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Nursing2 018A N N UAL R E P O R T2018Nursing Annual Report1
ContentsFrom the Chief Nursing Executive4A message from Theresa M. Brodrick, Ph.D., RN, NE-BC, Executive Vice President and Chief NurseExecutive, Hackensack Meridian Health.Nursing by the Numbers5The numbers don’t lie: Hackensack Meridian Health nurses are the best in their field.Nursing Leaders6Who’s who in Hackensack Meridian Health nursing leadership.SECTION 1Transformational Leadership7How nurses are initiating and leading positive change throughout the network.Command Central: Streamlining Patient Throughput8Nursing leaders at Hackensack University Medical Center create the network’s first command center.Welcome, Heather Veltre9Palisades Medical Center welcomes its new chief nursing officer.Dianne Aroh Named One of the Notable Women in Health Care9Crain’s New York Business honors three Hackensack Meridian Health team members.Saluting Micki Patrick9New Vice President of Nursing and Chief Nurse Executive joins Southern Ocean Medical Center.Seamless Care in the Face of a Fire and Flood10Nurses safeguard patients during an emergency at Bayshore Medical Center’s ICU.Patricia Kampf, Hyper-focused on Improving Patient Outcomes10Assistant nurse manager at JFK Medical Center is instrumental in improving CLABSI rates.SECTION 2Exemplary Professional Practice118A look at noteworthy improvements to processes and results.Reengaging Preceptors with a Jolt of Appreciation12Rewarding nursing mentors can lead to more successful onboarding.Initiating the Nursing Morbidity and Mortality Forum14This forum at Ocean Medical Center provides nurses the opportunity to share lessons learned.SECTION 3New Knowledge, Innovations & Improvements15Research and learning are the keys to delivering improved patient care.Center for Simulation and Experiential Learning16Nurses are the driving force behind the new center at Jersey Shore University Medical Center.The Launch of a Nursing WorkforceEnvironmental Staffing Committee17Nurses at Jersey Shore University Medical Center have been hard at work organizing the NWESC .Dr. Susan H. Weaver Leads Researchon the Administrative SupervisorAnnual conference supports the need for role-specific education.2Nursing Annual Report2018181216
1014SECTION 4Structural Empowerment: 2018 Nursing AccomplishmentsEducational Achievements20New or Renewed Certifications in 201825Awards35Nursing Research Studies38Publications45Presentations48Professional Organizations55Military Service57Community Service & Outreach582018Nursing Annual Report3
from the Chief Nurse ExecutiveOneTheresa M. Brodrick, Ph.D., RN, NE-BCExecutive Vice President and Chief Nurse Executive,Hackensack Meridian Health4Nursing Annual Report2018of my first discoveries when I joined Hackensack Meridian Health in April2019 was that we face challenges similar to everywhere else I’ve worked inthe industry. Everyone is grappling with doing more with less, trying to get tozero harm and using burgeoning technologies to help providers, then trying totransition care from the acute-care setting to the home-care setting.As we continue our efforts to transform health care to address thesechallenges, nurses are going to be front and center. We’re the biggestfootprint in the industry, with more than 3.8 million registered nursesnationwide—three times the number of physicians, according to Bureau ofLabor Statistics numbers reported by the American Association of Colleges of Nursing. We are theprimary providers of hospital patient care, and wedeliver the most long-term care.So, with a young network that has lofty goalsof transforming health care, who better to takethe lead than nurses? We work in what I calla profound, sacred space. We establish strongbonds with patients in just minutes. We’re attheir bedside, and we’re in the best position toensure a more positive patient experience.To that end, we’re taking the initiative in somany areas across the board—driving systemintegration, standardizing nursing practices,providing exceptional care, reducing harm and,along the way, being recognized as one nursingdepartment across our network.Our ability to do all these things successfullyhinges on how well we work together as a team.We must learn to “listen to understand,” as I callit—get to the core of what motivates each of us.And those of us in leadership positions need to winthe hearts and minds of others—to let them knowthey are valued for what they do and trusted to dothe right thing.We’re also creating work environments wherepeople who laugh, have fun, take risks and havethe courage to speak up can thrive. Where people take satisfaction and findjoy in their jobs every day. Where we all ask, “How can I help others? Whatcan I do for them?” And where we thank each other every day, no matterwhat else is going on.If we can do all of these things, I think we can accomplish anything.As we bring 2019 to an end, to say I’m comfortable with how our nursesare positioned to help us do everything we want to do would be a dramaticunderstatement. I am absolutely overwhelmed with the level of professionalism, talent and education our nurses have—probably the highest I’ve seen inmy career.I believe the sky is the limit for us in 2020 and beyond.
Nursing by the Numbers2384,118nationallyscholarships for a totalof 230,750certified nurses318,422nursespublications*All numbers 2018129318presentationsnew graduateshired through nurseresidency programsBSN Rates%63.5Bayshore%69.3Jersey ShoreMedical Center%82.3HackensackUniversityMedical CenterUniversityMedical Center%56MountainsideMedical Center%56.8JFK Medical Center%58.7OceanMedical Center%59.4Riverview%85PalisadesMedical CenterMedical Center%61.7Raritan BayMedical Center2018%53.1Southern OceanMedical CenterNursing Annual Report5
Inside Hackensack Meridian HealthNursing LeadersBottom row, from left to rightSusan Giordano, MBA, BSN, RN,NE-BC, FACHEVice President and Chief Nursing Officer,Hackensack University Medical Center/Pascack ValleyJane O’Rourke, DNP, RN, NEA-BCVice President and Chief Nursing OfficerHackensack University Medical Center/MountainsideEllen Angelo, DNP, MSN, RN, CCRNVice President and Chief Nursing Officer,Ocean Medical CenterDenise Occhiuzzo, Ed.D., MSN, RN-BC,NEA-BCAdministration, Nursing Services,Clinical Education/Magnet Program,Hackensack University Medical CenterLisa Guinta, MSN, RN-BCNetwork Magnet Designation Director6Nursing Annual Report2018Micki Patrick, MSN, NEA-BCVice President and Chief Nursing Officer,Southern Ocean Medical CenterJames Lindquist, MBA, BSN, RNVice President and Chief Nursing Officer,JFK Medical CenterHeather Veltre, M.S., BSN, RN, NEA-BCVice President and Chief Nursing Officer,Hackensack University Medical Center/PalisadesTheresa M. Brodrick, Ph.D., RN, NE-BCExecutive Vice President, Chief NursingExecutive, Corp Administration,Hackensack Meridian Health NetworkTeri Wurmser, Ph.D., MPH, RN, NEA-BCDirector, Ann May Center for Nursing and AlliedHealth HMH, Associate Dean of the GeorgianCourt-Hackensack Meridian Health Schoolof NursingCarol Giordano, MSN, BSN, RNDirector of Staff Development,Quality Improvement and Coding,Meridian Home CareBack row, from left to rightLinda Walsh, MSN, RN, CEN, NEA-BCVice President and Chief Nursing Officer,Bayshore Medical CenterDonna Ciufo, DNP, RN, FNP-BC,NE-BC, CCRNVice President, Nursing Education,Professional Practice and LeadershipDevelopment, Hackensack MeridianHealthMarie Foley Danecker, DNP, MSN, RN,CCRN, NE-BCVice President and Chief Nursing Officer,Ocean Medical CenterShaun Sweeney, MSN, RN-BCVice President and Chief Nursing Officer,Carrier Clinic
SECTION 1Transformational LeadershipNurse leaders at all levelsinspire others and impactpositive change acrossHackensack Meridian Health.2018Nursing Annual Report7
SECTION 1Transformational LeadershipHackensack UniversityMedical Center’s CommandCenter coordinates allaspects of patient throughputfrom admission to discharge.Command Central:Streamlining Patient ThroughputNursing leaders at Hackensack University Medical Centerhave created the network’s first Capacity Command Centerto coordinate all aspects of patient throughput from admissionto discharge.“The idea for a Command Center, while not new to industriessuch as aviation and military, is more unique in health care,”says Dionne Dixon, Ph.D., SSBB, BCBA-C, administrativedirector for Patient Care Operations, Logistics and Organizational Excellence at Hackensack University Medical Center.The idea arose due to a lack of care coordination, a need toreduce financial losses associated with unnecessary delays indischarge and a desire to optimize organizational throughputperformance, such as wait time, length of stay, discharge time,team communication and overall satisfaction.To streamline coordination of many operational areas, thenurse-led project team created a central work area by reorganizing existing work space to include key capacity management roles.“We used no capital to achieve this,” Dionne says. “We just useda Lean Six Sigma approach to reengineer existing resources andprocesses, and tremendous teamwork made it possible.”8Nursing Annual Report2018Since it went live in May 2018, the Command Center hasgrown. “We have added our transfer center, Caregiver Hotline,telemetry monitor and admission-discharge-transfer RN processto the Command Center,” Dionne says. “A call comes throughthe Command Center and all these things can be deployed.”Hackensack University Medical Center has already demonstrated the significant value of this initiative:ff Patient flow has improved (not accounting for seasonaldifferences).ff The median time from admit decision to EmergencyDepartment (ED) departure decreased by 78 minutes.ff Average time from bed assignment to ED departure droppedby 46 minutes.ff Daily discharges at/before 11 a.m. increased.“As a result of the Command Center, we recently had threeconsecutive days of no patients waiting in the ED, which hasnever happened. We also saw five consecutive weekends of nopatients waiting in the ED,” Dionne says. “We have definitelyimproved operational efficiency, and we look forward to a lotmore improvements.”
Welcome,HeatherVeltre!In December 2018, HeatherVeltre, M.S., BSN, RN,NEA-BC, joined the PalisadesMedical Center team as thenew chief nursing officer.With more than 25 yearsof experience in both largehealth care systems andcommunity hospitals, herpassion has been to improvepatient experience and qualityoutcomes. Heather startedher career as a licensedpractice nurse (LPN) and,throughout her professionallife, has worked in criticalcare and emergency services.She served as the executivedirector of Professional Practice and Emergency Servicesat Holy Name Hospital andmost recently was the directorof all critical care and emergency services at Saint Peter’sHealthcare System. Heatheralso played an integral part inthe design and construction ofthe new 15 million EmergencyDepartment (ED) expansion atSaint Peter’s. Prior to that, shewas the administrative director of emergency services andthe director of the patient satisfaction department at SaintBarnabas Medical Center.Welcome to the HackensackMeridian Health family!SalutingMickiPatrickIn January 2018, Mildred (Micki) Patrick,Dianne ArohNamed One of theNotable Women inHealth CareCrain’s New York Businessnamed three HackensackMeridian Health team members as Notable Womenin Health Care, includingDianne Aroh, who providesoversight of the nursingscope of practice andprofessional standards asthey relate to patient satisfaction and quality outcomesat Hackensack UniversityMedical Center. Dianne alsoleads all clinical and patientcare portfolios at the medical center and is part of anexecutive team tasked withadvancing clinical and geographic expansion strategies.Nancy Corcoran-Davidoff,executive vice president,chief experience and humanresources officer at Hackensack Meridian Health, andBonita Stanton, M.D., founding dean of the HackensackMeridian School of Medicineat Seton Hall University, alsoreceived this prestigious recognition from Crain’s.Congratulations, Dianne!MSN, RN, NEA-BC, joined SouthernOcean Medical Center as the vice president of nursing and chief nurse executive.With 30 years of nursing experiencein various roles at Raritan Bay MedicalCenter in Perth Amboy and Old Bridge,she established an award-winning cultureof excellence by raising health care qualitystandards through nursing operationsand strategic planning. Most recently, sheserved as the assistant vice president ofNursing Quality, Practice, ProfessionalDevelopment,Surgical Servicesand Maternal ChildHealth at RaritanBay. Prior to thatposition, she wasinterim chiefnurse executive atRaritan Bay andserved as executivenursing leader fora 501-bed, twocampus acute care hospital. In this role,she directed nursing operations, nursingstrategic planning and staff effectiveness, and guided Raritan Bay to its thirdMagnet designation on both campuses.She also played an integral role in coordinating a 500,000 capital expenditurecampaign and human resource structure in two campus surgical services toimprove workflow and increase efficiency.Dedicated to nursing excellence, Mickiworked to decrease in-field door-to-balloon(DTB) times to an average of 63 minutes,which earned the hospital Silver Statusin 2015 and Gold Status in 2017 fromthe American Heart Association. Sheintroduced and led system-wide changeto the nursing peer feedback process andmanaged the robotics surgery programlaunch at Raritan Bay in May 2017.2018Nursing Annual Report9
SECTION 1Transformational LeadershipSeamless Care inthe Face of a Fireand FloodNurses at Bayshore MedicalCenter collaborated withthe entire team to ensurethat patient care wasuninterrupted during thefire and flood in the ICU.In early 2018, a small, quickly contained fire brokeout in the break room of Bayshore Medical Center’sIntensive Care Unit (ICU). Although the sprinklersystem was effective in minimizing fire damage,there was significant water damage to the ICU,2 North and 3 North.During this incident, physicians, nurses, firstresponders and many other team members cametogether swiftly to safeguard Bayshore’s patients,demonstrating the effectiveness of establishedsystems and protocols. The ICU, 2 North and 3 North wereimmediately evacuated to other areas of the hospital. Seventeenpatients were transferred to other Hackensack Meridian Healthhospitals, proving how valuable our integration is to providingsafe and seamless care.Due to significant water damage, all three units were temporarily closed while repairs were made. The impact of closing the unitstook 62 beds, 12 of which were private medical surgical rooms, outof service, resulting in a decrease in average patient daily census(ADC) from 140 to 90. In turn, staffing levels needed to beadjusted for nurses, PCTs and unit secretaries/monitor techs. Thereduction in ADC affected overall hospital operations and staffing.After assessment, the team determined alternate locations forpatient placement and new staffing models that accounted forincreased volume and acuity in specific areas. Team membersPatricia Kampf, Hyper-focusedon Improving Patient OutcomesPatty Kampf, BSN, RN, CRNI,assistant nurse manager ofthe Vascular Access Teamat JFK Medical Center, hasbeen instrumental in making improvements in thehospital’s CLABSI ratessince becoming chair of theCLABSI Committee in 2012.She incorporated Infusion10Nursing Annual Report2018Nurses Society (INS) standards and evidence-basedpractices in policies and procedures to improve patientoutcomes. It was at that timethat she had the VascularAccess Team start daily surveillance of all lines.In addition to her outstanding accomplishments at JFK,from affected units were reassigned to fill these additional needs.Chief nurse executives from other Hackensack Meridian Healthlocations also identified vacancies for temporary assignment ofBayshore team members impacted by the fire and flood.Sixteen nurses accepted assignments at other HackensackMeridian Health locations, while others took full paid time off,partial paid time off or remained at Bayshore—filling vacantpositions on unaffected patient care units.In just three short months, the ICU reopened with renovationsdesigned for patients, physicians and team members, choosingeco-friendly materials wherever possible to support Bayshore’ssustainability efforts. The collaboration and around-the-clockwork of the entire team made the challenge of displaced patientsand staff seamless, so that the impacted floors could bereopened as quickly as possible for the community.Patty served as presidentof the New Jersey INS from2013–2015 and presidentialadvisor of the New JerseyInfusion Society 2015–present.She has presented numerouseducational programs andreceived numerous awardsincluding the Gardner Foundation, Presidential LeadershipAward, Infusion Nurses Society 2014, EPoster Presenter,CLABSI 2014, PI Finalist—Persistently Improving CentralLine Care 2017 and INS Member of the Year, May 2018.She is also presently a contributing editor for the Journal ofInfusion Nurses.Patty is highly respected byher peers and leadership, andis often relied on for expertguidance. She understandsthe challenges and value offrontline staff, and utilizestheir feedback to implementbest practices on care ofcentral lines.
Hackensack Meridian Healthnurses consistently demonstratea high level of clinical expertisethat improves patient outcomes.SECTION 2Exemplary Professional Practice2018Nursing Annual Report11
SECTION 2Exemplary Professional PracticeReengaging Preceptorswith a Jolt of AppreciationPreceptors play a crucial rolein supporting new nurses intheir transition into practice.additional expense for recruitmentand orientation. So it is importantthat stressors relating to preceptingare acknowledged and strategies beemployed to reduce stress.A successful strategy for preventing preceptor burnout ensures thatthe preceptors are fully vested inthe onboarding process. Previousresearch identified the followingstrategies as effective in engagingthe preceptors:ff Provision of a preceptortraining program and continuing educational programAn invaluable role, nursing preceptorship facilitates thenurse’s transition into a highly technical, rapidly changinghealth care environment. Preceptors support the integration ofnewly employed nurses into the organization, which experiencesconstant change in response to medical advances and cost constraints. They also help new nurses familiarize themselves withtheir responsibilities in the work setting, unit norm and socialculture. All of these contribute to the successful onboarding andsafe development of a practicing nurse.But being a preceptor is often perceived as stressful. Balancingtheir primary role as a patient caregiver while dedicating time toeffectively teach a new hire is very challenging. They need to bea clinician, teacher, mentor and friend at the same time. Preceptors have described the experience as exhausting, and the stressand responsibility at times can be overwhelming.The lack of engagement and preceptor burnout affects anurse’s retention and turnover. A high attrition rate creates12Nursing Annual Report2018with contact hour(s) awardedthat discuss the goals of thepreceptorship program, role ofpreceptors, different learningstyles and adult education principles; provide effective andconstructive feedback; and promote critical thinking andstrategies that deal with skill-deficient preceptees.ff Special recognition or award for serving as a preceptorfrom management, such as advancing to a higher level, receiving shift differential or bonus, a special group lunch or dinnerand a certificate or letter of recommendation.Hackensack Meridian Health already offers a preceptortraining program. These mentors also get contact hour creditfor precepting, and they are given a letter to signify that theyprecepted, which they use to advance their level in the clin
Vice President and Chief Nursing Officer Hackensack University Medical Center/ Mountainside Ellen Angelo, DNP, MSN, RN, CCRN Vice President and Chief Nursing Officer, Ocean Medical Center Denise Occhiuzzo, Ed.D., MSN, RN-BC, NEA-BC Administration, Nursing Services, Clinical Education/Magnet
