Twelve
Outreach, Continued
Jump Start, Continued
The ED staff held a yard sale and bake
sale to raise money to fund the fair. Staff
developed teaching materials for the
educational booths. These booths
included fever education, blood pressure
screening, medication safety, burn care,
animal bite and rabies education, bee
stings, spider and snake bites, dental care,
first aid, stroke recognition, heart attack
signs and symptoms and diabetes
education. Bike helmet checks, car seat
checks, sessions on how to escape a
burning building, gang awareness and
crime stopper information were provided
by the local police and sheriff
departments. The State Trooper
Association provided drunken driving
simulation. There was a screening booth
from the North Carolina Kidney
Foundation. All areas provided
educational materials along with
giveaways such as toothbrushes, fire hats
for kids, stuffed animals, thermometers,
and pill organizers. Bike helmets and car
seats were given as prizes.
Within a week, the staff educators, CNSs,
and CNEs, along with help from nursing
administration secretaries, put together a
two-day skills blitz. Invitations were sent to
the non-clinical nurse group inviting them
to come by and “jump start” their skills, and
managers were notified of the importance
of those staff having three to four hours to
complete the blitz. A unique approach was
used for space: at The Moses H. Cone
Memorial Hospital, unused Department
4100 was opened, skill stations were set up
in the rooms and at the old nursing station,
and needed equipment was put in place.
Staff educators, CNSs and CNEs manned
the stations from 8:30 a.m. to 4:30 p.m. for
two days. Staff came to the desk, signed in
and picked up their competency check-off
list, then headed down the hall to the
various stations. After completing the blitz,
they signed up for the tier in which they
felt most comfortable.
There were several live specimens for
education such as a black widow spider,
copperhead snake, boa constrictor and a
tarantula. Participants registered for two
grand prizes: dinner for two at a local
restaurant. “We had an overwhelming
response from the community as well as
hospital employees and we hope to make
this an annual event,” says Sandra Settle,
RN, Emergency Department, Annie Penn
Hospital, Emergency Department.
Support was provided by hospital
administration. Marketing advertised the
event, and Volunteer Services provided
and served food. Also assisting were
Housekeeping, Plant Operations, Dietary,
and Security.
Approximately 300 people attended the
inaugural event. The feedback from the
community and hospital administration
has been very positive. Our goal is to
make this a yearly event, with some type
of formal evaluation tool to measure
participant and staff satisfaction. Several
participants were identified as having a
high risk of disease symptoms, such as
elevated blood pressure and blood
glucose. They were referred to their
primary physician or given a list of
physicians in the area. One person was
sent to the ED for evaluation.
In addition to the skills blitz, there was a
need for help to administer seasonal flu
shots. In response to that need, the vacant
staff lounge was set up as a “mini” flu shot
clinic staffed by those involved in the skills
blitz, with a steady stream of staff from all
over the hospital who came by to get their
flu shots.
Feedback from the nurses who participated
in the skills blitz was great. They said the
blitz was helpful, organized, and everyone
made them feel comfortable. Someone
even asked if they could do the blitz every
year to keep their skills up to date.
Even if we do not have an epidemic of
H1N1 and large numbers of nursing staff
out with the flu, we now have a group of
nurses who will be able to perform
competently, ensure patient safety and help
provide uninterrupted patient care.
Nursing Beat
Editorial Board
U R S I N G
Thresa Brown, RN, MSN, ACNS-BC
Clinical Nurse Specialist
Annie Penn Hospital
Co-Editor
THE PULSE OF NURSING AT MOSES CONE HEALTH SYSTEM
Lisa Covington, RN IV
Staff Nurse, Department 300
Annie Penn Hospital
Marlienne Goldin, RN, MPA
Department Director, 3100
Moses Cone Hospital
Donna Gordon, RN, MSN, CRNI
IV Educator
Staff Education
Karin Henderson, RN, MSN
Service Director, Nursing Administration
Moses Cone Hospital
Wendy Hicks, RN, BSN, MA
Staff Nurse, Short Stay
Moses Cone Hospital
Dianne Holcomb, RN
Staff Nurse, 5000
Moses Cone Hospital
Sarah Lackey, RN, MSN
Rapid Response Team
Moses Cone Hospital
Co-Editor
Tina Miller, RN III
Staff Nurse, Urology/Telemetry
Wesley Long Community Hospital
Jennifer Mounce, RN
Staff Nurse, PACU
Annie Penn Hospital
Jackie Norris, RN, BSN
Assistant Director, Neuro ICU
Moses Cone Hospital
Vol. 7, No. 1
We need your stories!
Send your amazing, humorous,
or life- affirming stories to
[email protected] or
[email protected]
Joan Wessman, RN, MS
Chief Nursing Officer
Advisor
Jennifer Zinn, RN, MSN, CNS-BC, CNOR
Clinical Nurse Specialist
Surgical Services
The health education outreach program
supported our Magnet mission and spirit.
The program also encouraged teamwork
within the department and the hospital.
1200 North Elm Street, Greensboro, NC 27401
www.mosescone.com/nursing
Winter 2010
INSIDE
Julie Eastwood, RN, BSN
giving information to
Alicia Robertson,
Radiology with Susan
Owens, RN, BSN,
Assistant Director
Emergency Services, with
Stephen Parker,
Biomedical Department.
Message from Joan . . . . . . . . . . . . . 2
Palliative Care Pilot Study on 2100 . .3
Non-Clinical Nurses “Jump Start”
Skills for H1N1 Threat . . . . . . . . . . 3
PaceMakers . . . . . . . . . . . . . . . . . . . 4
Registered Nurse First Assistant
(RNFA): An Advanced Role for the
Operating Room Nurse . . . . . . . . . 5
A Day in the Life of
the Vice President of Nursing . . . . 6
Celebrating RBC Implementation
for Wave II . . . . . . . . . . . . . . . . . . . 7
The New Magnet Model . . . . . . . 8
Computer or Classroom? . . . . . . . 9
Nursing Impact Continues . . . . . 10
From the Editor . . . . . . . . . . . . . . . 11
Nursing Education Center
on Horizon . . . . . . . . . . . . . . . . . . 11
Shared
Governance
Health Education Outreach
within a Rural Community
By Sandra Kueider, RN, BSN, MHA
Tora Simpson, RN, BSN, MHA
Assistant Director, 300/ICU
Annie Penn Hospital
Tiffany Watson, RN
Staff Nurse, ICU
Wesley Long Hospital
B E A T
We serve our communities by preventing
illness, restoring health and providing
comfort, through exceptional people
delivering exceptional care.
To increase healthcare awareness in an
under-served community, the Emergency
Department (ED) at Annie Penn Hospital
hosted a health education outreach fair.
The main purposes of the health fair were
to promote health and disease prevention
and to motivate local residents to make
positive changes in their health behaviors
by increasing awareness of the benefits of
a healthy lifestyle.
Rockingham County currently has an
unemployment rate of 14.20 percent. As
a result, the number of uninsured and
underinsured residents has risen. The
number of patients seeking care in our
ED has increased over the past several
years, with a 10 percent increase last year.
Many patients use the ED as their only
means of healthcare. More patients don’t
have a private physician and therefore,
they do not receive proper education
related to their health condition. This may
lead to poor health decisions and
inadequate disease management.
The ED Shared Governance Committee
identified the most frequent reasons for
ED visits and/or returns after inpatient
admission. These topics were targeted for
the health education outreach fair.
Mortality rates are often used as an
indicator of the health status of a
population. From 2002 to 2006, motor
vehicle injuries were the leading cause of
death in the 0-39 age group. The 40 and
above age group primarily had chronic
diseases such as heart disease and cancer
as the leading cause of death.
See Outreach page 12
MAGNET
Structural
Empowerment
Message from Joan
Quality
• Improvement in nursing quality
indicators of falls with injuries, pressure
ulcer prevalence, blood stream
infections and Foley-related UTI.
I presented the annual State of Nursing
Address on all campuses during
November and December. This year’s
schedule was interrupted by the arrival of
surveyors from The Joint Commission. I
admit to feeling much more relaxed after
our very successful survey.
Fiscal year 2009 was certainly a year of
real challenges for our Health System, our
nation and our communities. These
challenges impacted our staff and families
as the economy necessitated changes in
lifestyle for many employees. Despite all
of the stress, we have so many 2009
accomplishments to celebrate. Let me
share some highlights from my address:
• “Nursing Respect” score on our patient
satisfaction survey improved from 91.09
percent to 92.37 percent.
• Continued implementation of
Relationship Based Care
• Chest Pain, Stroke Center, Level II
Trauma certification and Bariatric
Center designation achieved.
• Medal of Honor received for
organ donation.
Financial
• Exceeded LOS goal: goal 5.06,
actual 5.00.
• Delta/Operational Effectiveness:
o $9,145,686 saved in salary
reductions.
o 223.30 FTEs eliminated with
no layoffs.
Other Achievements
• H1N1:
o Strong organization response to the
H1N1 epidemic.
o Lead Nurse concept continues
to evolve
o Mandatory flu vaccine requirement
implemented.
o Moses Cone Health System
presented and was well-represented
at the national RBC conference.
• New Services
o Aquaphoresis procedure for heart
failure patients.
o Arctic Sun hypothermia protocol.
o MedCenter High Point opened.
Employee Satisfaction
• Nursing turnover declined from 12.6
percent to 8.5 percent.
• NDNQI Nursing satisfaction survey
results were slightly improved from
2008.
• Celebrations
o First Annual Nursing Report issued.
o Magnet Re-designation obtained.
o 18 Health System nurses named to
the NC Great 100.
Patient Satisfaction
• Nursing Respect Score.
• RBC Continues and Wave III to
be implemented.
Employee Satisfaction
• Turnover.
• Increase percent of Nursing staff with
BSN degrees and with specialty
certification
Quality
• Nursing sensitive indicators.
• Bedside reporting to be implemented
in all departments.
Those of us who have worked with Sarah Lackey know her as the
weekend option Rapid Response nurse, the occasional staff educator
for Relationship Based Care Orientation classes and GAP, and as a
Reigniting the Sprit of Caring workshop facilitator. Sarah has a
“hidden career,” what she calls her “previous life,” that was well on its
way before she ever came to Greensboro.
Clinically, she started in Chicago at Rush University Medical Center
on the medical telemetry and medical intensive care units, enjoying
her name in print for the first time as she was asked to contribute to
a Nursing Administration Quarterly article the organization
compiled for excellence in practice. From there it was off to
Alabama, graduate school at the University of Alabama at
Birmingham for a Master’s Degree in Cardiovascular Nursing, and
then a position as a Clinical Nurse Specialist. Cardiac Rehabilitation
followed, as she designed and implemented an inpatient and
outpatient cardiac rehab program, and again saw her name bylined
in a number of professional and patient education publications.
North Carolina came into the picture when she moved into a
clinical nurse educator position at Duke University, and then on to
Charlotte as a patient care coordinator for an outpatient facility. She
came to Greensboro in 1992, where she decided to reacquaint
herself with the foundations of nursing by returning to the bedside.
Her professional activities have not slumbered, however, as she
recently served as a peer reviewer for several nursing publications,
has had several articles published in major nursing journals, and is
now participating in original research and mentoring others through
the process of writing for publication.
Please join me in welcoming Sarah into her new role as co-editor of
Nursing Beat. Her clinical experience and professional knowledge
will serve as a wonderful asset to our publication.
Thresa H. Brown, RN, MSN, ACNS-BC, Co-Editor
[email protected]
Financial
• LOS.
• Staffing at HCPPD goal.
Nursing Education Center on Horizon
o Care Coordinator role created.
o Wave II brought RBC to all five
hospitals
o 761 employees attended Reigniting
the Spirit of Caring retreats
In 2010, we will focus on the following
areas:
From the Editor
o Pediatric ED at Moses Cone
Hospital opened.
We had a great 2009! Thanks for
all of your contributions.
By Marlienne Goldin, RN, BSN, MPA
Let’s continue our focus on Caring,
Competence and Celebration and Being
the Best Place to Practice Nursing in the
Country!
Joan Wessman, RN, MS, Chief Nursing
Officer
Moses Cone Health Care System is known
as a great place for nurses to work. Our
Magnet Culture, Professional Practice
Council and Relationship Based Care
Initiatives are some of the things that
contribute to making it that way.
MAGNET
New Knowledge, Innovation
& Improvements
Joan Wessman, RN, MS, Chief Nursing
Officer of Moses Cone Health Care
System, is always looking for ways to make
the Health System an even better place to
practice nursing. One of her dreams is to
establish a Nursing Education Center, not
just for Moses Cone Health System nurses,
but for the community as well. Thanks to
partial funding from Mr. Stanley Tanger, a
well-known local philanthropist, her dream
is about to become a reality.
An entire floor of the Northwood Building,
located across from The Moses H. Cone
The new Nursing Education Center will have simulation mannequins to
Memorial Hospital and fondly known as
provide more life-like clinical scenarios for students and staff.
“The Black Box”, will be converted into an
education space for nurses. The space will
contain classrooms, offices for local nursing
faculty to meet with their students, as well
nursing schools by providing classroom, clinical teaching and
as some very interesting patients. These “patients” are simulation
office space, and by creating the opportunity to generate new
mannequins. They will live in their very own lab with their own
nursing programs. This benefits the entire community.
technical operator. The operator will be able to remotely control
When will this Nursing Education Center be completed? Funding
the response of the mannequins to interventions performed by
has been approved, architectural drawings are in progress and the
the healthcare team
project is expected to be completed this year. “This is evidence of
The Nursing Education Center will help strengthen the
our Health System’s awareness of the importance and the value
relationship between Moses Cone Health System and local
of nursing in our health care deliver,” Joan says.
Eleven
Two
Patient Satisfaction
• Moses Cone Behavioral Health Center
received American Nurses’ Association’s
NDNQI Nursing Excellence in a
Psychiatric Hospital award.
MAGNET
Transformational
Leadership
Waqiah Ellis, RN, MSN, Manager Staff Education and
chair of the task force discusses the Jump Start skills blitz
with Staff Educators Cassandra Galloway, RN,
MBA/MHA, and Beverly Causey, RN, BSN.
Nursing Impact
Continues
By Jackie Norris, RN BSN
Palliative care is designed to improve the quality of life for patients and
families facing life-threatening illness. Particular attention is given to the
prevention, assessment and treatment of pain and other symptoms, and to
providing psychological, emotional and spiritual support. As nurses, we
frequently find ourselves in situations where the direction of the care shifts
to focus on quality of life. A new study is evaluating a process to encourage
early referral for in-patients and families to hospice and palliative care when
appropriate.
By Jackie Norris, RN BSN
Working at Moses Cone Health System is like
being a part of a very large family. We all come
together and experience many of life’s ups and
downs. We celebrate our successes, our failures, the
birth of children, the loss of loved ones and,
sometimes, the loss of one of our own.
Non-Clinical Nurses “Jump Start”
Skills for H1N1 Threat
For almost 19 years, Sandi Berryhill, RN, called
Moses Cone Health System home. She grew up in
Tennessee and after graduating from high school,l
attended East Carolina University. As she first
began to spread her wings, she found she no longer
wanted to major in marine biology. During her
senior year at the University of North Carolina at
Wilmington, she decided her passion was nursing.
She transferred to UNC Greensboro and
completed her bachelor’s degree.
By Donna Gordon, RN, MSN, CRNI
In June 2009, an H1N1 Steering Committee
convened to evaluate the response of Moses Cone
Health System to the potential threat of an H1N1 flu
epidemic impacting our community. The committee
considered the possible scenario of 40 percent to 60
percent of our nursing staff being absent because of
illness.
Strategies to find alternative means to staff the
hospitals included having each nursing department
review its disaster plan and assessing the skills of
nurses not working at the bedside as a possible pool
to assist in patient care. These nurses work in such
capacities as risk management, care
managers/coordinators, diabetes educators and
information systems.
“Sandi Berryhill embodied the perfect nurse,”
recalls Wendy Wright, RN, the Assistant Director
of Department 2300. “She was caring and went
beyond the call of duty every time. She was gifted
with the ability to care at times when patients and
their families couldn’t comprehend the present
reality of the situation they found themselves in.”
A task force made up of staff educators, clinical nurse
specialists (CNSs) and clinical nurse educators
(CNEs), led by Waqiah Ellis, RN, MSN, Manager
Staff Education, was assigned to development a plan
to educate this nursing resource pool and to
implement a strategy for their use.
One cannot begin to define the culture and history
of Department 2300 without mentioning her
name. She was a beacon for her department, her
profession and the institution she stood behind for
so many years.
Patrick Burney, MD, affectionately remembers
each time Sandi went to the Caribbean she would
always bring him back a rum cake. “I always
looked forward to that rum cake,” Dr. Burney says.
“Sandi was a wonderful person and friend. I had the utmost
respect for her. She showed bravery beyond description through
the last part of her life.”
Sandi valiantly fought cancer for several years as she devoted
each day to patients and staff members. As nurses, we give of
ourselves daily to heal and to show compassion not only to our
patients and families but also to our fellow colleagues. Health
System nurses rose to the occasion and again demonstrated the
true meaning of a Magnet and caring culture with their actions.
Nurses, nurse technicians and nursing secretary/monitor
technicians gave of their time and schedule on the Sunday
afternoon of Sandi’s funeral so each nurse who wanted to attend
would be free to do so.
Sarah Marshall, RN, Intensive Care Unit at Wesley Long
Community Hospital, says, “This was the right thing to do. We
Sandi Berryhill RN, BSN—
brought out the best in others,
in life and beyond.
are a family here, and we walk through the trials and tribulations
of life with each other as well as the moments of happiness and
laughter.”
In this moment our organization celebrated a life, a purpose and
the importance of a family. Sandi meant so much to those who
knew her well. Though she is no longer with us, her influence
continues to make us strong and united for our mission, to take
care of patients as well as each other.
MAGNET
Exemplary
Professional Practice
First, a survey was sent to the more than 100 nonclinical nurses who had been identified. They were
asked to rate their comfort level for direct patient
care, being mindful of patient safety. They also were
asked what tasks they felt they could do with review
and what tasks they did not feel they could do. The
task force determined, with input from the nonclinical nurses, that the most efficient and effective
form of education in this situation would be a skills
blitz.
The Palliative Care Team at Moses Cone Health System is in process of a
joint venture and research with Department 2100, the Medical Intensive
Care Unit at The Moses H. Cone Memorial Hospital. This research study is
a prospective and retrospective study of the benefits of hospice and
palliative care consult teams within the inpatient hospital setting. This
study began October 2009 and will continue until a specifed amount of
cases have been referred. Staff members use criteria to determine the
appropriate number of referrals.. Each patient referred must be at least 50
years old, with no upper age limit defined. They also must have been
hospitalized for five days or longer before requiring ICU monitoring or
direct ICU admission. They must meet the following medical conditions:
end-stage renal disease, advanced cardiac disease, dementia, metastatic
cancer, status post cardiac arrest with hypoxic event, stroke, hemorrhage or
end-stage COPD with at least one episode of ventilator dependency.
Wendy Slingerland, RN, BSN, a nurse for the Palliative Care Team, believes
we are making slow progress, but the program is making an impact on the
lives of our patients and the quality of life they desire for themselves. She
explains that while a patient may not be admitted for an acute problem
related to the inclusion criteria noted above, they can be referred if they do
have those same medical conditions as part of their medical history.
“The interaction among nursing staff, physicians and palliative care team
members has been successful in facilitating these much needed
conversations. In turn, we are not only seeing better communication
between family members and patients, but the care we provide has
improved,” says Liz Jasso, RN, BSN, Assistant Director of Department
2100.
Nurses are an integral part of the care team for each and every patient. We
often represent the “safe zone” where families feel comfortable and are able
to confide. When we have challenging conversations about quality of life, it
is essential to have the right resources to communicate the needs and
desires of our patients and families. This study is beginning to open the
door to this challenge by making it a regular part of our care.
MAGNET
New Knowledge, Innovations
& Improvements
Results of the survey were analyzed. Tasks that 50
percent of respondents said they could do without
any additional education were omitted from the skills
blitz; tasks that more than 50 percent believed they
could do with review/training would be included.
Four tiers of skill levels were developed with the
competencies required for each tier: Tent (for
treatment of possible flu patients only), Basic
Inpatient, Advanced Inpatient and Specialty (order
transcription, IV start team, telemetry monitors, chart
checks).
See Jump Start, page 12
Structural
MAGNET
Empowerment
David Rees, RN III, BSN, CCRN, Trina DiPaola, RN, BSN
are nurses on Department 2100.
Three
Ten
Sandi began and ended her amazing journey as a
nurse on Department 2300, the Surgical Intensive
Care Unit at The Moses H. Cone Memorial
Hospital. Her roles evolved from novice new
graduate to expert charge nurse and preceptor.
Although Sandi became a nurse, she never let go of
the love she had for marine life. She would visit
the Caribbean frequently to scuba dive and
snorkel. Sandi built relationships with many
employees at Moses Cone Health System through
her experiences.
Palliative Care Pilot
Study on 2100
Mario Singleton, MBA/MHA; Lola Amuda, RN, MHA; Gretta Frierson, RN MBA/MHA ; Tora Simpson, RN, MHA;
Lavern Delaney, RN, MBA/MHA MSN celebrate graduation from Pfeiffer University.
s
Awards and Honors
Writing Review Committee appointment,
Certified Post Anesthesia Nurse exam, term
2009-2011.
Beverly Harrelson, RN, MSN, CPAN,
Clinical Nurse Specialist, Moses Cone Health
System Item.
Jean Caudle Award Recipient.
Angela Daye, RN, BSN, Assistant Director,
Operative Services, Short Stay, Moses Cone
Hospital.
Publications and
Presentations
Cone Memorial Hospital.
“Infusing a Culture of Evidence-Based
Practice into a Multi-Campus Health
System” – Podium Presentation, Waqiah Ellis,
RN, MSN, Manager, Staff Education, Moses
Cone Health System.
"Survivorship: The Impact of a Leader" –
Podium Presentation, Marjorie Jenkins, PhD,
RN, NEA-BC, FACHE, Director,
Nursing/Magnet Program Director, Moses
Cone Health System.
“Emergency Department Community
Education Project” – Poster Presentation,
Sandra Kueider, RN, BSN, MHA,
Department Director, Susan Owens, RN,
Assistant Director, Emergency Services,
Annie Penn Hospital.
“Teaching Bones Prevents Moans” – Podium
Presentation, Nicole Small BSN,
RNFA,CNOR, Assistant Director Surgical
Services, Cynthia Wrenn, RN, OR, Barbara
Morris, RN-C, Day Surgery, Elisa Haynes,
RN, BSN, CPAN, PACU, Annie Penn
"Planning, Implementing and Evaluation of a
Skills Fair"- Poster Presentation, Thresa
Brown, RN, MSN, ACNS-BC, Clinical Nurse
Specialist, Annie Penn Hospital.
“Developing and Implementing an
Intervention to Combat Delirium Utilizing
an Evidenced-Based Practice Model” – Poster
Presentation, Thresa H. Brown, RN, MSN,
ACNS-BC, Clinical Nurse Specialist, Annie
Penn Hospital.
“Telemedicine in a Rural Community
Hospital for Remote Wound Care
Consultations ” – Poster Presentation, Thresa
H. Brown, RN, MSN, ACNS-BC, Clinical
Nurse Specialist, Annie Penn Hospital.
“Merging Two Patient Care Departments
with Different Patient Populations” – Podium
Presentation, Mona Easter, RN, MBA,
Department Director, Unit 300, Annie Penn
Hospital.
“Nurses’ Knowledge of Heart Failure
Education Principles: Comparison” – Poster
Presentation, Waqiah Ellis, RN, MSN,
Manager, Staff Education, Moses Cone
Health System.
MAGNET
Transformational
Leadership
Hospital.
Graduations
• Gretta Frierson, MBA/MHA, BSN, RN,
Assistant Director, Department 5000,
Moses Cone Hospital, Pfeiffer University.
• Sylvia McCauley, MHA, BSN, RN,
Department Director, Department 2000,
Moses Cone Hospital, Pfeiffer University.
• Mario Sungleton MBA, MHA, The Moses
H. Cone Memorial Hospital, Pfeiffer
University.
Promotions and
Leadership
• Cheryl Allison, RN, BSN, Emergency
Department, Wesley Long Community
Hospital.
Care Coordinator
• Leanne Jessup, RNC, Neonatal Intensive
Care, The Women's Hospital.of Greensboro
Registered Nurse, Level III
• Mercy Ogunjobi, RN, BSN, Adult Unit,
Moses Cone Behavioral Health CenterWinston Salem State University.
• Marie Byrd, RN, ICU, Annie Penn Hospital.
• Madlyn Gauldin, RN, BSN, 2300, Moses
Cone Hospital- Virginia Commonwealth
University.
• Martha Hamby, RN, BSN, 5 East Medical
Unit, Wesley Long Community Hospital.
• Kimberly Mabry, RN, BSN, 5 East Medical
Unit, Wesley Long Community Hospital.
Certification
Master’s of Business Administration Degrees
• LaVern Delaney, MBA/MHA, BSN, RN,
Service Director, Nursing AdministrationPfeiffer University.
• Gretta Frierson, MBA/MHA, BSN, RN,
Assistant Director, Department 5000,
Moses Cone Hospital- Pfeiffer University.
Master of Health Administration
• Lola Amuda, MHA, BSN, RN, Assistant
Director, Department 3300, Moses Cone
Hospital- Pfeiffer University.
Transformational
Leadership
Assistant Director
Bachelor of Science Degrees in Nursing
• Crystal Meyers, RN, BSN, 2300, Moses
Cone Hospital-The University of North
Carolina at Greensboro.
Computer or Classroom? MAGNET
Certified in Aromatherapy
• Margaret Ann Martin, RN-BC, BSN,
Telemetry, Wesley Long Hospital, graduation
from Primal Hints School of Aromatherapy.
Certified in Diabetes Education
• Jeannine Johnston, RN, MSN, CDE,
Diabetes Coordinator, Moses Cone Health
System.
Oncology Nursing Certification
• Jackie Clarke, RN, MSN, OCN, Inpatient
Oncology Department, Wesley Long
Community Hospital.
By Wendy Hicks, RN, BSN, MA
Web-based instruction has exploded in the last decade. Many of
the nurses at Moses Cone Health System have obtained their
undergraduate and graduate degrees through online programs. If
you are considering further education, how do you know if the
computer or the classroom is the best fit for your learning style?
Here are some perspectives and some pointers that may help
make the decision more clear.
Most of us are familiar with the traditional education method.
Firsthand interaction with instructors and other class members
encourages discussion and exchange of ideas without the barriers
of cyberspace. Grades often reflect individual assignments and
group work.
Ashley Bethel, RN, BSN, Operating Room, Wesley Long
Community Hospital, prefers traditional classes because she likes
the interaction with the professor and the other students. Even
with traditional programs, modern students can expect to have
some if not much of their work online.
With online programs, the majority of the coursework is divided
into sections, with deadlines for completion of group discussion
and assignments. “Online learning has worked best for me because
it does not interfere with my full-time work schedule or personal
life. At times, some of the assignments are due on a weekly basis,
and this can become overwhelming. Once I set weekly goals and
stick with them, the online classes fit in with whatever I have
going on in that week and the pressure is lifted,” says Lisa
Covington, RN, 2A, Annie Penn Hospital. Students of online
programs must be self-directed and able to function in an
environment with little or no face-to-face contact. Grades often
reflect participation in group discussions and projects.
There are advantages and disadvantages to every type of learning
environment. Online learning may be more expensive, so one has
to look at short-term and long-term financial obligations to
determine which program is a better fit. Learning depends on the
individual’s motivation. The effort that the student applies to
their education ultimately determines how much they will retain
and how beneficial the overall experience is to their future career.
Online and traditional learning require dedication and sacrifices.
Before pursuing an educational program, students need to assess
learning needs and styles. A short learning style assessment can be
found at: web.uncg.edu/dcl/icampus/online/assessment.asp. Many
schools offer an online assessment to determine student
compatibility with the traditional classroom or the Web-based
classroom. A short personal assessment of learning preferences in
order to determine if online learning is best for you can be found
at: petersons.com/dlwizard/code/defautlt.asp. This site also
provides a state-by-state search that will list all state programs for
the degree you are seeking.
Online Learning :
Classroom Learning:
Pros
Pros
- Provides interactive classroom
- Immediate access to instructor
- Lecture for auditory learners
- Allows flexible scheduling.
- Allows easy access to
information.
- Allows for distance learning.
- Participation encouraged from
all members.
- Encourages active learning.
- Encourages individual learning
methods.
Cons
- Limited understanding of
teaching methods.
- Technology problems.
- Instructor not always responsive.
Cons
- Attendance at specific time
required.
- Encourages passive learning.
- Neglects higher order learning.
- Neglects individual learning
styles.
Nine
Four
Forsyth Medical Center’s 4th annual Nursing
Research Symposium:
• LaVern Delaney, MBA/MHA, BSN, RN,
Director of Nursing, Nursing
Administration,-Pfeiffer University.
Front: Ann Councilman,
RN, BSN and Ruby
Johnson, RN IV Back:
Marjorie Jenkins, PhD,
RN, FACHE, NEA;
Tammy Sanders, RN;
Debbie Green RN, MSN,
CNS, ANP/GNP; Joan
Wessman, RN, BSN, MS;
Nancy Pearson, RN, BSN
The New Magnet Model
What’s the
only thing
harder than
achieving
Magnet
status?
Terry Wagoner, RN, CNOR,
CRNFA assists Dr. Hendrickson in
an open-heart procedure. Both are
instructors for the MCHS and NC
A&T RNFA program.
Achieving it
again.
Recent employee satisfaction results show:
• a team of exceptional people collaborating
and supporting one another.
• patient satisfaction sustained at the 99
percentile with families believing that care and
compassion provided is exceptional.
• nurse sensitive quality indicators show the vital
role of nursing inreducing harm to our patients.
Does this sound like the kind of place that you
would like to work? Developing and then
sustaining an environment in which quality and
employee and patient satisfaction thrive is
what Magnet is all about.
Sustaining a Magnet culture is far more
difficult than achieving the initial designation.
Not only do structures and processes have to
be developed, they have to result in outcomes.
Outcomes of such magnitude can only be
achieved when they are hard-wired in to the
system. Moses Cone Health System’s is you.
Our organization’s commitment to our patients
is that an exceptional staff will deliver
exceptional care. Magnet provides the
foundation for us to achieve our ongoing
mission.
The new Magnet model has been proven to
impact satisfaction, patient and employee alike,
as well as quality. With the new model, the 14
forces are no longer used. They have been
replaced with the five model components:
transformational leadership; structural
empowerment; exemplary professional
practice; new knowledge, innovations and
improvements; and empirical outcomes. Since
the 14 forces have been a part of our practice
for years now, learning the new Magnet model
will be much easier- just five model
components.
The formation of teams (one for each model
component) are under way to complete gap
analyses. These analyses compare the current
state of our Health System with where we
would like to be in the future. Pending these
results, strategies will be put into place to
further enhance our Magnet culture. If you are
interested in helping to lead our culture of
Magnet sustainability and re-designation
(projected for 2013), please contact Marjorie
Jenkins at [email protected] or
ext 27802 by Feb. 18th.
Components
MAGNE
T
Five
Eight
By Marjorie Jenkins, PhD, RN, FACHE, NEA
Transformational
Leadership – Leaders
advocate for, support and
collaborate with staff to
meet current needs and
strategic priorities.
Structural Empowerment –
Employees are involved in
decision-making that
impacts their customers
and their profession.
Exemplary Professional
Practice – The professional
model of care and care
delivery model
(Relationship Based Care)
guide how we care for
ourselves, colleagues and
customers.
New Knowledge,
Innovations and
Improvements –
Implementing new ways to
achieve high-quality,
effective and efficient
service.
Empirical Outcomes –
Making essential customer,
workforce, organizational
and consumer outcomes.
Registered Nurse First Assistant (RNFA): An Advanced
Role for the Operating Room Nurse
By Jennifer L. Zinn, RN, MSN, CNS-BC, CNOR
The Operating Room is a place long recognized for the dynamic
role of the nurse. As early as Florence Nightingale, nurses
prepared wounds for surgery and assisted in procedures. Nursing
involvement in the surgical team was introduced in 1894 at Johns
Hopkins in Baltimore. The Mayo brothers in Rochester, MN were
among the first to officially provide an expanded role for nurses
in the operating room. Today, the roles and responsibilities of the
operating room (OR) nurse have flourished and expanded,
actively defining the framework for safe patient care in the
perioperative setting.
The Registered Nurse First Assistant (RFNA) is an advanced
practice role for operating room nurses. In this role, experienced
OR nurses have an opportunity to advance their skill set and
education, while remaining directly involved with all aspects of
patient care. The traditional OR nurse role focuses solely on intraoperative care. The RNFA role includes care given in the preoperative, intra-operative and post-operative phases of the
surgical experience.
“Being an RNFA means having the opportunity and privilege to
take patient care to a higher level of commitment and expertise,”
says Terry Wagoner, RN, CNOR, CRNFA, Operating Room, The
Moses H. Cone Memorial Hospital. “You feel more responsibility
for the outcome of the surgery because you’re involved on a
deeper level. It’s a very gratifying experience!”
As an integral member of the OR team, the RNFA collaborates
with the entire surgical team and focuses on providing
exceptional patient care. Nurses who have taken on this
rewarding challenge demonstrate independent nursing judgment
in such areas as tissue handling, retracting, clamping, suturing and
providing hemostasis.
Currently, there are only 22 programs in the United States
accredited to offer the RNFA curriculum. One of those programs
is a collaborative effort between Moses Cone Health System and
North Carolina Agricultural & Technical State University School
of Nursing. The course is offered every March and provides the
knowledge and framework for RNFA practice.
MAGNET
New Knowledge, Innovations
& Improvement
Transformational
Leadership
MAGNET
Department 2100 celebrates “Go Live” for RBC.
Pictured left to right: Rachel Fountain, RN, BSN,
Tom Gettinger, Peggy Daniello, RN, BSN, CCRN,
Phyllis Griffin, RN, MSN, Department Director,
Megan Hallett, RN, BSN, Brittany Dabbs, RN,
BSN, Ginny Pasquini, RN, BSN, Liz Jasso, RN,
BSN, Assistant Director, Jennifer Dickerson, NSMT
A Day in the Life
of the Vice-President of Nursing
The Chief Nursing Officer for Moses Cone
Health System sets the vision and direction for
nursing. Her role is similar to the captain of a
ship, setting the course for nursing and
forecasting future direction. Debbie Grant,
RN, MSN, Vice President for Nursing Services,
is instrumental in bringing that vision to
reality. She is at the helm, driving the change
and keeping the ship on course.
The Vice President of Nursing is the change
agent, the go-to person, the facilitator for the
detail of operations, policy and procedure,
regulatory compliance and all the nuances
involved in initiating new processes. Debbie is
involved in nearly every process or initiative,
from facilitating a major global process such as
the new electronic documentation system to
input into the construction of the new North
Tower at The Moses H. Cone Memorial
Hospital.
For this to occur, Debbie has her hand on the
pulse of the activities of all campuses,
attending meetings, reviewing data and
facilitating the changes necessary to keep
exemplary patient care at the forefront. How
does she do it? The presentation of new
programs in the board room is just the
beginning. Debbie is in the trenches with staff
on a daily basis, observing firsthand and
listening for the stories of what is working and
where roadblocks exist.
On a typical day, Debbie’s alarm goes off
about 6 a.m. After some time on the
stationary bike, she spends special moments
with her family and then she is off on the 30minute commute to work. Each day has a
single goal of moving processes forward with
planned visits at every campus during the
week.
At 7:30 a.m. she leads a meeting with the
assistant nursing directors, learning firsthand
the issues and opportunities with the new care
coordinator role. After this meeting, she checks
in with the administrative coordinators and
service directors on several of the campuses
and redirects resources to circumvent patients
holding for bed placement. She checks in
with Moses Cone Hospital’s environmental
leaders to ensure bed turnover is a focus today,
strengthening those interdisciplinary bonds.
Next on the calendar is some time with the
new graduate nurses, where Debbie discusses
the state of nursing in North Carolina and the
nation. Her tone is inspirational as she
encourages these new employees to see past
the present and embrace the change ahead for
nursing and healthcare.
By 1 p.m. she is off to the Moses Cone
Behavioral Health Center to round, participate
in administrative staff meetings and mentor a
new service director for that campus.
At 3 p.m., she is attending meetings regarding
process planning with multi-disciplinary
members to address patient flow issues on
multiple campuses. In between meetings she
will chat with nurses, non-nursing staff and
By Karin Henderson, RN, MSN
other leaders in the hallway or in the elevator,
listening for feedback about what is working.
She will round on patients, physicians and
leaders from all disciplines and staff,
connecting and listening. She will continually
redirect and challenge staff and leaders to
focus on current policy, on new ways of
working, on how to utilize evidence in
practice, all while acting as custodian of the
space where true patient-centered decisions
are encouraged. Challenging our exceptional
staff to continue delivering exceptional care is
a hallmark of her inspiration.
On the way back to her desk, she picks up an
updated calendar that shows an evening
community meeting. Debbie represents the
Health System on the boards of several
community organizations.
This busy day moves forward as other System
wide projects await her attention and
leadership. Staring up at her from her office
calendar are projects which include: facilitating
the rollout of Relationship Based Care (RBC);
overseeing Congregational Nursing programs
and chaplaincy services; spearheading the
work on length of stay; and overseeing and
mentoring nursing service directors on all
campuses, assisting them with their multiple
projects.
The role of a Vice President for Nursing in a
five-hospital health system is multi-faceted
and fast paced. Debbie is at the helm, keeping
nursing and patient care on course.
Celebrating RBC Implementation
for Wave II
By Ruthie Pompey, RN, MSN
On November 17, 2009, Wave II of RelationshipBased Care
(RBC) celebrated “Go Live.” We had 18 more departments
across the Health System implement the principles of RBC.
What makes this implementation extra special is that the
departments are located across all five of our major campuses.
RBC is spreading like wildfire across the organization.
The departments had their themes displayed, and there was a
lot of food shared. We were inundated with many outside
visitors during the “go live” day celebrations. The Joint
Commission was here to survey our Health System, in
addition to a state surveyor.
On the Wesley Long Community Hospital campus, Gail
Proctor, RN, was preparing for the department’s daylong
celebration. We were just about to go “over the rainbow” in
the Medical Surgical Telemetry Department (4 East) when a
Joint Commission surveyor walked into the staff lounge. She
asked, “What’s the celebration for?” Gail was able to
immediately explain, “We are implementing a new model of
caring for our patients and families. Patients are assigned a
lead nurse who works with them to plan their care. We are
also learning about how to take care of our co-workers and
ourselves better.” Maryanne Amos, RN, MSN, Director was
also in the room at this time and was quick to commend Gail
on her great response. “They have really worked hard on this
initiative and it just proves again that we have a great team,”
Maryanne says.
The team members of the Medical Surgical ICU (Department
2100) were “Breathing in RBC” on “go live” day. They had lots
of goodies and even got some exercise in by doing the Cupid
Shuffle. Rachel Fountain, RN, BSN, is the project leader for
RBC for Department 2100 and is very proud of her team.
“We had 50 percent of our patients with a lead nurse on go
live day. That was pretty good for the first day. We’re just
taking things day-by-day and making changes as needed. We
hope to be really organized by the end of the year,” Rachel
says.
Each department in Wave II received an appreciation basket
from the site adminstrator for their hard work.
Overall, it was a successful day for all of the departments in
spite of distractions. Please congratulate the individuals in
these departments for a successful implementation. They all
worked very hard. RBC is a journey, and now we prepare for
Wave III to start in spring 2010 as we focus on sustaining
Waves I and II. It is because of you making the principles of
RBC come to life that we are able to CELEBRATE,
demonstrate CARING by delivering excellent patient care,
and show our visitors the outstanding job you do everyday by
COLLABORATING as a team.
MAGNET
Exemplary Professional
Practice
Seven
Six
Nicole Baltazar, RN MSN, Jennifer Chatmon, RN and Tata Carbone, RN BSN, review a chart with Debbie Grant, RN MSN.