht, Infection Control Practitioner, Infection Prevention/QMI
Juby Vallikalam, BSN, R.N., CCRN, Clinical Nurse, DSC Parasurgery
Marianne Wicklein, BSN, R.N., CRRN, Clinical Nurse, 7E Rehab
Andrea King, BSN, RNC-NIC, Clinical Nurse, NICU
Annette Duque, Medical Assistant, MP ICC
Lorena Manalansan, Scheduling Coordinator, DSC Parasurgery
Joanna Kowalczuk, R.N., Clinical Nurse, Home Health
Sharon Volpe, R.N., Clinical Nurse, 6S Post Surgical
Karen DeSilvia, BSN, R.N., Clinical Nurse, MOU
Alexandra Majeske, PCT, 7E Rehab
Priscilla Guadarrama, Medical Assistant, NCH MG - 1450 Allergy
Susan Wood, EMS In Field Coordinator, EMS
Shime Herrera, Clinical Care Coordinator, Care Coordination
Janice Breitman, R.N., Clinical Nurse, NICU
Aimee Allen, Certified Surgical Technologist, Main OR
Minerva Garcia, Surgical Technologist, Main OR
The behavioral health units at NCH have seen many changes since their partnership with Linden Oaks. The partnership resulted in a number of structural changes, including opening new units and onboarding of a large number of new staff. Challenges associated with the changes were reflected in the departments’ nursing satisfaction scores.
The behavioral health leadership team saw several additions in 2017 including clinical nurse managers Mary Jo Sobotka, MSN, RN-BC, and Matthew Manning, MSN, R.N. These leaders have worked with staff, integrating new programs and staff-requested changes.
The Adult Inpatient and Adolescent Inpatient units revitalized their unit-based shared leadership team. The Adult IP Unit is developing a handbook for patients based on Dialectical Based Therapy (DBT) and changed their group meeting process. The Adolescent IP Unit implemented a new program, also based on DBT, which was developed by an interdisciplinary team.
The Generations Unit established a new team focused on the patient experience, which led to new plants and artwork for the unit, a games cabinet, re-organization and expansion of the unit’s reading library, and revisions to the patients’ programming schedule. Another team worked on revising their admissions and discharge practices, implementing checklists and changing their hand-off process. Staff recommended changes to the layout of the dayroom to enhance visibility/monitoring of patients. The unit standardized times for interdisciplinary rounding. The staff also instituted a monthly buffet-style family dinner that supports additional visiting time with opportunity for interaction with both the staff and the manager.
The behavioral health nurses have integrated positive change on their units, which is reflected in the significant improvement in their nursing engagement outcomes. In 2017, both the Adult IP Unit and Generations Unit outperformed their like unit All-Hospitals benchmark for job enjoyment. The Adult IP Unit also outperformed their benchmark for RN-to-RN interactions while the Generations Unit saw increased scores for the indicator.
In 2017, NCH developed the Foundational Certification Program for Nurses. This initiative supports a nursing practice environment that provides professional autonomy, resulting in efficient high-quality care for patients at NCH. Certification contributes to professional development of nurses and serves to demonstrate strong core knowledge and competency within their specialty practice. Research shows that nurses certified in their specialty area report increased confidence in their practice and higher job satisfaction.
The program aligns with NCH’s Corporate and Nursing Strategic Plans and supports a culture of nursing certification at NCH. The literature shows benefits for organizations that have higher numbers of certified nurses – improved retention, improved interprofessional collaboration, increased patient safety, and increased patient satisfaction. Working with nursing leadership, a foundational certification that represents nurses’ strong knowledge base, competence, and expertise in care delivery was identified for every department.
NCH’s program is a cutting-edge model for which other organizations will strive to achieve. Board certification of all eligible nurses is required; the program will achieve the goal of 100% eligible R.N.s board certified in 2020.
The NCH DAISY Award program recognizes nurses who demonstrate exemplary clinical skills and offer compassionate care to patients. Nominations are submitted by patients, families or visitors to recognize nurses who demonstrate extraordinary collaboration and teamwork.
Nominations are collected for each calendar month. These are blinded and sent to the Professional Nursing Recognition Council in the subsequent month; the council selects one nurse to be honored as NCH DAISY Nurse.
NCH has partnered with the DAISY Foundation to offer these awards since 2011. Each honoree receives a hand-carved statue titled A Healer’s Touch. The DAISY honoree and all DAISY nominees are posted on nch.org, NCH intranet, and highlighted on fliers in the Oasis cafeteria.
Learn more about the NCH DAISY Award program.
In February 2017, the chairs of all shared leadership councils held a workshop to review and update the Nursing Strategic Plan; the team represented all levels of nurses. After discussion about external/internal drivers that impact NCH strategic planning, the team reviewed the organizational core strategies and strategic enablers to assure the Nursing Strategic Plan aligned. The detailed approach allowed the team to develop the 2017-2019 Nursing Annual Report, which was presented to each of the councils and subsequently made available to all NCH nurses on the intranet.
The workshop included an evaluation of the current shared governance structure to determine which councils would have responsibility for the initiatives outlined in the Nursing Strategic Plan. The evaluation led to recommendations for enhancements to the current structure. Changes included the addition of the Advancement of Nursing Practice Council (ANPC) to govern nursing practice. This team has oversight for all programs for nursing, such as clinical professional development, clinical nursing peer review, dissemination of nursing knowledge, and Magnet criteria. The council also monitors nursing retention and recruitment as well as assuring regulatory readiness.
The Care Coordination Council (CCC) was also added; this interprofessional team leads care coordination across the continuum. The responsibilities of other councils was outlined, including the Clinical Practice Innovation Council (CPIC) as leading nursing practice, representing nursing in quality and safety initiatives, and development of an organization-wide educational needs assessment.
The Clinical Nursing Leadership Council (CNLC) remains the coordinating council for the structure; this team leads shared decision-making for nursing practice and nursing practice environment issues. The members lead nursing engagement to enhance nursing satisfaction. CNLC representatives disseminate all related information to their respective departments.
The Patient Care Leadership Council (PCLC), Evidence-Based Practice & Research Council (EBPRC) and Professional Nursing Recognition Council (PNRC) are also in the shared governance structure; these councils report to CNLC. The ANPC, CCC, CPIC, and CNLC report to the Nursing Executive Council (NEC). The Clinical Manager Council (CMC) also reports on their work to the NEC.
The membership, charters, and meeting agendas/minutes for CNLC, PCLC, EBPRC, and PNRC are available to all nurses on the Shared Leadership page of the intranet.
The following nurses achieved national board certification (or re-certification) related to their specialty during 2017.
Kathleen Didier, RN-BC
Catherine O’Brien, BSN, RNC-OB, SCRN
Cristina Smith, BSN, CCRN-K
Kendill Stone, BSN, CNML, CCRN
Jennifer Archil, BSN, RN-BC
Kimberly Carson, BSN, RN-BC
Angelica Porras, BSN, RN-BC
Laurie Strand, RN, CMSRN
Nadia Montgomery, RN, CHPN
Liji Elickal, BSN, RN, CCRN
Thelma Caravall, BSN, RN-BC
Luzviminda Malinis, BSN, PCCN
Elizabeth Heinlein, BSN, ONC
Kristin Lyons, MSN, ONC
Cherry Ann Novales, BSN, ONC
Thomas Payne, BSN, ONC
Andrea Goemaat, RN-BC
Jennifer Hundt, RN-BC
Kathryn Krabbe, BSN, CMSRN, SCRN
Elizabeth Thelen, RN, CMSRN
Tracy Thom, BSN, RN-BC
Kathleen Weidle, BSN, CMSRN
Andrea King, BSN, RNC-NIC
Brenda Hessenflow, RNC-MNN
Alexandria Stasiak, BSN, RNC-OB
Sara Graack, BSN, RNC
Laura Peters, MSN, NE-BC, RNC-OB, C-EFM
Colleen Rohrbacher, RN, IBCLC, WOCN
Jill Kottmeier, BSN, RN, CPLC
Janet Curartero, BSN, ONC
Melanie Durolfo-Chavez, BSN, ACM, PCCN
Reynae Kane, RN, ACM
Mancy Koshy, MSN, APRN, FNP-C, CCRN
Ruth Melenez, RN, ACM
Daisy Palatty, BSN, RN, ACM, PCCN
Natlaia Roguska, BSN, ACM
Eliza Sienkiewicz, BSN, CCM
Phillip Maslana, RN, CNOR
Marirose Magno, BSN, CCRN
Ewa Rant, BSN, CPAN
Diana Hanson, BSN, CAPA
Barbara Crim, RN, CGRN
Julie Heldt, BSN, RN, CNML
Jeanne Richmond, BSN, RN, CNML
Maribel Mendoza, BSN, CCRN
Colleen Coleman, BSN, CHFN
Alexandra Brand, BSN, RN, CEN
Svyatoslav Dubko, BSN, RN, CEN
Allen Pimero, BSN, RN, CEN, CPEN
Jonathan Recinto, MSN, RN, CCRN
Cindy Stepaniuk, BSN, RN, CNML, CEN
Laura Aagesen, BSN, RN, CEN
Joynalyn Ibanez, BSN, RN, CMSRN
Debra Duntemann, BSN, CCTM
Jody Whalen, BSN, RN-BC
Karen Mastrolonardo, RN-BC
Jean Hill, BSN, RN, CCDS
Kathleen Sammons, RN, CCDS, ACM
Katherine Viggiano, BSN, RN, CPHQ
Juliann Barry, BSN, RN, CPN
The following nurses achieved nursing degrees during 2017.
Jared Romer Bernardo Cruz
Christina Machell Jowaski
Nancy Sarudzayi Kinyanjui
Mary Jo Sobotka
NCH - 2014
NCH - 2015
NCH - 2016
NCH - 2017
NCH’s Home Care department aligned with Bridge Home Care Partners (Bridge) in 2017. The unit is staffing for growth and has hired seven field clinicians and two external marketers since the partnership. The partner organization developed a comprehensive orientation for newly-hired field clinicians and provides both onsite and offsite support to Home Care nurses.
Bridge streamlined some of the unit’s internal processes to increase efficiency; one example is providing a new EMR (Devero), which is cloud based. The new system allows any information entered in the patient’s chart to be seen immediately with no need for synchronization. This improvement supports better patient care delivery and safety, as clinicians have all information available to peruse when developing an overall plan of treatment or if they need to contact a physician to discuss the patient’s status or healthcare needs.
In July of 2017, the department became a 4-star-rated Home Health Agency by Home Health Compare, which is a Medicare-sponsored website. Information on the site allows the public to view how home health agencies across the nation provide care for their patients. The scores are based on:
Concern regarding the availability of IV pumps utilized for patient care was brought forward through the Clinical Nurse Leadership Council (CNLC). In response to the council’s feedback, a pump safety and distribution initiative was rolled out in 2017 – “The Right Pump in the Right Place at the Right Time.” A report to the council in January outlined plans for a hybrid model that would support pump availability through both decentralized (on the units) and centralized (order through supply and distribution) processes.
The new model was rolled out on February 8, 2017. The project included an organization-wide inventory of pumps, locating 94.8% of controllers and 89.1% of modules. The project also included monitoring the time to delivery when pumps were needed from S & D. Nurses for all units using pumps were surveyed for feedback regarding the effectiveness of the new process. Some units required workflow optimization for pumps, such as surgical services.
Improvements were realized as outcomes of the initiative. A dashboard was created for the initiative to monitor reported pump shortages; the first six months following roll-out saw only two reported issues with pump availability. Availability of pumps at time of patient arrival went from 46% of the time to 72% of the time. For pumps ordered, they were available within 10 minutes 60% of the time, compared to only 41% of the time prior to the initiative. The work represents good financial stewardship based on saved anticipated costs of over $200,000.
Standing, from left: Diane Ryzner, MSN, APRN, CNS, OCNS-C; Donna Irsay, RN, ONC; Connie Selsky, MS, BSN, RN, NE-BC
On the 8S Orthopedic unit, nurses care for patients with total joint replacement. In 2017, the team identified an opportunity to decrease the length of stay (LOS) for that patient population. Reviewing their data for the first six months, they found their average LOS was 3.1 days. They undertook several initiatives to decrease LOS for total joint placement patients, getting them home quicker. They piloted utilizing the Care Logistics system to get real time LOS data. Another initiative reviewed the process and made changes to improve turnaround time for patients to get their PT/OT evaluations following surgery.
The Clinical Unit Leaders (CUL) added a DRG column to their census report and encouraged all nurses to include communication about LOS in patient hand-offs. The team also held a collaborative meeting with the Illinois Bone & Joint Institute to share strategies, resulting in integrating the Risk Assessment and Predictor Tool (RAPT) to help predict a discharge destination for the patient. The tool is intended to assess whether a patient can be discharged directly home or if a rehabilitation setting would be preferable. These initiatives allowed the team to demonstrate improvement. The unit’s performance for FY17 reported 54.85% of their joint cases at 2.4 days LOS. Their data for the initial FY18 quarter (Oct-Nov-Dec 2017) reflects 72.36% of cases meeting 2.1 days.
The Lantern Award™ is named in honor of Florence Nightingale, referred to as the “Lady of the Lamp” for actions during the Crimean War when she brought a lantern with her to tend to wounded soldiers. Nightingale is credited with changing nursing from an untrained job to a skilled, science-based profession.
NCH's Emergency Department is one of only three hospitals in Illinois to earn the award. Emergency departments applying for the award must submit detailed performance metrics, narratives and exemplar responses that demonstrate their outcomes.
The award recognizes emergency departments that exemplify exceptional practice and innovative performance in the core areas of leadership, practice, education, advocacy and research. It serves as a visible symbol to patients that our ED nurses are committed to quality and incorporate evidence-based practice and innovation into their care.
Kimberly A. Nagy, MSN, R.N., NEA-BS, NCH’s Chief Nursing Officer said of the recognition, “The Lantern Award application and review process is rigorous and shows that the Emergency Department team members at NCH go above and beyond to ensure quality and safety in the care we provide.”
The Illinois Emergency Medical System for Children program is aimed at improving pediatric emergency care and disaster preparedness within the state of Illinois. One of the program’s key initiatives is enhancing readiness of emergency departments in the state by ensuring that they meet specific standards. NCH is among more than 100 hospitals that have received recognition by the Illinois Department of Public Health for having essential resources and capabilities to meet the emergency needs of seriously ill or injured children.
The NCH Pediatric Emergency Room was re-designated as an Emergency Department Approved for Pediatrics (EDAP) hospital in 2017. EDAP recognizes hospitals that provide comprehensive emergency services and meet defined pediatric emergency care requirements. The Pediatric ED is open daily from noon to midnight; the nurses provide care for more than 10,000 patients annually.
The NCH Labor and Delivery unit nurses work with the Illinois Perinatal Quality Collaborative (ILPQC) to improve the health of pregnant women, mothers, and infants through quality improvement initiatives. In 2017, the team began work to reduce maternal morbidities related to severe hypertension. The initiative identifies and treats severe hypertension in pregnant patients and postpartum patients who delivered within the previous six weeks. The department’s goal was to decrease the rate of morbidities by 20% by the end of 2017.
The initiative incorporated departmental communication to alert staff to areas of improvement as well as challenges identified. The plan included education for physicians as well as Spanish-speaking Promotoras de Salud volunteers, “Promoters of Good Health,” who work with patients in local communities served by NCH. The team standardized guidelines for treatment in the electronic medical record and provided laminated copies of protocols throughout the department. They also participated in simulation exercises to practice the protocols for treatment of these patients.
The outcomes demonstrated that complications for pregnant and postpartum patients occur for patients with mild to moderate blood pressure changes as well as for those with severe blood pressures. The team plans to continue education for patients on signs and symptoms of pre-eclampsia as well as close follow up for discharged patients. Continued data collection will be monitored to assure that outcomes outperform benchmark.
Electronic medical records (EMR) contribute to improved patient care and patient safety. The EMR supports timely, accurate documentation using the efficiency of technology. NCH utilizes the Epic system for patient documentation. In 2017, NCH upgraded the system to the newest version to support nursing in care delivery.
In June, super users attended training to prepare for the Epic upgrade. The role of the super user is to assist nurses in learning changes in the system as well as being a resource for their efficient navigation. Prior to the upgrade, nurses received computer-based training to support basic understanding of the changes. Super users are the subject matter experts, available to staff during the upgrade process as well as serving as an ongoing resource for questions. NCH used a transparent process for integration of the upgrade to assure minimal downtime during transition to the 2017 version. Go-Live for the upgrade took place in August.
Electronic documentation provides quick access to information about patient needs and can enhance the quality of patient care. Nurses’ essential role in patient safety is supported through documentation. The Epic upgrade assures NCH nurses are able to quickly and efficiently document their assessments and interventions for the patient’s plan of care. The Epic upgrade supports enhanced communication between clinicians, resulting in good patient outcomes.
Six Sigma represents a set of techniques and tools for process improvement. Each Six Sigma project identifies a team that works to improve quality. White belt certification supports the team member’s contributions to quality improvement through basic understanding of the Six Sigma methodology.
In 2017, the Clinical Nurse Leadership Council and the Clinical Manager Council achieved white belt certification in Six Sigma. Sapan S. Desai, M.D., MBA, CLSSMBB, CPHQ, and John Cosentino, MBA, CLSSMBB, are NCH’s Master Black Belts in Six Sigma. John facilitated white belt training for these teams.
White belt certification provides a knowledge base for the nurses to improve healthcare processes, affect positive impact on patient care and demonstrate financial stewardship. The Lean principles of Six Sigma distinguish productive work from activities that increase cost without contributing benefit.
The class outlined the DMAIC process – Define the expectations, Measure the frequency of problems in the current process, Analyze where the problems occur, Improve the process, and Control or how to maintain the gain.
The class included the 5S methodology which supports utilizing standardization to enhance performance. These white belt R.N.s will utilize their skills in process improvement to lead quality and safety initiatives in their departments to enhance patient outcomes.
Michael Casner, M.D., and Courtney Hammersmith, B.S.N., R.N., demonstrate some of the amenities inside one of Northwest Community Hospital's new sensory rooms. (Brian O'Mahoney / Pioneer Press)
Nurses in the Emergency Department led an initiative in 2017 to integrate best practices for the care of patients with cognitive, emotional, or behavioral challenges. The provision of care for these patients is typically stressful for the individual; treatment interventions may lead to the patient acting out which results in use of behavioral medications or restraints. This often leads to an extended length of stay in the ED.
New protocols initiate an order set when a patient in this population presents at triage, and the patient’s placement is expedited to the sensory calm room, if available. Through a community donation to the NCH Foundation, the ED established this space which is designed to avoid sensory overload and decrease the patient’s anxiety and stress.
The process includes consultation with Kim Hogan, MSN, APN, FNP-BC in the NCH Medical Group who is a developmentally disabled nursing expert. She assesses the patient and recommends approaches for care provision in consideration of the patient’s challenges. The goal is to effectively treat the patient and meet criteria for the patient to return to their residence, or if indicated, to an alternate placement.
The new protocols were rolled out in late 2017 to support best practice and will enhance outcomes for this patient population when emergency care is required. The team will be monitoring use of behavioral medications, restraints and time to discharge.
See Our Patient Experience Reports
2017 Nurse Satisfaction Results
Nenette Cacal, DNP, RNC-OB, C-EFM; Kathryn Lopez, RN; Tiffany Beedles-Hoffman, RN; Alexandria Stasiak, BSN, RNC-OB, Teach Back and Roadmap: Bridging the Gap to Discharge, 42nd Annual March of Dimes Perinatal Nursing Conference, Perinatal Roadmap to Excellent Patient Care, Lombard, IL
Nenette Cacal, DNP, RNC-OB, C-EFM; Kathryn Lopez, RN; Tiffany Beedles-Hoffman, RN; Alexandria Stasiak, BSN, RNC, Teach Back and Roadmap: Bridging the Gap to Discharge, 20th National Mother Baby Nurses Conference, Annual Symposium for Nurse Leaders, Las Vegas, NV
Nenette Cacal, DNP, RNC, C-EFM; Heidi Costenaro, RNC-MNN; Michelle Krok, BSN, RNC-MNN, The Impact of the Gentle Transistion Initiatives on Exclusive Breastfeeding Rates, 42nd Annual March of Dimes Perinatal Nursing Conference, Perinatal Roadmap to Excellent Patient Care, Lombard, IL
Nenette Cacal, DNP, RNC, C-EFM; Heidi Costenaro, RNC-MNN; Michelle Krok, BSN, RNC-MNN, The Impact of the Gentle Transistion Initiatives on Exclusive Breastfeeding Rates, 20th National Mother Baby Nurses Conference, Annual Symposium for Nurse Leaders, Las Vegas, NV
Nenette Cacal, DNP, RNC, C-EFM; Heidi Costenaro, RNC-MNN; Michelle Krok, BSN, RNC-MNN, The Impact of the Gentle Transistion Initiatives on Exclusive Breastfeeding Rates, 44th Biennial Convention, Sigma Theta Tau International Honor Society of Nursing, Indianapolis, IN
Kim Nagy, MSN, RN, NEA-BC; Dina LipowichMSN, RN, NEA-BC; Melissa Rafalko, BSN, RN-BC, Optimizing Quality Outcomes Across the Care Continuum, Nursing Research and Evidence-Based Practice Symposium, Chicago, IL
Kim Nagy, MSN, RN, NEA-BC; Dina Lipowich, MSN, RN, NEA-BC; Velina Maximova, BSN, RN-BC; Anne Talens, BSN, RN; Lisa Leehy, BSN, RN, Advancing Patient Goals
PACT: Preference Aligned Communication and Treatment, Nursing Research and Evidence-Based Practice Symposium, Chicago, IL
Cindy Ruiz, MS, ANP-CNS, CCRN, Do You Know the Quality of Your CPR? Improving Staff Performance in Code Blues, American Association of Critical Care Nurses - National Teaching Institute, Houston, TX
Tiffany Ferguson, MSN, FNP-BC; Jamie Hamick, MSN, FNP-BC, CCRN, Post-Acute System of Care Network, National Nurse Practitioner Symposium, Keystone, CO
Christine Masonick, MSN, RN, OCN; Juli Aistars, MSN, APRN, AOCN; Cindy Blim, BSN, RN, NE-BC; Josie Smudde, MSN, OCN; Kim Jensen, LCSW, Successful Navigation in a Snap-Shot Using EMR Flowsheet for Standardized Measurement of Oncology Navigation Metrics, Creating a Culture of Quality: Cancer Programs Conference, Rosemont, IL
Sean Barnett, MD; Sue Drogos, BSN, CDE; Juliann Barry, BSN, RN, CPN; Angelika Lis, Improving Perioperative Glucose Control in the Abdominal Surgical Patient, Illinois Surgical Quality Improvement Collaborative Annual Meeting, Naperville, IL
Nataliya Omelchenko, DNP, APN, NP-C, Improving Door to Groin time with the set of nursing interventions in the Emergency Room, American Association of Neuroscience Nurses 49th Annual Educational Meeting, Boston, MA
Mimi Malesky, BSN, RN, CNML; Sandy Heyboer, MSN, RN-BC; Kathleen Didier, RN, CMSRN, Improved Efficiency = Decreased LOS for Complex Patients, 2017 National Magnet Conference, Houston, Texas
Tiffany Ferguson, MSN, FNP-BC; Jamie Hamick, MSN, FNP-BC, CCRN, Coordination of Care during transition from Acute to Subacute Care, 2017 National Magnet Conference, Houston, Texas
Julia Knight, MSN, APRN, SCNS-BC; Cindy Ruiz, MS, ANP-CNS, CCRN, Silos to Superstars, Successful Advancement of the Clinical Practice Innovations Council, National Association of Clinical Nurse Specialists, Atlanta, GA
Cindy Ruiz, MS, ANP-CNS, CCRN, Do You Know the Quality of Your CPR? Utilizing feedback to improve CPR quality, National Association of Clinical Nurse Specialists, Atlanta, GA
Cindy Ruiz, MS, ANP-CNS, CCRN, Quality Improvement Using CPR Feedback Tools, In-Hospital Cardiac Arrest Outcomes Symposium, Durham, NC
Cindy Ruiz, MS, ANP-CNS, CCRN, Mock Codes: Building a Championship Team!, In-Hospital Cardiac Arrest Outcomes Symposium, Durham, NC
Juli Aistars, MSN, APRN, AOCN, Lung Cancer Screening and Smoking Cessation, Lung Force Expo, Chicago IL
Juli Aistars, MSN, APRN, AOCN, Patient Navigation/CT Lung Screening and Beyond, Comprehensive Lung Cancer Symposium: Putting the Patients First, NCH
Karolee Fill, MSN, ANP-BC, CHFN, Improving Outcomes Through Multidisciplinary Heart Failure Rounds, Advanced Practice Nursing Conference - Care through the Ages, Rochester, MN
Nataliya Omelchenko, DNP, APN, NP-C, Community Stroke Outreach, American Association of Neuroscience Nurses 2017 Advances in Stroke Care Conference, Chicago, IL
Nataliya Omelchenko, DNP, APN, NP-C, Using ABCD3-I algorithm to decrease length of stay for patients admitted with TIA, 2017 Stroke Certification Conference, Chicago, IL
Connie Mattera, MS, RN, EMT-P, Neuro A & P, Stroke, Cobleskill EMS Conference, New York, NY
Connie Mattera, MS, RN, EMT-P, Weak, Winded & Whoozy, Musculoskeletal Trauma, STEP Conference, Buffalo, NY
Connie Mattera, MS, RN, EMT-P, Fluids & Electrolytes Weak, Winded, and Whoozy, Thermal Burns, Trauma Through the Ages, Cardiac A & P, Pulmonary Assessment, Michigan State EMS Conference, Macinac Island, MI
Connie Mattera, MS, RN, EMT-P, Trauma Case Studies, Thermal Burns, Huffin' & Puffin' - Pulmonary Assessment, Colorado State EMS Conference, Keystone, CO
Connie Mattera, MS, RN, EMT-P, Lesson Planning Workshop fo Educators, Tennessee EMS Education Association Conference, Murfreesboro, TN
Connie Mattera, MS, RN, EMT-P, National Association of Emergency Medical Services IC1 Course
Faculty, National Association of Emergency Medical Services IC1 Course, Naperville, IL; Washington, DC; Glenview, IL; Cheyenne, WY
Stoy, W. A., and Mattera, C.J. (March 2017). NAEMSE position paper: Revised standards & guidelines on the accreditation of educational programs. EMS Insider and JEMS Connect. Accessed on line: http://www.jemsdigital.com
Ruiz, Cindy. Patient on the precipice. Can he survive aortic dissection?” (2017). American Nurse Today, 12(1), p. 24.
This webpage features the following images, available under CC BY 3.0:
Daisy by IYIKON from the Noun Project. Award by Mello from the Noun Project. Degree by Vectors Market from the Noun Project. Manager by Nick Bluth from the Noun Project. Handshake by Sergey Demushkin from the Noun Project. Saline by Turkkub from the Noun Project. Sphygmomanometer by H Alberto Gongora from the Noun Project. Joint by Ealancheliyan s from the Noun Project. Medical Records by Gregor Cresnar from the Noun Project. Award by Creative Stall from the Noun Project. Karate by Creative Stall from the Noun Project. Check by b farias from the Noun Project. Government by Luiza Peixe from the Noun Project. Hospital by Fahmihorizon from the Noun Project. Check by Christoper from the Noun Project.
Color overlays applied to original images.
Kimberly Nagy, MSN, RN, NEA-BC, Chief Nursing Officer
Claudia Ronayne, MSN, RN, Executive Director Professional Practice – Clinical Care Transformation & Integration
Vicky Goeddeke, MS, BSN, RN, NEA-BC, Nursing Excellence Manager