Nurses - Lancaster General Health

Transcription

Showcasing Nursing Excellence
Nursing Annual Report 2008
Two-Time Designated
Magnet Hospital
Awards & Accomplishments
Lancaster General has received several honors for its clinical excellence and
operational performance. Below is a list of some of the awards and recognitions
we have received and share with our community.
100 Top Hospitals
in America
For the ninth time in 11
years, Lancaster General
Hospital was named among
the “100 Top Hospitals in
America” by Thomson, a
leading source of healthcare
business intelligence.
Thomas E. Beeman
President & Chief Executive Officer, Lancaster General
Marion A. McGowan, BSN, RN, MPM
Executive Vice President & Chief Operating Officer, Lancaster General
Norma J. Ferdinand, MSN, RN
Senior Vice President, Lancaster General Chief Quality Officer & Chief Nursing Officer
Mission Statement
To advance the health and well-being of
the communities of Lancaster.
Vision Statement
To create an extraordinary healthcare
experience… every time.
Magnet Hospital
Recognition
Since 2002, Lancaster
General Hospital has been
recognized as a Magnet
Hospital for excellence in
nursing care – the American
Nurses Credentialing
Center’s highest honor. Of
the nation’s 6,000 hospitals,
less than 1 percent have
earned Magnet designation.
VPP Star Status
Through its Voluntary
Protection Program (VPP),
the Occupational Safety
and Health Administration
honored Lancaster General
Hospital with VPP Star
Status – OSHA’s highest
award for employee safety,
and one shared with only 10
hospitals nationwide.
Nursing
Annual
Report
receive care
provide care
The best place to
The best place to
Dear Friends and Colleagues,
We have completed our 6th year as a Magnet hospital and
are proud to present the 2008 Nursing Annual Report.
This report highlights initiatives that demonstrate our
commitment to meeting the clinical, administrative and
quality demands of nursing today.
In addition, you will see our progress toward our Fiscal
Year 2008 Nursing Priorities which included promoting unit-based shared governance; implementing
Relationship Based Care; and, recruiting and retaining
the nursing workforce.
The first wave of units will be implementing the model
of Relationship Based Care in November of 2008. It has
been a year of inspiration, education and preparation.
For more information on Relationship Based Care, a link
has been created on the Nursing page of the Lancaster
General intranet that portrays the Lancaster General
Hospital nursing journey.
Norma J. Ferdinand, MSN, RN
The information in this report will show that Lancaster
General Hospital nursing has much to be proud of as we
continue to move toward safer and better care for our
patients. Nursing recognizes the need to anticipate the
changing healthcare environment and foster innovation.
Measuring and reporting outcomes reinforces our commitment to enhancing care and achieving excellence for our
patients. It is our hope that by sharing this information, we
can strengthen our impact on the quality of patient care.
Norma J. Ferdinand,
MSN, RN
Michele P. Campbell,
MSN, RNC
Senior Vice President, Lancaster
General, Chief Quality Officer
& Chief Nursing Officer
Vice President of Nursing,
Lancaster General Women &
Babies Hospital
We are very proud to work as colleagues with such
passionate and dedicated nurses. The nursing team at
Lancaster General Hospital is pleased to present our
accomplishments and hopes you will share in our pride
as you read our 2008 report. We also want to thank all of
our staff for recognizing the importance of our caring work
and working so diligently to attain our vision of providing
an extraordinary experience every time.
Michele P. Campbell, MSN, RNC
Tim Zellers, MSN, CRNP
Tim Zellers, MSN, CRNP
Vice President of Nursing &
Operations, Lancaster General
Hospital
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Lancaster
General
Forces of
T
he Department of Nursing awards 14 nurses each
year who achieve excellence in accordance to the
fourteen Forces of Magnetism. Two awards are presented
for Force 13, Interdisciplinary Relationships. One award
will be given to a nurse, and the second award will
acknowledge a team member of a discipline outside of
nursing who assists in the advancement nursing practice.
Force 1 Quality of Nursing Leadership
Kim Hostetter, RN
Cardiac Rehab Department, Lancaster General Health Campus
Kim is consistently complimented by her peers on her
leadership style and decisions. Even when clinical or staffing situations are at their most challenging, she remains
unruffled and poised and always makes fair decisions. Kim
demonstrated commitment to the 6 East shared governance model. Kim chairs the self-scheduling committee
and participates on the peer review process by reading
portfolios and establishing guidelines for performance
review. Kim is also an active member of the Steering
Committee, providing practical and effective representation of the unit needs. Additionally, Kim played an integral role in the first LEAN project piloted on 6 East.
Magnetism winners
Force 2 Organizational Structure
Force 4 Personnel Policies & Programs
Kathy Hass, RN, BS
Patrice Snyder, BSN, RN, Nurse Manager 8 North
Patrice coaches and mentors her staff to embrace creative scheduling, offering unit coverage that significantly
decreased the use of agency nursing staff, agency sitter
staff, and overtime. Patrice provides support to her staff,
creating a genuinely caring atmosphere.
Assistant Director of Staffing and Logistics, Lancaster General Hospital
Kathy, as leader of the Supplemental Staff, has mentored
and encouraged staff to participate in many venues of
the shared governance model. One committee member participates on the hospital based Clinical Ladder
Recognition Committee. From this support and mentoring,
the Supplemental Staff increased participation by over
50%. Supplemental Staff participate on all hospital shared
governance committees and sub-committees. Kathy’s staff
note, “through her support and mentoring, we are a strong,
dynamic group who want to support and mentor other
nurses throughout the organization.”
Force 3 Management Style
Allison Horning, RN
Assistant Nurse Manager of Couplet Care at Women & Babies Hospital
Allison’s staff note, “With Allison Horning at the helm, our
Couplet Care unit has sailed in a new, positive direction”.
Allison exemplifies strong leadership skills through her interpersonal skills, her accessibility, and visibility to the unit.
Allison effectively uses open and honest communication. A
big part of her communication style is being a good listener.
The staff feel she is never too busy to hear their work-related
concerns or personal stories. Allison is committed to the
unit and is physically present on all three shifts, obtaining
mutual respect of all staff members.
Tom Beeman, President and CEO of Lancaster General.
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Nursing
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Force 7 Quality Improvement
Heather Kreider, RN Designated Charge Nurse, Couplet Care at
Women & Babies Hospital
Heather consistently provides safe, high quality nursing
care by incorporating evidence-based practice. She often
volunteers to participate in unit activities and projects
and is actively involved on the unit based Performance
Improvement Committee. Heather enjoys providing
education to her peers and creates and disseminates information entitled “Medication of the Month”. Heather is
organized, responsible and fair. During the most stressful
situations she maintains a calm and quiet atmosphere and
is trusted by her peers.
Force 8 Consultation and Resources
Lanyce Horn, BSN, RN, Trauma Service Manager, Lancaster
From left to right, top row: Carla Leed, Cindy Castaldi, Heather Kreider, Mary Matalon, Kathy Hass, Mary Calabrese, Amanda Shenk,
Laura Marks, Besty Collins. Bottom row: Allison Horning, Audrey Hosler, Kim Hatch, Melissa Weik and Kim Hostetter.
Not pictured: Lanyce Horn.
Force 5 Professional Models of Care
Mary Matalon, RN, Cardiac Rehab Department, Health Campus
Mary utilizes her twenty years of experience and keen
assessment skills to provide astute care to each and every
patient. Mary researches information needed to provide care
in unique situations and shares this information with her
peers. She is independent in her practice and often acts as
a resource to others. Mary also independently develops and
invites guest speakers to provide education to the cardiac
rehab population, to assist the team in providing the most
appropriate care. She consistently develops teaching plans,
incorporating the latest research. Mary also provided integral
information and developed a thorough care plan for the
patient population of Left Ventricle Assist Device.
Force 6 Quality of Care
Cindi Castaldi, RN, NICU, Women & Babies Hospital
Cindi, wanting to increase the comfort of neonatal intensive
care patients, researched pain scales available to this population. The NIPS scale is a nationally recognized tool to assess
crying, facial expressions, breathing patterns, muscle tone of
arms and legs, and the infants’ state of arousal. The Newborn
Care Management team agreed to adopt this tool due to
Cindi’s research and presentation. Internally, performance
improvement assessed the appropriate and consistent use of
the tool. This information is also being benchmarked in the
National Database for Nursing Quality Indicators.
General Hospital
Lanyce is a noted expert in performance improvement
and acts as a consultant to many departments. She served
as a manager liaison to the Nursing Quality Council for
many years. Part of this role included mentoring bedside
nurses on performance improvement and the Plan, Do,
Study, Act methodology. Lanyce provided a three part inservice to the nursing management team on performance
improvement and acts as a resource to this group. She
completed training on Lean Six Sigma and participated in
two organizational projects. Lanyce is also a member and
active participant in the Pennsylvania Trauma System
Foundation and acts as a resource and consultant to peers
in the healthcare community at large.
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Lancaster
General
Force 9 Autonomy
Audrey Hosler, RN,
Cardiac Rehab, Lancaster General Health Campus
Audrey is described by her nurse manager, “My image
of her encompasses compassion, competence, and a
meaningful contribution to the profession of nursing.”
The examples that demonstrate these attributes include:
Audrey provided care to a 4-week post partum patient
dealing with a metabolic issue. The patient related sorrow
and discomfort by not being able to breastfeed her baby.
There was no breast pump available in the hospital. Hearing
this concern of her patient, Audrey drove to the Women &
Babies Hospital to obtain a breast pump after working her
twelve-hour shift. Audrey also provided care to an elderly
women who was distressed by being away from her beloved
dog. Audrey called the patient’s niece and arranged for the
patient to visit with her pet in the lobby of the hospital. The
patient was overjoyed to see her dog before passing away.
Audrey is involved in community events, coordinating hat
and mitten collections for the Lancaster General Hospital
Family Health Services and Take Your Child to Work Day.
Carla Leed is presenting Bruce
H. Pokorney, MD, retired
Sr. VP and Chief Physician
Executive of Lancaster General
Hospital a plaque in recognition
and appreciation of his many
years of promoting positive
nurse-physician relationships.
The plaque was presented by
the LGH Nursing Department.
Carla Leed received the Bruce
Pokorney award for positive
nurse physician relationships.
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Force 10 Community and the
Health Care Organization
Betsy Collins, MSN, RN
AOCN Oncology Nurse Manager, Lancaster General Hospital
Betsy is the current president of the local Oncology
Nursing Society. She encourages her staff to participate
in professional organizations to enhance patient care.
Betsy supported and mentored her staff in developing onsite support groups for patients with different cancers in
the Lancaster County community; her staff now organizes
and coordinates these support groups on a regular basis.
Force 11 Nurses as Teachers
Laura Marks, BSN, RN
Intermediate Intensive Care Unit, Lancaster General Hospital.
Laura is an active member of the hospital-based
Professional Development Council. She actively identifies
the education needs of the organization by conducting an
annual needs assessment. This past year Laura developed
the topics for the Patient Care Assistant Conference and
the Cultural Diversity Conference, assisted in obtaining
and introducing the speakers at the conference. As an
active member, Laura provides updates to her home unit
on council activities through e-mails, in-services and
staff meetings. On the unit based council, Laura collaborates with the nurse manager to identify unit nurses who
are ready to advance their practice through professional
growth, and assists with educational in-services scheduling.
Laura is a strong proponent of certification, and through
her efforts, over 50% of the IICU staff obtained Critical
Care certification, while another 48% participated in
advanced trauma care education.
Nursing
Force 12 Image of Nursing
Amanda Shenk, RN
7 West, Resident, Nurse Manager Program, Lancaster General
Hospital
Amanda’s peers describe her as one who fosters or advises
and always displays a positive attitude. During busy and
stressful shifts, Amanda finds the bright side of the issue
and has the team focus on that aspect. When caring for
patients, she displays compassion and a caring attitude.
She is a role model for her peers as she leads by example
and never asks anyone to do anything more than she
is already doing. When team members have a concern,
Amanda provides a listening ear and advises in a practical and caring manner. Amanda is currently in the
Nurse Manager Residency Program and leads the 7 West
Clinical Practice Council.
Force 13
Interdisciplinary Relationships-Nursing
Melissa Weik, RN
Quality Standards Coordinator for Lancaster General Hospital
Melissa’s efforts contributed to the success and achievement of many hospital service lines, departments, committees, projects, and goals to such an extent that a team
eagerly supported Melissa’s nomination. Melissa formed
an interdisciplinary team to initiate a performance
improvement project surrounding patient identification
and glucometer testing. Through this project, the team
decreased patient mis-identification by 50%. Melissa also
participated in mentoring the Nursing Quality Council
leadership and team in aspects related to regulations and
performance improvement initiatives the council was
assessing. Melissa collaboratively developed performance
tools on patient care processes and developed multiple
interdisciplinary teams that successfully obtain JCAHO
certification. Melissa is looked upon as a resource for regulations and supports all departments.
Force 13 Interdisciplinary
Relationships-Non Nursing
Kim Hatch
Community Relations Specialist for Lancaster General Hospital
Kim supports not only the Department of Nursing, but the
entire hospital. She is actively involved in leading many
events including United Way “kick off” events, A Day
of Caring and Take Your Child to Work day. One of the
most powerful communications to employees includes the
video developed for the annual Employee Recognition
Dinner. Specific to nursing, Kim is actively involved in
developing and expanding communication to the public
for our annual Nightingale Tea Award Winners during
Nurses Week, and participates on many committees
Annual
Report
related to ANCC Magnet Designation. She assists in
developing the annual Magnet Video and newspaper
announcements of award winners, assisting in the development of advertising to promote our Pennsylvania
Nightingale Award nominees. Kim takes time to learn
about our new nursing model of care —Relationship
Based Care — so she can design our advertisements and
announcements in a meaningful way.
Force 14 Professional Development
Mary Calabrese, RN, BSN
Staff Educator, Institute for Professional Development, Lancaster
General Hospital
Mary instructs a multitude of classes and exemplifies
professional development. Her students describe her as
someone who is “energetic and motivates them to move
beyond their expectations, enveloping the concepts that
are unique to nursing.” Several new nurses noted on
evaluations, “Mary helps me to realize my strengths and
encourages me to rely on those strengths to learn. Mary
is exciting in the classroom as well as on the unit. She
is organized but engaging as she leads peers through new
learning concepts. Mary closely monitors those going
through orientation to ensure the success of each candidate.”
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Lancaster
General
Magnet poster winners
T
he 2007 Magnet Week Poster Showcase was a
great success. This year more than 25 nursing
departments participated, showcasing their creativity and dedication as they communicated how their
teams exemplified one of the fourteen Forces of
Magnetism. The winning posters were displayed
at Lancaster General Hospital, Lancaster General
Health Campus and Lancaster General Women &
Babies Hospital.
Winners not pictured
Quality Improvement
Tie: 8 East Mental Health Unit & 7 Lime
Neuroscience
Quality of Nursing Leadership
6 West Cardiac Telemetry
Organizational Structure
8 Lime Oncology
Personnel Policies and Programs
8 North Medical Surgical
Consultation and Resources
Emergency Department
Autonomy
5 North Cardiac Telemetry
Community and the Health care Organizations
3 East Pediatrics
Nurses as Teachers
Labor and Delivery
Interdisciplinary Relationships
Mental Health located in the Emergency
Department
Professional Development
6 North Intermediate Intensive Care Unit
8
Professional Models of Care
6 East
Quality of Care
Neonatal Intensive Care Unit
Image of Nursing
7 West
Nursing
Annual
Report
Dignity & Respect
Dear Lancaster General Hospital,
I am writing to commend your Staff Nurse Jennifer
Slussar. My mother was fortunate enough to be assigned
to her care. Having practiced as both a registered nurse
and an oncology nurse practitioner, I have a firsthand
understanding of how difficult some patients can be…
especially the elderly who have been uprooted from their
normal environment and routine.
Ms. Slussar managed my mother’s mental confusion as well
as her physical needs with absolute grace, encouraging her
to maintain her dignity and some sense of autonomy. She
was quick to respond to any situation that required timely
intervention and she listened carefully to my mother’s
complaints and concerns without disregarding
them – a quality that I find sorely lacking in many of
today’s young practitioners. Ms. Slussar was readily available to me by phone and spent time that she might
have used elsewhere, seeking out information regarding
my mother’s test results and treatment plan. The term
“patient advocate” certainly applied to her management
of my mother’s stay at Lancaster General.
Please pass on my regards to Ms. Slussar as you share this
letter of commendation with her. And thank her on my behalf
for her very professional, yet caring manner, that she exhibited
toward my mother during her stay on 4 West.
Sincerely,
C.W.
FORCES OF MAGNETISM
3 Management Style
•
8 Consultation and Resources
•
9 Autonomy
•
12 Image of Nursing
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Lancaster
General
Nursing Services
Recognition Week
award winners
L
ancaster General Hospital’s Nightingale Tea, held
each May during Nursing Services Recognition
Week, provides an opportunity to recognize the compassion, dedication and skill of professionals who make a
difference in the lives of patients and families every day.
Each year the Department of Nursing receives over 100
nominations for the peer recognition awards. This year’s
award winners included:
Weidman Award for Outstanding RN Staff Nurse:
Mary Ann Hoffman, RN
Outstanding LPN Award: Kathleen M. Miller, LPN
Outstanding Patient Care Assistant Award:
Timothy J. Charles
Outstanding Unit Clerk Award: Tiffany L. Yohe
Outstanding Student Award: Shannon N. Taylor
Outstanding Nursing Administrator/Manager Award:
Wendy S. Fitts, MHA, RN
Outstanding Nurse Educator Award:
Susan M. Graybill, MSN, MS, Ed, CNOR
Outstanding Nurse Practitioner Award:
Lesetta M. Weaver, MSN, RN, CNRP
Outstanding RN Preceptor Award: Heidi F. Neff, RN
Outstanding Patient Care Preceptor Award:
Shawn P. Cash
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PEER RECOGNITION AWARD WINNERS from left, Shawn P. Cash, 5W; Heidi A. Neff, 4W: Timothy J. Charles, 5W; Kathleen
M. Miller, LPN, Geriatric Associates; Lesetta E. Weaver, RN, MSN, CRNP, Geriatric Associates; Shannon N. Taylor, nursing student,
Lancaster General College of Nursing & Health Sciences; Susan M. Graybill, MSN MSEd, CNOR, LG College; Wendy S. Fitts, MHA,
RN, Performance Improvement, Quality and Decision Support; Mary Ann Hoffman, RN, PACU; and Tiffany Yohe, PACU.
Nursing
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S
cholarships are also awarded at the Lancaster General
Hospital Nightingale Tea. In May of 2008, ten staff
members received $1,000.00 scholarships from the James
H. Binns Memorial Scholarship Fund to further advance
their education. These awards are given in memory of
James H. Binns, a former Lancaster General Board member. This year’s Binns Award winners included:
Gwendolyn D. Burkholder, RN, Emergency Department
Lorraine M. Beck, Renal Dialysis
Martha L. Weaver, RN, BS, EP Lab
Lori L. Johnson RN, BSN, Campus Pre-anesthesia Clinic
Kimberly D. Hostetter, RN-BC, Cardiac Rehab
Eleanor A. Simpson, RNC, BSN, Labor and Delivery
Scholarship Award Winners from left: Kristen Zulkosky, MSN, RN, CCRN, LG College, Eleanor Simpson, RNC, BSN, Labor and
Delivery, Kimberly Hostetter, RN-BC, Cardiac Rehab, Andrew C. Mayfield BSN, RN, Ortho PACU, Elsie W. Zimmerman, RN, BSN,
CCRN-CSC, NICU, Lori L. Johnson RN, BSN, Campus Pre-anesthesia Clinic, Martha L. Weaver, RN, BS, EP Lab, Lorraine M. Beck,
Renal Dialysis, Rebecca A. Young, BSN, KRN, CCRN, CSC, ICU, Gwendolyn D. Burkholder, RN, Emergency Department
Elsie W. Zimmerman, RN, BSN, CCRN-CSC, NICU
Andrew C. Mayfield BSN, RN, Ortho PACU
Rebecca A. Young, BSN, KRN, CCRN, CSC, ICU
Kristen D. Zulkosky, MSN, RN, CCRN, LG College
The Arlene Neuber Scholarship is awarded to an
LPN pursuing his or her RN or BSN degree. This year’s
winner was Debra Rutter, LPN Pediatrics.
Two Isaac G. Weidman awards were presented
to RNs to further their education. Heather Long, BSN,
Supplemental Staff, received a $1,000.00 scholarship to
pursue her MSN. Lisa Mendez, RN Labor and Delivery,
received a $500.00 scholarship to pursue her BSN.
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Lancaster
General
Courtesy & Time
To: Lancaster General Hospital
From: A Grateful Patient
It is not the place that one would necessarily choose for an extended vacation,
but you made my stay at Lancaster General Hospital (LGH) feel like being in
a four star hotel.
Your competency is without question, but what impressed me the most was
universal courtesy and unselfish extension of time.
One other minor point: you and the Docs saved my life. So to all of you, many,
many thanks for your devotion to your craft, your professionalism and your compassion. If I have missed anybody in this list, please understand that my debt is
extended to everyone on 7 East for his or her dedication.
Professional
L
ancaster General Hospital is proud of its Magnet Nurses.
Obtaining further education or certification is a testament to each nurse’s dedication to nursing, bringing greater
accountability within the profession. Certification validates
nursing knowledge and provides tangible evidence of competency and achievement, demonstrating that nationally
recognized standards are met within the nurse’s specialty.
6 Lime ICU
Furthering education, obtaining a certification,
presenting at conferences, publishing or providing a poster
presentation builds confidence as a professional and brings
strength to the Department of Nursing. Lancaster General
honors those nurses who joined the ranks of professional
growth in 2008.
Master’s Degree in the
Science of Nursing
Cardiac Surgery
I may not recommend that a healthy person choose LGH as a vacation spot, but
it comes mighty close.
Education Advancements
With love and affection,
M.K.R.
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Image of Nursing •
13
Interdiciplinary Relationships
Bachelor’s Degree
in Business
Nursing Administration
Carla Leed, BS, RN
Lebanon Valley College
Mary Fetter, MSN, RN
Millersville University
Care Management
Christina Martin, MSN, RN
Walden University
Oncology Administration
and Research
Jewel Campbell BSN, RN
Eastern Mennonite University
Amy Pixley, MSN, RN
Walden University
Diana Crawford, BSN, RN
Immaculata University
Christy Keller, BSN, RN
Master’s Degree in
Business
Day Surgery
Trauma Service
Shirley Heisey, MBA, RN
Bachelor’s Degree in the
Science of Nursing
Case Management
FORCES OF MAGNETISM
Lindsay Miller, BSN, RN
Millersville University
Candace Sandberg, BSN, RN
Vicki Fitzgibbons, BSN
University of Delaware
5 Lime Trauma Neuro, ICU
Kimberly Martin, BSN, RN
Christina Mills, BSN, RN
Surgical Services
6 North IICU
Donna Straley, BSN, RN
Penn State University
Laura Marks, BSN, RN
6 East Cardiac Telemetry
Elizabeth Thompson, MBA,
BSN, RN
Nursing
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Growth
Doctorate Degree in
Philosophy focus Nursing
Oncology Administration and
Research
7 East Medical Surgical Unit
8 North Medical Surgical Unit
International Association
of Forensic Nurses
Certified Sexual Assault Nurse Examiner
Emergency Room
Margaret Davitt-Harris, PhD, RN
Pennsylvania State University
Patrice Snyder, RN-BC
Jane Howett, RN, SANE-A
Research
Nurse Executive
Certifications
Stacey King, MSN, RN, NE-BC
Amy Pixley, MSN, RN, ONC
Amy Hester, RN, ONC
American Association of
Critical Care Nurses
Critical Care Registered Nurse Certification
6 North IICU
Nurse Executive Advanced
National Association of
Orthopedic Nursing
Orthopedic Nursing Certification
4 North General Orthopedics
Ursula Hohman, RN, CCRN
Laura Marks, RN, CCRN
Melissa Robinson, RN, CCRN
6 Lime ICU
Nicole Byers, RN, CCRN
Anna Lenox, RN, CCRN
American Association of
Neuroscience Nurses
Certified Neuroscience Nurse
4 Lime Total Joint
Paul Gabiana, RN CNRN
American College of
Forensic Examiners
Certified Medical Examiner III
Jane Howett, RN, CMI III
American Nurses
Credentialing Center
Medical Surgical Nursing
4 Lime Total Joint
Sharon Reas, RN-BC
Paul Gabiana, RN-BC
Missy Deascenti, RN-BC
Judi Brendle, MSN, RN, NEABC
Michele Campbell, MSN, RN,
NEA-BC
Association of Operating
Room Nurses
Certified Operating Room Nurse
Surgical Services
Amy Waters, RN, ONC
4 Lime Total Joint Unit
Nichole Shelly, RN ONC
National Certification
Corporation
Maternal /Infant Certification
Couplet Care
Pam Hollenbach, RN, RNC/MIC
Lynz Leader, RN, CNOR
Neonatal Intensive Care Nursing
Cardiovascular
Credentialing International
Registered Cardiovascular
Electrophysiology Specialist
Cardiology EP Lab
Susan Deck, BS, RN, RCES
Heart Rhythm Society
Certified Cardiac Device Specialist
Certified EP Specialist
Cardiology EP Lab
Susan Deck, BS, RN, CCDS,
CEPS
Infusion Nurses Society
Certified Registered Nurse Infusion
IV Team
NICU
Cheryl Vaclavik, RN, RNC/NIC
Oncology Nursing
Society
Oncology Certified Nurses
8 Lime Oncology
Betsy Collins, MSN, RN ONC
Katrina Fetter, RN, ONC
G. Robert Hostetter, RN, ONC
Janine Niehaus, RN, ONC
Ashley Schreiner, RN, ONC
Anthony Torres, RN, ONC
Endoscopy
Outpatient Oncology Services
Miska Yost, RN, ONS/ONC
Sylvia Lyristis, RN, ONC
Society for Clinical
Research
Certified Clinical Research Professional
Oncology Services
Amy Pixley, MSN, RN, CCRP
Presentations/Author
Author
Day Surgery
Jane Rosetti
Wound Care in the OR
Advance for Nurses
Nursing Office
Susan Sample
Chapter in a book:
Chest Pain (pages 139-154)
Clinician’s Guide to Surgical Care,
McGraw Hill: New York, NY.
Sterile Processing Department
Linda M. Coulombe
A Day in the Life of SPD
International Association of Healthcare
Central Service and Material
Management Communique
Surgical Services
Rebecca Hartley, RN, MSN
Tracey A. Ross, CST, MEd
Donna Straley, RN, CNOR
Promoting a Shared Governance
Environment in the Perioperative
Setting: A Model for Success
Sterile Processing Department
Linda M. Coulombe
Retention and Recruitment
OR Nurse 2008, March 2008
Surgical Services
Margi Bowers, RN
Achieving Excellence in PreAnesthesia Clinic
Podium Presentations
Judi Brendle, MSN, RN
Instituting a Nurse Manager
Residency Program for Succession
Planning
International Association of Healthcare
Central Service and Material
Management Annual Conference
Association of Operating Room Nurses
Congress
Poster
ANCC National Magnet Conference,
October 2007
Care Management
Christina Martin
Making a “Uniform” Decision
Stacey King, MSN, RN
Tammy Jo Stetler, BSN, RN
Evidence Based Design: Nursing
and Partnerships to Create New
Clinical Units
Nursing Management Congress
ANCC National Magnet Conference,
October 2007
Research
Maggie Davitt-Harris, PhD, RN
Professional Boundaries
8 Lime
Betsy Collins, MSN, RN, ONC
Developing Basic Clinical
Competencies and Knowledge
Base for Nurses Caring for
Oncology Patients
Oncology Nursing Society National
Conference
Oncology Nursing Society
National Conference
Amy Pixley, MSN, RN
Sexual Intimacy
ACS Survivor Conference
Terri McElroy, RN, ONC
Marion Brandt, RN, CRNI
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Lancaster
General
By your side
Dear Lancaster General Hospital,
Recently I was a “guest” of Lancaster General Hospital. I must admit that I gave
Hopkins consideration as well, but the knowledge, experience, and expertise of
the surgical team of Drs. Rommel, Sieber, and Artuso led me easily to commit to
LGH. Although I was familiar with your tag line “by your side,” I had not truly
given it much thought and had not understood it because I had not experienced
it. But, I have now!
It is most apparent to me now why LGH has attained and maintains the reputation that it does today. The reception, care and treatment I received from everyone was friendly, caring and most certainly professional.
I would particularly like to acknowledge and thank the 7 East Urological Team;
they were certainly “by my side.” It is they, and I am sure other teams like them
throughout the hospital, who have earned LGH its fine reputation.
Nursing
L
ancaster General Hospital and the Department of
Nursing share one vision: To create an extraordinary
healthcare experience every time. How our nurses contribute to this vision is reflected in our patient’s satisfaction.
The Lancaster General Hospital nursing staff focused on
outcome measures in five key areas: Patient Satisfaction
Overall Rating of Care, Likelihood of Recommending
Hospital, Staff Sensitivity to Inconvenience, Staff
Worked Together to Care for You, and Nurses Kept You
Informed. The other graphs compare the department of
nursing from Lancaster General Hospital and Women’s
and Babies Hospital to hospitals across the United States
and Pennsylvania.
Congratulations on your success. And thank you for being “by my side.”
Patient Satisfaction
Staff Sensitivity to Inconvenience
Very truly yours,
H.S.E.
100
98
98
Percentile Ranking
96
TOP 2%
90
FORCES OF MAGNETISM
5
14
Professional Models of Care •
12
GOOD
Image of Nursing
Compared to hospital with > 500 beds
80
FY 05
FY 06
FY 07
FY 08
Nursing
Annual
Report
Outcomes
Overall Rating of Care
Likelihood of Recommending Hospital
100
100
HCAHPS
Hospital Consumer Assessment of
Healthcare Providers and Systems
Bars below tell the percent of patients who gave their hospital a rating of
9 or 10 overall on a scale from 0 (lowest) to 10 (highest)*.
91
TOP 10%
87
GOOD
94
93
Percentile Ranking
Percentile Ranking
93
80
80
FY 05
FY 06
FY 07
94
TOP 10%
88
Worst
FY 06
FY 07
FY 08
Best
Lancaster General
Hospital
Pennsylvania Hospitals
Average Score
GOOD
FY 05
FY 08
96
74%
62%
U.S. Hospitals
Average Score
64%
0
10 20 30 40 50
*Most recent available date: CY 2007 Data
Staff Worked Together to Care for You
100
80
91
TOP 10%
Percentile Ranking
Percentile Ranking
88
77
74
GOOD
80
FY 05
FY 06
FY 07
FY 08
FY 05
FY 06
FY 07
FY 08
LGH – Duke Street
Top 15% of U.S.
Likelihood of Recommending
Top 15% of U.S.
Overall ER Care
Top 15% of U.S.
70
70
GOOD
80
KEY Satisfaction Factors*
TOP 20%
90
70
Nurses Kept You Informed
80
90
60
Women’s & Babies
Top 2% of U.S.
Likelihood of Recommending
Top 1% of U.S.
*Press Ganey Associates, FY 2008
15
Lancaster
General
Nine Time Recipients of the 99% Club
The 99th Club Winners
Each year, the Quality and Decision Support Department
acknowledges the departments that obtain the 99th percentile in key areas of Press Ganey Patient Satisfaction surveys
identified by Lancaster General Hospital and the Department
of Nursing. This was the third year nursing units received
this highly regarded recognition. Press Ganey scores were
reviewed monthly, giving each area a total of 12 possible
times to win this year. As noted in the following chart, several
units received the award throughout the year, demonstrating
Nursing’s commitment to create an extraordinary healthcare
experience every time!
Nine Time Recipients of the 99% Club
Three Time Recipients of the 99% Club
Women and Babies Hospital Gynecology Unit
3 West Vascular Telemetry
Eight Time Recipients of the 99% Club
6 North Intermediate Intensive Care Unit
3 East Pediatrics
Women and Babies Hospital Neonatal
Intensive Care Unit
Seven Times Recipients of the 99% Club
Women and Babies Hospital Newborn Nursery
Women and Babies Hospital Short Stay Care Unit
Two Time Recipients of the 99% Club
Six Time Recipients of the 99% Club
7 Lime Telemetry
Women and Babies Hospital Surgical Services
7 West Medical Surgical
5 West Congestive Heart Failure/Telemetry
6 Lime Intensive Care Unit
6 East Cardiology Telemetry
Women and Babies Hospital Lactation Support
8 Lime Oncology Unit
5 Lime Trauma Neuro Intensive Care Unit
One Time Recipients of the 99% Club
5 North Cardiac Telemetry
Five Time Recipients of the 99% Club
5 East Cardiac Surgery Step Down Telemetry
Supplemental Staffing
Four Time Recipients of the 99% Club
7 East Medical Surgical
16
Nursing
8 Lime
Children’s Health Center
WBH GYN Unit
WBH WSCU
Annual
Report
17
Lancaster
General
Patient Safety
Hospital-Acquired Infections
2007 PHC4 Report
10
9.4
20
Statewide
19.7
17.7
15
10
Lancaster 13.8
General
CY 06
CY 07
Hospital Acquired Infections
2007 PHC4 Report
The Pennsylvania Health Care Cost Containment Council
(PHC4) is an independent state agency that addresses
rapidly growing health care costs. The Hospital-acquired
Infections in Pennsylvania report includes information on
approximately 1.6 million patients treated in 165 general
acute care hospitals. Because not all hospitals treat the same
types of patients, they were categorized by “peer groups”
so that hospitals that offer similar types and complexity of
services and treat a similar number of patients are displayed
together. The graph depicts the number of cases and infection rate per 1,000 cases. As seen, Lancaster General’s infection rate is lower than the state and peer group.
18
8
7.3
12.4
FY 06
13.81
11.54
12
9
6
GOOD
9.24
4.48
6.35
4.07
3.57
3
NHSN Mean 2.5
NHSN Top Quartile= 1.3
6
15
GOOD
9.4
20.8
# per 1000 vent days
Infection Rate per 1000 cases
Peer Group 1
GOOD
22.8
Ventilator-Associated Pneumonia Rate
ICU
rate per 1000 ventilator days
25
Ventilator Associated Pneumonia
0
FY 07
FY 08
0
FY 07 July Aug Sept Oct
0
Nov Dec
Jan
0
Feb
0
0
0
Mar April May June
Ventilator-associated pneumonia (VAP) is a type of healthcare associated infection (pneumonia) which may occur in
people who are on mechanical ventilation through an endotracheal or tracheostomy tube for at least 48 hours. Over the
past three years, Lancaster General Hospital decreased the
number of VAPs.
This graph depicts the significant decrease in Ventilator
Associated Pneumonias for the Intensive Care Unit
located on 6 Lime at Lancaster General Hospital. The red
line depicts the initial target goal. The unit results were
lower than target having 7 months without any Ventilator
Associated Pneumonia!
The National Healthcare Safety Network (NHSN) is a
secure, internet-based surveillance system that provides facilities with risk-adjusted data that can be used for interfacility
comparisons and local quality improvement activities.
Nursing
Annual
Report
Patient Safety
Blood Stream Infections
3.5
Catheter-Associated Urinary Tract Infections
12
GOOD
3.5
GOOD
Overall Appropriate Care Measure
Compliance (%)
100
GOOD
1.8
2.0
1.5
1.0
0.5
0.0
NHSN Median= 1.9
FY 05
FY 06
0.9
0.4
FY 07
FY 08
Blood Stream Infections
This chart represents Blood Stream Infections that are not
associated with any other cause which develop due to bacteria being introduced into the blood stream from central
line catheters. Lancaster General Hospital’s results indicated
a steady decline and surpassed the Top Quartile results
when compared to the National Healthcare Safety Network
(NHSN) benchmark.
78.5
10.6
10.3
10
9.5
# per 1000 Foley Days
2.5
# per 1000 Foley Days
# per 1000 catheter days
3.0
74.6
80
85.1
90
65.5
77
75.1
80
NHSN Median 2.9
8
FY 06
Top Decile
85 Lancaster
General Hospital
FY 07
FY 08
60
FY 06
FY 07
PA Avg.
FY 08
Catheter-Associated
Urinary Tract Infections
Overall Appropriate
Care Measure Compliance
The urinary tract is the most common site of hospital
acquired infection. Although not all catheter-associated
urinary tract infections can be prevented, it is believed that
a large number could be avoided by the proper management
of the indwelling catheter. In this graph, Lancaster General
Hospital shows a decrease over the past 3 years, but remains
above the National Healthcare Safety Network (NHSN)
benchmark. The Department of Nursing partnered with the
Infection Control Department to change and enhance protocols in hopes to decrease the infection rate even further.
The Centers for Medicare & Medicaid Services (CMS)
is interested in promoting and measuring “the right care
for every patient, every time.” To determine whether
the patient received the right care [all the recommended
care they were eligible to receive] for an acute myocardial
infarction, heart failure, or pneumonia, CMS developed
a composite scoring methodology called the Appropriate
Care Measure. Lancaster General Hospital results indicate
patients are more apt to receive the recommended care for
acute myocardial infarction, heart failure, and pneumonia
than compared to other hospitals in Pennsylvania.
19
Lancaster
General
Patient Safety
Inpatient Falls
GOOD
33
4.6
falls per 1,000 pt days
17
20
3.9
3.9
Fall Rate (per 1000 patient days)
3.6
20
15.3
15
10
FY 06
11.5
5
NDNQI Top Quartile = 2.25
FY 07
FY 08
Inpatient Falls
Inpatient falls include any unplanned to descent to the
floor by a patient. Lancaster General Hospital noticed
a slight increase in falls over the past two years. In
comparison to the National Database Nursing Quality
Indicators (NDNQI), Lancaster General Hospital
remained above the benchmark.
20
15
# of falls with injury
25
4.2
3.0
GOOD
23
30
Falls with injury
3.8
25
35
31
3.4
40
% Hrs. on ED Divert
5.0
% of Operating Hours on ED Divert
0
10
FY 06
FY 07
FY 08
Percent of Operating Hours on
Emergency Department (ED) Divert
Emergency (ED) Divert indicates that the Emergency
Department cannot accept any additional patients transported by ambulance due to a temporary lack of critical
resources. This graph depicts the significant decrease in the
percent of hours on ED divert over the past three years.
Nursing
Annual
Report
Innovations
Future Nurses Club
In 2007, the Retention, Recruitment and Staffing Council
developed the Future Nurses Club. The purpose of the
club is to teach students about the nursing profession,
while providing a support system for students anticipating
or exploring a career in nursing. After contacting the local
area high schools, two schools — Solanco High School
and Garden Spot High School — agreed to participate.
dent nurses, “Our hope is that the pin is a symbol for you,
as a future nurse, of the care and devotion it takes to one
day become a successful nurse”. Michele Campbell, VP
Nursing, WBH; Tim Zellers, VP Nursing, LGH; Carla
Leed, Director liaison to RRS; Aimee Anderson, Chair
RRS; and Vanessa Heisey, Future Nurse Club Chair, participated in the pinning ceremony.
Thirty-six students from Garden Spot, and ten students
from Solanco, in grades 9 through 12, participated in the
program. During the year, RNs from Lancaster General
Hospital provided education through lecture and classroom demonstrations. A pinning ceremony was conducted
during the last day of the club for the school year. Each
student received a Florence Nightingale Pin. Vanessa
Heisey, RN, Chair of Future Nurses Club, told the stu-
After the year was completed, participants were asked to
complete a survey. Here are a few of the results:
Has your view of a nurse’s daily job functions changed?
YES – 23 NO – 8
If YES, how has your view changed?
• I understand how much work goes into being a nurse
• It takes a lot of dedication
• I’ve learned that nurses do more than just help; they
change people’s lives
• It gave me more knowledge
• I learned how many different fields of practice there are
in nursing
• They work harder than how people have viewed them
in society
• I now understand more about the different jobs and
responsibilities
• It is harder than I thought
•I
realize they are a lot more important than I thought
are so many ways to become a nurse
• I have a better understanding of what they do. I didn’t
realize they have so much to do
• I know more in depth what is required of someone in
the healthcare profession
• It showed me that they do more than heal; they are
teachers, too
• There
On a scale of 1 – 5 what is the probability that you will
apply to nursing school?
1–0
2–2
3–3
4–7
5 – 21
Five senior students completed the survey, three of whom
applied to RN education programs.
Goals for the Future Nurse’s Club next year focus on
increasing the participation of local area high schools,
developing a four-year curriculum, and increasing the
number of students applying to RN educational programs.
21
Lancaster
General
The Nurse Extern Program
At Lancaster General Hospital, we are proud to have the
largest student nurse extern program in Pennsylvania.
The typical enrollment for extern programs is 25 student
nurses. For the last two years, we enrolled over 70 students. Lisa Ruth-Sahd is the program coordinator; Carol
McCall, RN Nurse Recruiter, and Sharon Graver, RN
Nurse Recruiter, coordinate the recruitment, application,
and employment of externs. The Retention, Recruitment
and Staffing council coordinates the ambassador program
and supports the preceptors and externs.
The Nurse Extern Program at LGH provides nurses the
opportunity to gain greater exposure to a clinical setting,
enabling them to practice the skills they learned in their
nursing education program with an RN preceptor where
they previously had only limited exposure. Nurse externs
can observe or practice in those areas in which they wish
to have greater exposure, helping them better define
their interests and the areas in which they might wish
to practice following graduation. The extern position is
paid employment in a real work setting, allowing the student nurse to build his or her professional resume while
smoothing the transition from school to work.
The student nurse extern program has also proven to
be an excellent recruitment tool for the Department of
Nursing, giving us the opportunity to evaluate the students as potential future employees, while we help them
progress from students to nurses upon graduation.
22
This year we had a total of 78 externs from the following
colleges and universities:
• 38 externs from Lancaster General College of Nursing & Health
•
•
•
•
•
Sciences
12 externs from Harrisburg Area Community College
7 externs from York College
5 externs from Bloomsburg University
4 externs from West Chester University
1 extern each from Eastern Mennonite University, Penn State
University, Indiana University of Pennsylvania, Alvernia College,
Mansfield University, Messiah College, Indiana University - Purdue
University Indianapolis, Palm Beach Atlantic University, and
Shippensburg University
This is what the externs had to say about their experience:
“I want to be the kind of nurse I was working with.”
“I gained confidence.”
“I learned critical thinking skills.”
“I had such great preceptors.”
“This is my second career. I could not believe the great teamwork. I
never experience teamwork like I did in the ICU.”
“Faculty was just great! It was nice to see the human side of them.”
“I can’t wait to go back to school. I am so much more prepared.”
“Wonderful nurse recruiters.”
“The nurse works from her heart, mind, and soul.”
“I liked working with new preceptors a year out of school because they
could really relate to me and know how I was feeling as a new nurse.”
“I now have the attitude that I see what I learned today, and I will
seek to identify what I may learn tomorrow.”
“The nurse managers were wonderful, welcoming and genuinely concerned that we have a good experience.”
Nursing
Lancaster General Hospital surveyed the 78 externs on
their experience. Sixty-seven surveys were returned. The
survey used a scale 1(lowest) – 5 (highest). Below are the
results as averaged from the total:
1. I felt welcomed and a part of the team.
4.74
2. I was extended the opportunity to participate in
4.58
new experiences.
3. The staff members understood my role as an extern and I was
4.34
able to feel engaged in this role.
4. This experience better prepared me for my next semester.
4.79
Annual
Report
RRS Ambassador Program
The ambassador program, developed by the Retention,
Recruitment and Staffing (RRS) council, is unique to
Lancaster General. An RRS ambassador is an extern who
is responsible for the following outreach:
• Ensuring externs are greeted by a representative from
the unit and are introduced to the preceptor, Nurse
Manager, and staff
• Overseeing a “Welcome to our Floor” event at the start
of each rotation
5. I would recommend the LGH Nursing Externship
Yes
No
program to a fellow student.
Results: 66 – Yes, 1 – Maybe
• Staying in contact with the extern — sending birthday
cards, etc.
• Serving as the primary contact and mentor for the externs
EXTERN STATISTICS 2002-2008
Non-LGH Externs
LGH Externs
Total % Interns Hired
50
100
90
74%
40
70%
56%
70
60
63%
50
51%
20
responsibilities of the externs
80
68%
30
• Educating the Unit staff on the roles and
40
30
20
10
10
0
n=27
2002
n=25
2003
n=41
2004
n=47
2005
n=49
2006
n=73
2007
0
23
Lancaster
General
Lean Six Sigma in Healthcare
LGH- ICU Length of Stay on Mechanical Ventilation
January 2007 -September 2008
Multidisciplinary Rounds enable all members
of the healthcare team caring for critically ill
patients to come together and offer expertise in
patient care. The team consists of a physician,
primary nurse, pharmacist, respiratory therapist,
physical therapist, social work, pain and palliative
care and nutrition. Families are invited to participate in these daily rounds which help to increase
communication, discuss the plan of care and have
their questions answered.
5.0
4.5
4.0
3.5
3.0
2.5
2.0
1.5
1.0
0.5
0.0
24
GOOD
4.4
4.12
4.09
Goal < 4.0 days
3.62
3.01
3.1
Jan-Mar 07
Apr-Jun 07
Jul-Sept 07 Oct-Dec 07
Quarter
Jan-Mar 08
Apr-Jun 08
LGH- ICU Central Line Associated
Blood Stream Infection (FY 2008 to present)
Days
Multidisciplinary rounds are key to developing a
culture of collaboration and improvement in our
Intensive Care Unit, allowing patient centered
care planning, prevention of harm, and improved
patient outcomes. The rounds help facilitate
implementation of evidence based practices,
establish daily patient goals, identify safety risks
and prevents gaps in delay of care, all leading to a
decrease in length of stay, a decrease in ventilator
days, decrease in ventilator associated pneumonia
and catheter related blood stream infection rates
in the critical care unit.
Days
Intensive Care Unit
Multidisciplinary Rounds
5.0
4.5
4.0
3.5
3.0
2.5
2.0
1.5
1.0
0.5
0.0
GOOD
4.2
0
July 07
Aug 07
0
0
0
0
0
0
0
0
0
Sept 07
Oct 07
Nov 07
Dec 07
Jan 08
Feb 08
Mar 08
Apr 08
May 08
Lancaster General Hospital nursing staff continues to
embark on the journey to improve processes and practice
to enhance and ensure safe care to patients. In 2007, the
nursing department started to use the Lean and Six Sigma
methods of performance improvement. Lean is a strategy
that focuses on eliminating waste (time, money, resources,
etc) in a step-by-step process to create value in the eyes
of the customer. Six Sigma is a data-driven quality methodology that eliminates variation and its associated costs
from a process. The central components of Lean and Six
Sigma are DMAIC—participants define, measure, analyze,
improve and control a process. Since 2007, eight nurses
have been trained in the Lean Six Sigma techniques.
One project used this methodology and focused on the
increasing length of stay for medical patients greater
than 64 years of age, in hopes to decrease the length of
stay. The process of access and throughput of patients
was divided into three broad phases; admission, diagnosis
and treatment, and discharge. Six East, a telemetry unit,
volunteered to participate in the project.
In May, 2007 a dedicated unit case manager (UCM) was
assigned to 6 East to improve the care coordination and
communication of the healthcare team. The UCM is
a registered nurse with specialized education and skills
in utilization of resources. He/she collaborates with the
patient/family, healthcare team, and payors to ensure
quality of care, efficiency and cost effectiveness and will
obtain insurance authorizations for the hospital stay. The
UCM consults with the Social Worker for patients with
complex psychosocial needs, and any an increased levels
of care after discharge, such as an extended care facility.
Nursing
Annual
Report
Several key areas were addressed to improve the
communication among the healthcare team:
• A discharge planning tool was developed for documentation of the patient’s pre-hospital living arrangements, support, and the assessments and action plans of the UCM and
social worker. The discharge plan will be in one place.
•A
potential discharge date is established by the UCM,
medical team, and patient/family within one business
day of admission and displayed in the patient’s room so
all team members work together to meet the target.
• Daily
huddles among the staff, UCM, social worker.
• Designating
a physician group patient aggregation with
defined time for physician rounding.
• Monthly
healthcare team meetings to discuss progress
and additional improvement methods.
The results of the strategies showed a dramatic improvement in reduced length of stay without increased readmission rates or adverse outcomes. Results demonstrated 164
additional patient days were available May-Sept 2007 in
contrast to the same patient population in 2006. In addition, 6 East cared for 76 more patients in that same time
frame as compared to last year.
Unit Care Management Initiative
The demonstrated results and lessons learned from the 6
East Lean Six Sigma initiatives resulted in the development of the Case Management/Social Work Redesign
Taskforce. It was determined that best practice was to
have a unit-based Case Management program, as well as
establish an Emergency Department Case Manager role.
6 East Lean Six Sigma
As the role of the Case Manager expanded, the role of the
Social Worker was redefined and Post-Discharge Assistants
were added to the Social Work department to assist with
various social work tasks. In FY 2008, the Unit Case
Manager (UCM) design rolled out to seven nursing units,
and in FY 2009 the plan includes eleven additional units.
Medicare Lengh of Stay and CMI*
CMI Medicare
6.04
1.80
1.75
5.69
1.67
1.60 1.61
1.66
5.72
1.65
5.5
1.66 5.3
5.1
4.9
1.55
*CMI (case mix index)
1.50
5.9
5.7
1.68
1.67
5.57
1.65
5.96
5.86
1.74
6.1
5.97
5.85
1.70
The roles of the Unit Case Managers and Emergency
Department Case Managers continue to evolve. Their
diligence and expertise in discharge assessment and planning has contributed to a decreased length of stay over
the past year from 5.96 to 5.72 days per patient. The Care
Management Department is committed to fulfilling our
mission to coordinate the care of patients by maximizing
the utilization of resources in order to guide the patient
and family through the healthcare experience.
LOS > 64*
*Excludes rehab & psych
FY 01 FY 02 FY 03 FY 04 FY 05 FY 06 FY 07 FY 08
4.7
4.5
25
Lancaster
General
Relationship
Based Care
“We experience the essence of care in the moment when one human being connects
to another. When compassion and care are conveyed through touch, a kind act, through
competent clinical interventions, or through listening and seeking to understand the others
experience, a healing relationship is created. This is heart of Relationship-Based Care.¨
Relationship-Based Care – A Model for Transforming Practice
A
Talking Pieces – Anyone wishing to share ideas, thoughts and feelings
during Circle held a Talking Piece. The pieces were either ones provided
by the consultants or ones we brought in that had special meaning to us.
t Lancaster General, we are beginning to implement
a new care delivery model called Relationship Based
Care (RBC). At its center is the idea that professional
nursing practice is about the relationship with patients
and families, not about the completion of a series of tasks.
What this means for our staff is that each care task they
deliver — whether simple or complex — is done within
the context of a therapeutic relationship.
A relationship is established upon the patient’s admission
to or encounter with Lancaster General. It is the responsibility of the nurse, in collaboration with the interdisciplinary staff, to ensure continuity of care and to keep the
patient and family at the center of all decision making.
Care provider’s relationships with patients and families.
The care provider knows that each person’s unique life
story determines how he/she will experience illness.
Care provider’s relationships with self.
The relationship is nurtured by self-knowing, and self-care.
Care provider’s relationships with colleagues.
Quality care occurs in environments where the standard
among members of the healthcare team is to respect and
affirm each other’s unique scope of practice and contribution, to work interdependently to achieve a common purpose, and to accept responsibility for creating a culture of
learning, mutual support, and creative problem-solving.
Implementation
Circle – “Calling the Circle” is a way of creating a sacred space where
people can share ideas in an atmosphere of support and safety. We listen
with attention and speak with intention. This was an extremely powerful and moving activity that nurses engaged in at least twice daily during
Reigniting the Spirit of Caring, a three day work shop.
Group Activity – One of several group activities that gave us a greater
awareness of ourselves and our co-workers.
26
We believe that by following this practice, we are improving the quality and safety of our patient care and enhancing the work experience of our staff.
What is Relationship-Based Care (RBC)?
The RBC model is an overarching concept that supports
three crucial relationships:
Lancaster General in partnership with Creative Health
Care Management will roll-out RBC in waves of
units with support from nursing professional practice.
Decisions will be made by each Unit-Based RBC Steering
Committee as they decide how to implement best practices on their individual unit within the principles of the
Professional Practice Model.
Nursing
nship-Based C
atio
are
R el
Leade
rs
mwork
Tea
p
hi
comes
ut
l
na
sour s
ce
r
Ca ve
Deli
To implement RBC, the steering committee developed
guiding principles for all of nursing. Through these principles, each nursing team developed specific action plans to
bring the principles to life with patients, colleagues and self.
I encourage you to use this every time with every person
and every encounter. Doing so enriches not only the lives
of those you serve but your own life as well. And to all of
you, I wish you a ‘heart of peace’ ”.
Report
Wave 1 – the entire group of Wave 1 Unit Committee
representatives.
Re
Our Expected Outcomes
• Improved employee satisfaction and retention
• Improved physician satisfaction and participation
• Improved patient/family satisfaction and loyalty
• Improved quality and safety
• Increased recruitment
Nurses Leaders attended a three day work shop titled
“Leading an Empowered Organization.” Bonnie Kuzma,
BS, RN shared insights from her learning: “My team and
I are beginning our journey into Relationship Based Care.
This model is designed to enhance every relationship that
we encounter. It focuses on the care of patients and families, the care of our colleagues and the care of self. I call it
“ working from the heart”. Just recently, I attended a workshop where the speaker Maurine Evans, Creative Health
Care Management, talked about having a “heart of peace”
as opposed to having a “heart of war”. Having a “heart of
peace” positively impacts how we interact with others.
Having a “heart of peace” encourages one to think before
speaking, think more about others, remove emotion out of
conversations and talk professionally and constructively to
best meet the desired outcomes. Having a “ heart of peace”
entails removing judgment, anger, frustration, negativity,
the desire to be right and the desire to be perfect. I have
used this concept several times and it has been a truly
effective way to enhance my relationships with each person that I encounter.
O
This process will take us through the early part of 2010.
Wave 1 – ICU, 4 North, 4 West and Women’s Inpatient
at WBH. Their roll-out will begin in June.
Wave 2 – 8 North, 4 Lime, Pediatrics and 5 North. Their
roll-out will begin in October.
Wave 3 – Couplet Care, Labor and Delivery/Triage/
Special Care Unit, 6 East, 7 North.
Wave 4 – NICU, 5 Lime, 6 North and 7 West.
Wave 5 – 5 West, 5 East, 8 Lime and Emergency
Department.
Wave 6 – 3 West, 7 East, 6 West and 7 Lime.
Wave 7 – 8 East, MOPU/Outpatient Oncology, 4 East, 8
West, IV team and cardiology.
Wave 8 – Day Surgery, OR-Endo, PACU-Short Stay
Unit, Pre-Post PACU-Ortho, Surgical
Services, Surgical Services-Ortho, AnesthesiaCRNA, Campus Surgery, Periop WBH.
Annual
o
Professgi
Nursin
e
ry
t
Ca
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Lancaster
General
Thank you for all you do… everyday.
Dear Nursing Staff at Women & Babies Hospital
We wanted to write you and let you know how we all are
doing as well as take a moment to thank you for everything you did for us during our time at Women & Babies
Hospital (WBH).
In case you don’t remember us, allow me to refresh your
memories! We welcomed our beautiful baby girl, Anna
Grace, into the world at 1:40 a.m. on Sunday, February
10th. Her delivery went wonderfully and was uneventful,
although the rest of the day was not. Around 7:30 that
morning my nurse, Linda, realized that I was bleeding
more than I should have been and went to find a doctor. Just moments after this, my husband, Brian, had a
grand mal seizure. Immediately our room was swarmed
with many of you, some of whom attended to Brian while
the others took Anna and me out of the room. Many of
you continued to work on Brian until he was taken by
ambulance to the main LGH campus. I was rather beside
myself during this time and many of you — I don’t know
your names — stayed with me until my parents and other
family members could arrive. You stayed with me through
the procedure to stop the bleeding, which was just
one more thing to deal with on top of everything else.
Throughout the day and the rest of my stay at WBH, I
was completely in awe of the care that I received from
each and every nurse and aide that I came in contact
with, not just physically, but emotionally as well. You
took the time to stop by my room to check on me and
get updates about Brian. Some of you prayed for me and
my family; you had flowers sent to my room, arranged for
my family members that were staying with me in Brian’s
absence to have free meals, and so many other little
things that helped me through the difficult weekend.
Anna and I were able to come home Tuesday morning,
and my 2-year-old son was excited to finally meet his little
sister. Brian was released from LGH Tuesday evening and
we had a very excited and emotional reunion! I am very
happy to report that the doctors were unable to find any
abnormalities in Brian’s body. Every test came back normal
and he is feeling 100% himself. We believe that the seizure
was a result of stress and lack of sleep (those husbands!).
The doctors do not believe that he will ever have another
seizure. Anna is doing wonderfully. She is a very laid back
and content baby, and so far has been a good sleeper. It is
hard to believe that she is 6 weeks old already!
Words cannot express how thankful we are for the care
that we received. It was unbelievably comforting for
Brian to know that I was well-cared for in his absence.
I have often heard it said that nurses make or break a
hospital experience, and that is such a true statement.
The support that I received from each and every one of
you is something I will never forget and have spoken of
to many people. Although little Anna’s birth has difficult
memories, there are plenty of good memories, too. We are
thankful to all be home, together and healthy, and feel
very blessed to have two wonderful children to love.
Thank you again for all that you do every day for so
many people. You have the opportunity to touch so many
lives. Know that even on days when what you do seems
unappreciated, there are lives that you have saved and
changed. Keep up the awesome work! We look forward to
seeing you all again for baby #3, whenever that is!
Love,
B. K. R.
FORCES OF MAGNETISM
1 Quality of Nursing Leadership
28
•
9 Autonomy
•
12 Image of Nursing
Nursing
Annual
Report
Nursing
Governance Structure
N
urses at Lancaster General Hospital influence the
way in which their profession is practiced through
the Professional Practice Model (PPM). The PPM provides a framework for the nurses’ voices to be heard
and valued. The PPM consists of four staff-led councils:
Professional Development Council (formerly called
Education Council), Clinical Practice Council, Quality
Council, and Recruitment, Retention and Staffing
Council. There are two nursing leadership councils:
Management Council and Nursing Operations. The
final council, the Nursing Executive Council, includes
the chairs and co-chairs from the other six councils,
the Chief Nursing Office, Vice President of Nursing
at Lancaster General Hospital and Women & Babies
Hospital, and the Magnet program director. This structure provides equal representation from both staff and
leadership.
Shared Governance Structure
Nursing Executive
Council
Operations
Council
Quality
Council
Professional
Development
Council
Unit Based
Councils
Management
Council
Clinical
Practice
Council
Recruitment
Retention
Staffing
Council
The illustration at left, depicts the Department of
Nursing’s Shared Governance Model. The focus of the
model is at the center of its core — the unit- based
councils. Unit-based councils are the foundation of
Professional Practice Models, where the majority of decision making occurs at the bedside. The unit-based councils feed into the hospital-based councils and provide
two-way communication between nursing staff and nursing leadership. At the hospital council level, nursing staff
represent the Lancaster General Hospital Department of
Nursing and the profession of nursing overall.
29
Lancaster
Sub Council
General
Nursing Research Committee
Nursing
Executive Council
This past year, the Nursing Executive Council (NEC)
voted on changes to council accountabilities. These new
accountabilities are outlined under each specific council.
Nursing Executive Council
Accountabilities
1. Establish and support strategic nursing priorities
2. Design and oversee the Lancaster General Hospital
Nursing Scorecard and Annual Nursing Report
3. Integrate activities and decisions of the nursing councils and the key committees reporting to the NEC
4. Approve appointment of chair and chair-elect for all
nursing councils
5. Approve utilization of any monies within the Friends
of Nursing Fund
6. Coordinate the maintenance of the
Generic Structure Standards
7. Facilitate and promote participation in Magnet Week
The Sub-Council is accountable for research.
30
Strategic Priorities for 2008 included
• Improving relationships with patients and families, colleagues, and physicians utilizing Manthey’s
Relationship Based Care as the Lancaster General
Hospital professional nursing model.
• Recruiting and retaining the nursing workforce to
create an environment that supports both improved
patient experiences and professional satisfaction.
• Promoting unit-based shared governance by advancing
the professional practice model and concepts at the
individual department level and throughout nursing.
Nursing
Annual
Report
Nursing
Management Council
Leadership Development
Relationship Based Care
Shared Governance
Sub Councils
Management Council Accountabilities
1. Provide structure and support for Shared Governance
at unit level.
2. Promote proactive planning and decision making to
foster quality, cost-effective systems and services within
a Shared Governance framework.
3. Foster and promote Relationship Based Care model.
4. Support staff in the changing healthcare environment
and its impact on patient care delivery.
5. Promote professional and leadership development
among NMT and nursing staff.
6. Facilitate and promote participation in the Nightingale
Awards and Nurses Week (To include and involve staff
members and collaborate with RRS).
Sub-councils are responsible for Shared Governance,
Relationship Based Care Model and leadership
“Being a member of the Nursing Management Council is of great value to me as a manager in
Perioperative Services. This council is a great forum for networking with managers outside my own
specialty and provides an opportunity for all to gain insight on the direction of nursing at LGH, as well
as, provides an open forum for decision-making and communication about nursing issues. In the past,
Perioperative Services has struggled to figure out where we “fit in” within nursing. This Council provides
a great environment for collegiality that truly makes us feel a part of Nursing at LGH.”
Michele Cambell, Kathy Hass,
Bonnie Kuzma
Rebecca Hartley, MSN, RN, PACU-SSU Nurse Manager
Tina Martin
31
Lancaster
Sub Councils
General
Procedures
Protocols
Forms and Guidelines
Clinical Ladder
Value Analysis
Clinical
Practice Council
Accountabilities
1. Establish and manage nursing care standards, which
include nursing protocols, procedures and policies using
evidence-based criteria.
2. Resolve nursing and interdisciplinary issues that
directly relate to clinical nursing practice.
3. Define and manage the professional clinical
ladder program.
4. Monitor and redesign generic and unit-based
clinical forms and guidelines.
5. Provide input and feedback on the design,
implementation, and use of electronic clinical systems.
6. Collaborate with materials management in the selection, testing, and evaluation of patient care products.
“I love being a part of the Clinical Practice Council. I feel as though I have a voice and can make a
great impact on practice issues throughout the hospital. CPC gives me a sense of Autonomy in my
practice and makes me strive to be a better nurse and role model for my peers. CPC has opened my
eyes to see the bigger picture - hospital wide. CPC has also given me many opportunities to spread
my wings and get more involved hospital wide.”
Susan Sample, Jenn Brindley
(not pictured: Teresa Cranston)
Vicki Segrist
32
Amy Watkins, 5 North
Nursing
Clinical Ladder
Sub-Council
Introduced in 1997, the
Clinical Ladder program provides recognition for clinical
expertise and opportunities
for advancement for nurses
remaining at the bedside. Each
year, during Lancaster General
Hospital’s Magnet Anniversary
week, the Clinical Practice
Sub-Council puts a special
focus on clinical ladder participants by providing special
acknowledgements for those
who achieved or maintained
Clinical Ladder III and IV.
Celebrations occur at all three
entities (LGH Duke Street,
Women & Babies Hospital, and
the Health Campus).
For FY 2008, the Clinical
Practice Council and SubCouncil set a goal of increasing
its Clinical Ladder membership by 1%. There are 53
new Clinical Ladder level IV
nurses, making a grand total of
194 nurses at the highest level.
This year 47 nurses are new to
the Clinical Ladder level III,
with a total of 133 nurses participating at this level. A grand
total of 327 nurses participate
in the Clinical Ladder at level
III and IV.
Annual
Report
Congratulations to our new Clinical Ladder recipients for Levels III and IV.
Ladder III
8 Lime Oncology
Katie Garrison
7 Lime Neuroscience
Heather Kohler
Summer Heilman
Jennel Eberly
Kristen Whitebread
7 West Neuroscience
Chantal Kabamba
5 North Cardiac
Telemetry
Jennifer Carter
4 Lime Total Joint
Paul Gabiana
Eric Libarios
4 West Cardiac
Telemetry
Natalie Duffy
3 West Vascular
Kevin Rupp
8 North
Medical Surgical
Christine Murray
Rebecca Modene
7 North
Medical Surgical
Carly Koehn
5 West
Cardiac Telemetry
Michelle Camero
6 East
Cardiac Telemetry
Kristen Zimmerman
Rebecca Poole
Tony Drumm
6 West
Cardiac Telemetry
Jennifer Seifert
Maysee Ly
6 Lime ICU
Nicole Byers
Nicole Diem
WBH NICU
Brenda Smith
Laura Connell
Rita Runkle
5 Lime Trauma Neuro Kym Wilcox
Intensive Care Unit
Brendan Wood
WBH Women’s
Health Center
Perioperative Services
Wendi Manning
Short Stay Unit
Terri Kilrain
Kelly Stephenson
Lindsay Miller
April Weirich
Martha Weaver
Level IV
Emergency Department (* = new CL IV)
Brian Smith
8 Lime – Oncology
Marvin Jackson
Katrina Fetter*
Janine Niehaus
IV Team
Jill Honafius
7 Lime Neuroscience
Sachiko (Joy) Houck*
Surgical
Andrea Givens
Services-Endoscopy
Tami Randolph
Bethany Dougherty
7 West Neuroscience
Surgical Services
Amanda Shenk
Day Surgery
Sharon Sweigart
Trisha Martin
Deborah Elder
5 North
Cardiac Telemetry
Medical Outpatient
Amy Watkins*
Christine Cox
Darlene Brown
Outpatient
4 East
Oncology Services
General Orthopedics
Emily Smith
Karen Cardenas
Cardiology
4 Lime Total Joints
Pre/Post Care
Nichole Shelly*
Rosemary Clem
Clarice Bence
Lorraine Rohrer
3 West Vascular
HP Cardiac Rehab
Lori Newswanger
Kimberly Hostetter
Audrey Hosler
7 East Medical Surgical
Kirsten Rutter
HP Renal Dialysis
Kimberly Dougherty
Deanna Cannon
8 North
WBH
Medical Surgical
Labor and Delivery
Marcia Fuhrman*
Lindsay Williams
7 North
WBH Couplet Care
Medical Surgical
Keri Firestone
Angela Ebersole*
Kelly Weidman
Amie Shellenberger
Rachel Hertzog
Supplemental Staff
Aime Hauck*
Pam Hollenbach*
Mary Taggart*
Deborah Shertzer*
Nancy Spotts*
Elin Ketels
Megan Ford
Teresa Cranston
Christina Fleckenstein
Rae Lynn Bergman
Lois Clemens
5 East
Cardiac Telemetry
Joyce Fleming*
Lynne Dommel
5 West
Cardiac Telemetry
Dana Irwin
Lori Rohrer
Rhonda Price
6 East
Cardiac Telemetry
Sherry Martin
Jan Horst
Jennifer Barr
Kimberly Groff
Vanessa Heisey
Janice Marlett
6 West
Cardiac Telemetry
Patrice Gruver*
Amanda Spangler
6 Lime ICU
Adam Becker*
Elena Dimmerling*
Bryan Elfner*
Heather Gerhart*
Kendra Gascho*
Lisa Hilbert*
Anna Lenox*
Betsy Metzler*
Sandra Schwartz*
Barbara Bridge*
Julie Wolf
Jodi Croll
Susan Stahl
James Farrington
Susan Hookway
Lee Musser
Elena White
Sherry Watson
Rebecca Young
6 North IICU
Laura Marks
Melody Klahr
Jody Witek
Melissa Jones
WBH
Lactation Support
Robyn Smith
Charlene Wolford
Sue Harris
Joanna Boyer
M Christine Hansson
5 Lime
Trauma Neuro Unit
Jennifer Cutler
Cheryl Porter
Michelle Hauck
Lynda Brubaker
Eugenie Hostetter
Carol Noll
3 East Children’s
Health Center
Katharine Martin
Gwen Stipe
Mental Health Unit
Sarah Rohrer
Stephen Trond
Burkholder
Susan Hashbarger
Surgical Services
Endoscopy
Brian Wagner
Sharon Culp
Marilyn Whitacre
Surgical Services
Main OR
Glenn Miller
David Stoll
Surgical Services
Main PACU
Beth Fissel
Suzanne Tunis
Surgical Services
ORTHO PACU
Joshua Sanger*
Lindy Scheurich
Kimberly Wilson
Sonya Zvitkovitz
Amy Adams
Lesley Schmidt
Surgical Services
Day Surgery
Tara Artman
Bernadette Stamm
Debra McClain
Donna Kauffman
Elizabeth Rudy
Francine Romanello
Medical
Outpatient Unit
Linda Hipple
Emergency Department Janet Peck
Rosalyn Grieder*
Christine Richards
Michael Fadale*
Outpatient
Renee Slaymaker
Oncology Services
Angela Mays
Marianne Gault*
Aarin Deibler
Danielle Jones
Radiology Nursing
Eric Redcay
Elizabeth Martin
Marie Hollis Kosmella
Cardiology
Michelle Mitterer
Pre/Post Care
Jennifer Brindley
Seth Sanger
Jane Howett
Denise Miller
Gwyndolyn
EP Lab
Mandy Raifsnider
Patrick Shay
Louise Gaydon
David Sechler
Cardiology
Non-Invasive
Sandra Henry
Christine Schreder
HP Surgery Center
Linda Lautsbaugh
Joyce Katner
Stephanie Neyer
HP Pre Anesthesia
Lori Johnson
HP Cardiac Rehab
Susan Schettler*
Katherine Erb
Laurie Lewis
Carla Winters
Mary Matalon
Lisa Miller
Michelle Fisher
Megan Gillespie
Angela Weidman
Kathleen Shenk
Nicole Kaplan
Joyce Bragg
Suellen Hentz
Sharon Kauffman
Jennifer Honert
Tasha Kauffman
Cathy Pirko
WBH
Couplet Care Center
Rebecca deLorraine*
Barbara Forster*
Tiffany Costlow*
Diane Denlinger*
Barbara Druck*
Nicole Zug*
Heather Kreider*
Valerie Van Saun
Linda Hess
WBH NICU
Brittany Bunting*
Lorie Debusk*
HP Renal Dialysis
Megen Kuhn
Adrianne Arment*
Kathleen Warfel
Madeline Herr*
Elsie Zimmerman
Dana Moyer
Mary Ann Wolpert
Renal Dialysis
Cynthia Castaldi
Christine Cotchen*
Tammy Dombroski
Betty Jane Hosking
Renal Dialysis Home
Pamela Hackman
Stacy Flowers
Deborah Hess
Healthy Beginnings Plus Kimberly Stauffer
Karen Humma
Patti Bock*
Cherly Vaclavik
Carmen Miller
Donna Carr
WBH Perinatololgy
Beth Cassel
Gail Burgess*
WBH
WBH
Labor and Delivery
Perioperative Services
Kelly Grant*
Dorene Moore*
Angela Millar*
Kathy Kennedy*
Shawnna Coleman*
Natalie Baker
Eleanor Simpson*
Margaret Good
Janet McCarter*
Elaine Zartman
Jane Schneider*
Judith Dougherty
Kristine Messinger*
Connie Diffendall*
33
Lancaster
General
Sub Councils
Restraints
Skin Care
Infection Control
Nursing
Quality Council
Quality Council Accoutabilities
1. Identify and prioritize measurable criteria for indicator
development and performance improvement.
2. Facilitate high-level data analysis and
reporting methodologies.
3. Identify global issues common to all areas of clinical
practice and initiate data retrieval and analysis
strategies to determine corrective actions.
4. Base performance improvement initiatives on desired
patient outcomes and process (practice and system)
enhancements that support those outcomes.
5. Serve as a resource to identify and quantify isolated
issues common to select departments or services
through focus reviews.
6. Serve as a mechanism for sharing the results/lessons
learned from performance improvement activities in
all clinical settings.
7. Educate council members in performance improvement methodology and strategies.
8. Oversight of the Nursing Performance Improvement plan.
9. Translation of performance standards into criteria for
performance indicator evaluation.
Sub-Councils are accountable for infection control, skin
care and restraints.
Monika Noll, Lisa Brosey, Wendy Fitts
(not pictured: Jim Farrington)
“Being on Quality Council means that I can play a role in monitoring and improving the care we provide at Lancaster General. I take pride in what I do as a nurse and I can improve my care by witnessing trends. As a Quality Council member I can relay those trends to my co-workers so their care can
also improve.”
Jane Howett RN, CEN, SANE-A, Emergency Department
34
Nursing
Nursing
Operations Council
The Nursing Operations Council was voted and approved
to become the sixth council in the professional practice
model in FY 2007. The role of this council includes facilitating, supporting, integrating, and coordinating operational aspects of patient care delivery at Lancaster General
Hospital within the framework of its mission, vision and
goals to achieve optimal patient outcomes.
productivity targets
consistent with national
benchmarks.
• Ensure fiscal viability of
nursing and organizational operations.
necessary resources to meet
established nursing priorities.
• Oversee the development
of the annual budget
for nursing services.
• Provide direction and
guidance for automating
nursing services.
Productivity
Nursing Informatics
Report
Sub Councils
Membership
• CNO
• Director, Nursing
Informatics and Patient
• VPs of Nursing
Logistics
• Directors of DON
• Director, Surgical Services • Non Voting Members:
• Assistant Director of Staffing – AVP, Human Resources
– Manager, Institute of
• Director, Evidence Based
Practice & Nursing Research
Council Membership Accountabilities
• Establish and monitor
• Advocate for and allocate
Annual
Professional Development
Structure of Council
The NOC will be led by an elected chair and co-chair
member of the Council as approved by the Nursing
Executive Council. Sub Councils are responsible for
productivity and nursing informatics.
Stacey King, Susan Sample, Tim Zellers
“Operations council provides the avenue for nursing leaders to bring experience with imagination,
critical thinking with compassion, and the willingness to take on tough issues to enhance the
department of nursing. Each leader is passionate about supporting our nurses and providing
resources that will take the department of nursing to new levels.”
Judi Brendle, MSN, RN, NEA-BC, Director of Evidence Based Practice, Nursing Research and Magnet Coordinator
35
Lancaster
Sub Councils
General
Professional Education
Magnet Champions
Preceptor Committee
Professional
Development Council
Education Council changed its name to Professional Development Council
to more accurately reflect the role of this council.
Professional Development Accountabilities
1. Oversee nursing orientation and facilitate ongoing
clinical competence in collaboration with the Institute
for Professional Development (IPD).
2. Coordinate continuing educational needs of nursing
staff in collaboration with the Institute for Professional
Development (IPD).
3. Establish programs necessary to promote quality
nursing care and evidenced-based nursing practice.
Terri Riddley, Amanda Spangler, Wendy Stipe,
Valerie Adams, Stacey King
Sub-councils are in place for overseeing conference
development, certification advancement, preceptor,
Magnet education and orientation.
“I enjoy being a part of the Professional Development Council because it gives me autonomy as a
nurse. I am able to address concerns that will positively affect patient outcomes and care. I also can
serve as a resource to my fellow co-workers by being aware of the upcoming changes in protocols,
guidelines and educational topics.”
Kara Fisher RN, BSN, 6 West
36
4. Perform ongoing needs assessment to support
educational planning.
5. Establish and oversee communication systems
within nursing to advance nursing practice and
the professional practice model for LGH.
Nursing
Annual
Report
Retention, Recruitment &
Staffing Council
Retention/Recruitment
Future Nurse Club
Extern Program
Sub Councils
RRS Accountabilities
1. Collaborate with Human Resources and Marketing
and IPD (Institute for Professional Development) on
key nursing recruitment and retention initiatives.
2. Address issues related to work schedules and resource
management.
3. Oversee and coordinate opportunities for outreach
to facilitate entry into the nursing profession.
4. Create an awareness of national, regional, and state
nursing issues including legislation promoting involvement of nursing staff, managers, and human resources.
5. Improve work environment and nursing image,
prioritizing ideas by value and cost and planning,
implementing and evaluating strategies.
6. Oversee the nursing externship program.
Sub-councils are accountable for externship, retention,
recruitment and staffing.
“Empowerment. Nursing councils here at LGH are one of the opportunities to make a difference
and impact the daily nursing care that we provide. RRS has helped me to look differently at the
challenges and opportunities that are involved with hiring and retaining nurses. RRS has helped to
strengthen my desire for team work on my individual unit as well as with the rest of the hospital.”
Angela Ebersole RN, Recruitment Retention Staffing Council, 7 North
Jolyne Barnett, Tami Randolph, Aimee Anderson,
Carla Leed, Kathy Hass
37
Lancaster
General
Nursing Department
Strategic Priorities for 2009
1. Improve relationships with patients, families, colleagues,
and physicians utilizing Relationship Based Care as the
Lancaster General Hospital nursing model.
2. Demonstrate appropriate utilization of internal staffing
resources using productivity tools and targets.
3. Provide an extraordinary experience to our patients
and families.
For each priority related to the unique function of the
council, the respective council chairs share the priorities,
and develop specific action plans with input from
the members.
38
About
Lancaster General
A
not-for-profit health system, Lancaster General’s
mission is to advance the health and well-being of
the communities of Lancaster. With locations throughout Lancaster County, Lancaster General provides easy
access to a multitude of medical services. The Lancaster
General system includes more than 30 healthcare providers such as Lancaster General Hospital, Lancaster
General Health Campus, Lancaster General Women &
Babies Hospital, outpatient health centers, primary and
specialty care physician practices, and a variety of specialized services.
Lancaster General is committed to achieving the standards of “best practices” for specialty care. Our employees
and physicians utilize state-of-the-art technology and
groundbreaking approaches in various medical specialties,
delivered with a sincere commitment to compassionate,
personalized care.
Lancaster General Hospital is a 600-bed community hospital located in Lancaster County, Pennsylvania,
home to roughly 500,000 people. Lancaster General
Hospital has been taking care of Lancaster County residents for more than a century, treating more than 39,000
inpatients every year. By staying on the leading edge
of the latest medical developments, Lancaster General
Hospital has been able to implement some of the most
advanced methods and technologies for diagnosis and
treatment of illness, disease and injury.
At Lancaster General Hospital, quality healthcare
also means providing top-notch, compassionate care.
Lancaster General consistently receives high customer
service ratings. Additionally, the American Nurses
Credentialing Center recognized Lancaster General
Hospital as a Magnet Hospital for nursing excellence – a
level of care that is evident at all Lancaster General hospitals and facilities. Magnet designation and other awards
help patients feel secure in choosing Lancaster General
for their healthcare needs.
Lancaster General Women & Babies Hospital
Lancaster General Health Campus offers the
is a 79-bed freestanding, family-centered facility that is
unlike any hospital in the region – focusing completely
on the healthcare needs of women. In addition to delivering more than 5,000 babies annually, Women & Babies
Hospital provides comprehensive women’s health services
including diagnostic testing, breast care, osteoporosis
diagnosis and prevention, menopause education and
counseling, fitness and wellness programs, as well as
inpatient and outpatient surgery.
convenience and accessibility of a single suburban location where patients can come for diagnostic tests, laboratory work, day surgery and a full range of outpatient services. It’s also home to dozens of independent physician
practices that have chosen to locate here for the convenience and benefit of their patients.
555 North Duke Street
Lancaster, PA 17604-3555
www.LancasterGeneral.org
Cert no. SCS-COC-001041
BD/AP/10-08

Nurses - Lancaster General Health

Transcription

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