CEDARS-SINAI NURSING ANNUAL REPORT 2016 · cedars-sinai nursing annual report 2016 ©2017...

CEDARS-SINAINURSING ANNUAL REPORT

2016

Cedars-Sinai Nursing Annual Report 20162 |

December 22, 2016

Reflecting on our 2016 journey, it’s clear that our progress and accomplishments were driven by the extraordinary teamwork, collaboration and dedication of our nurses. We faced many challenges together, including frequent volume surge in the census, CS-Link™ 2015 go-live and optimization, bar coding for blood administration, ventilation system duct cleaning of multiple units and the need to rapidly open additional spaces for patient care. Yet through it all, each of you demonstrated personal strength, perseverance and dedication to see us through in our unending quest to deliver exceptional, safe, quality, person-centered care.

During this year, we developed the 2016–2020 nursing strategic plan and developed a schematic to depict our goals: safe, quality care; improving the patient experience; value and efficiency; evidence-based practice and research; transformational leadership and education development; philanthropy and community services, which all lead to our nurses’ engagement for excellence in human caring.

In transformational leadership and educational development, more than 50 percent of the staff advanced to CNIII. Cedars-Sinai nurses advanced their professional development in many organizational development courses as well as nurse residency, the Rising Stars curriculum, the Emerging Leader Program (and several participated in the AONE manager and director fellowships); and six nurses were selected as Brawerman PhD scholars. We also developed the onboarding transition program for new Advanced Practice Nurses.

Research has demonstrated that nurses engaged in continual learning and with a BSN plus specialty certification have better patient outcomes. Our goals were to achieve 80 percent BSN and specialty certification by 2020. We achieve 80 percent specialty certification this year, and 85 percent have at least a BSN, with 14 percent having a master’s in nursing!

We continue to strive to improve our patient experience with increased emphasis on courtesy and respect, discharge education, and listening and verbalization to the patient when we are checking their identification for safe medication administration.

Thank you for the Human Caring you exhibit each day. You are greatly appreciated for your work each and every day.

Sincerely,

Linda Burnes Bolton, DrPH, RN, FAANChief Nurse Executive and Vice President of NursingJames R. Klinenberg, MD and Lynne Klinenberg Linkin Chair in Nursing

CEDARS-SINAI NURSING

Cedars-Sinai Nursing Annual Report 2016

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CEDARS-SINAI NURSING

OUR VALUES

Our values are the guiding principles for all that we do, shaping our interactions with those whom we are privileged to serve.

Advocacy — Assuring that the voice of each patient is heard and respected. Standing up for the right thinking, right action, and right practice for our patients and families, for each other and for our institution.

Global Awareness — Viewing healthcare from both a macro and micro perspective, with an understanding of how the profession of nursing “fits” into the ever-changing healthcare environment.

Courage — Acting boldly on the strength of our convictions, advocating for our patients, our colleagues and ourselves in both clinical and administrative settings, even in difficult circumstances.

Inclusion — Valuing each patient and each member of our team as individuals with different origins, different perspectives, who share common goals of doing the right thing.

These values are unique to Nursing at Cedars-Sinai, but we still incorporate Cedars-Sinai’s Core Values into our practice.

Additional Cedars-Sinai Values:

• Integrity

• Compassion

• Excellence

• Innovation

• Stewardship

• Teamwork & Collaboration

• Respect & Diversity

OUR PHILOSOPHY

Nursing is committed to, and accountable for, safe, professional practice as evidenced by consistent utilization of the nursing process, inter-professional collaboration with our colleagues and achievement of quality outcomes. We are advocates for people by promoting the delivery of the right care at the right time.

We practice human caring. We listen to our patients and their loved ones, and we place them at the center of all planning and decision-making. We meet each person where they are in the moment. We connect with each person by valuing their unique needs, spiritual beliefs and personal choices. We seek to earn each person’s trust at all times.

We pursue and apply new knowledge, evidence-based practice, and models of care as a means of providing services that exceed expectations. We utilize research as the basis for our practice. We engage in continuous quality improvement. We embrace new technologies to promote the delivery of care. We are cognizant of the total cost of care, and we engage the initiative to enhance value. We work to improve the health of our community.

OUR PROFESSIONAL PRACTICE MODEL

The Cedars-Sinai Nursing Professional Practice Model is a dynamic process that integrates our philosophy of Education & Development, Research as Evidence-Based Practice, Quality-Safety Practices & Outcomes, and Community with our vision, mission and values that guide and support the delivery of person-centered care.

OUR VISION

Excellence in Human Caring

OUR MISSION

Cedars-Sinai Nursing is committed to leadership and excellence in delivering quality, compassionate, value-added, person-centered care. We are committed to continuous education and science as the foundation for improving our practice and enhancing our work environment.


CEDARS-SINAI PROFESSIONAL PRACTICE MODEL

EXCELLENCE IN HUMAN CARING

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Person,Family andCommunity

Remember that the “person” is always at the heart of what we do, and that the Person, Family and Community does not just represent the patients that we care for but also represents our own selves, colleagues, families and communities. Care and respect yourself and one another!

A task force was created in 2015 to reimagine our vision, mission, values and philosophy. From this, our Professional Practice Model was developed to give a visual description of these elements and show how we deliver care specific to our practice and our strategic plan. This is then enveloped in the four components of a Magnet organization. Approval was sought through the divisional and unit councils, and final approval was given through the Nurse Coordinating Council in December 2015.

EXCELLENCE IN HUMAN CARING


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Nurses advance their field by initiating and participating in the research, development and implementation of innovations in care delivery.

Validates that all nurses are encouraged to utilize

and participate in decision-making

structures to initiate or

influence their practice environment

CEDARS-SINAI PROFESSIONAL PRACTICE MODEL EXAMINED

OUR STRATEGIC GOALS Give Us Purpose

PERSON, FAMILY AND COMMUNITY

OUR NURSING VALUES Drive Us Forward


OUR PRACTICE The Makings of a Cedars-Sinai Nurse

THE MAGNET MODEL COMPONENTS

These are our guiding principles for all that we do!

They help us to achieve our quadruple aim of exceptional OUTCOMES, exceptional STAFF and

PATIENT EXPERIENCES, at the BEST VALUE!

As engaged professionals, we can promote the return to self-care for our patients

and the community in which we serve!

Exemplifies the innovative work of nurses within the full scope of their professional practice

Demonstrates innovative

and effective nursing

leadership strategies and

their outcomes

Inspire us to deliver the best care for our patients in the best environment for nursing!


Reach for Our VisionEXCELLENCE IN HUMAN CARING

Our desire to achieve Excellence in Human Caring with every person, every time!




CEDARS-SINAI NURSING STRATEGIC PLAN

Quadruple aim of achieving exceptional OUTCOMES, exception STAFF and PATIENT EXPERIENCES, at the best VALUE


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CEDARS-SINAI NURSING STRATEGIC PLAN FY16–20

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GOALS AND ACCOMPLISHMENTS

GOALS FY16 ACCOMPLISHMENTS FY17 STRATEGIES

1

Exceptional Outcomes: Quality 90% or better

Cedars-Sinai continued to perform above the 90th percentile in safe quality care with all nurse sensitive indicators below the CALNOC mean

Continue exceptional performance in Safe, Quality Care

2

Exceptional Patient and Family Experience: measured by HCAHPS > 75% for pain management, nurse responsiveness, listening, courtesy & respect, patient/family understanding discharge education

Above the benchmark at 50% for pain and responsiveness and improving in listening, courtesy and respect and discharge education

Expand patient family involvement in nursing/patient/family councils; expand rollout of CS-Link MyChart; continue IPE role modeling and simulation training

3

Value and Efficiency: measured by length of stay (LOS), cost per patient day and unplanned overtime

Value and Efficiency: Improvements in discharging patients earlier and decreasing length of stay but reimbursement for care is less; fill vacancies and retain excellent staff and decrease unplanned overtime

Increase efficiency of earlier discharge and POCR rounds; increase specialty training classes for perioperative, critical care, ED and L&D and APN; fill vacancies; decrease use of travelers and overtime

4

Engagement in EBP and Research with Application to Practice

More clinical nurses are participating in abstract submissions and publications. November 2015 CS-Link optimization streamlined admission documentation and discharge education documentation; second research scientist hired

Continue increase clinical nurses’ involvement in EBP, submission of abstracts, presentations and publications. Establish research fellow programs with paid release time

5

Education Pathway for Transformational Leadership and Practice

Some units below orginaizational level but at Organization level eligible CN III at 53%; 75% specialty certification and 80% minimum BSN and 70% engagement on nurse satisfaction

At unit level >50% nurses CN III; 80% engagement score on nurse satisfaction; continue education programs at all levels

6

Increased Philanthropy and Community Service

Collaboration wtih Community Relations to establish additional endowments for nursing and community volunteer opportunities increased; Funded grant for spread of Frailty program; 86 community programs held and 750 nursing students from 18 affiliated schools had clinical placement and preceptors

Move from collaboration to attainment of additional funding for Nursing endowments and CS nurses donating to endowed chair; expand available number of preceptors for students, nurse residents and new staff


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2016 NURSING CHARACTERISTICS

CHARACTERISTICS OF MAGNET ORGANIZATIONS

2016 MAGNET ORGANIZATIONS*

CEDARS-SINAI 2016

RN turnover 12 % 6%

Average # years employment 10 years 9.5 years

% of leaders with graduate degrees 60%84% in nursing plus

9% MBA, MHA

% of direct care nurses with BSN 59% 71%

% associate degree nursing 38.5% 14%

% Master’s degree direct care nurses 4% 14%

% Leaders with certification 60% 92%

% direct care nurses with certification 35% 80%

* Source Average Magnet Organizations Characteristics, ANCC website: wwwnursecredentialing.org updated November 2016

MAGNET REDESIGNATION PROCESS

• What is Magnet? A designation granted by the American Nurses Credentialing Center (ANCC) for nursing excellence, quality patient care and innovations in nursing practice and an engaged nursing staff.

• The nation’s highest honor for “Excellence in Nursing and quality patient care.”

• Cedars-Sinai was designated a Magnet organization in 2000 and is applying for a fifth designation September 2017 when we will submit our evidence collected from October 2013–September 2017. The appraisers will read and score our document and a site visit will be scheduled in four to six months.

• If the site visit is successful, the Magnet commission will designate Cedars-Sinai for a fifth Magnet-recognized organization for another four years.


TRANSFORMATIONAL LEADERSHIP

Today’s health care environment requires a new way of thinking, being and providing care. Cedars-Sinai nurses are empowered to think outside the box and drive transformational change. As a result, Cedars-Sinai remains strong and well positioned for the future. Research has demonstrated that nurses with a BSN degree and certification have better patient outcomes. “The Future of Nursing” report advocated that 80 percent of nurses have a BSN by 2020. Cedars-Sinai Nurses achieved and exceeded that level in 2016!

Graph showing 2014–2016 CS RN Education level

Cedars-Sinai Nurse Education Rates, 2014–2016

% o

f R

Ns

90

80

70

60

50

40

30

20

10

01

21

78

2

18

80

1

14

85

2014 2015 2016

Cedars-Sinai Eligible Nurse Certification Rates, 2014–2016

% o

f R

Ns

90

80

70

60

50

40

30

20

10

0

79 77 80

2014 2015 2016

Goal: 80% Certification by 2020


DN 1 2 1

ADN 21 18 14

BSN/MSN 78 80 85

BSN 65 68 71

MSN 13 12 14

Goal: 80% BSN/MSN Certification by 20/20


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CEDARS-SINAI LEADERSHIP DEVELOPMENT PROGRAMS

Transformational leadership and educational development are a key component of the Cedars-Sinai strategic plan.

LEADERSHIP LEVEL

CORE EDUCATION ADDITIONAL EDUCATION

CNI12-month nurse residency

transition programCrucial Conversations

CNII Preceptor program Crucial accountability; InsideOut coaching

CNIII Charge nurse courseRising Stars program; Emotional Intelligence;

Diversity workshop; project management

CNIV Project management Advisory Board leadership courses

Assistant Nurse Manager

Emerging leaderAdvisory Board leadership courses and

Organizational Development courses (OD)

Associate Director

Semiannual nursing leadership workshop

Advisory Board, OD leadership courses; AONE manager fellowship

Executive Director

Semiannual nursing leadership workshop

Advisory Board, OD leadership, AONE Director fellowship,

Annual professional meetings

Executive CNOC-Suite leadership meetings,

PEAC strategic planningAdvisory Board, AONE system and

CNO workshops, professional meetings

Evidence-based practice and research shows an engaged nursing staff with a good working environment has better patient outcomes and more retention of nursing staff.


NURSE ENGAGEMENT SURVEY

RN Satisfaction/Engagement 2016 and percentage of units better than benchmark

89% Participation

Professional Development

Leadership Responsiveness

Interprofessional Relationships

Adequate Resources &

Staffing

CS 90% 97% 80% 89%

The nurse engagement survey questions that comprise the category

MAGNET CATEGORY ENGAGEMENT QUESTION DRIVERS

PROFESSIONAL DEVELOPMENT

I know what is required to perform my job.

I have helpful discussions with manager on career.

Receive regular feedback on my performance.

Training & development helped me improve.

Received effective on-the-job training.

Most recent performance review helped me improve.

LEADERSHIP & RESPONSIVENESS

My CNO is a visible advocate for nursing.

Hospital administration follows through on nurse suggestions for improvement.

My manager is open and responsive to staff input.

INTERPROFESSIONAL RELATIONSHIPS

Abusive behavior is not tolerated.

I have good personal relationships with coworkers.

I receive support from employees in my unit to help me succeed in my work.

My coworkers do a good job.

ADEQUATE RESOURCES AND STAFFING

My organization supports employee safety.

I have a manageable workload.

Organization does a good job selecting and implementing new technologies to support my work.

My unit has enough staff.


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STRUCTURAL EMPOWERMENT

The Nursing Strategic Plan provides the framework for continuous quality improvement. The plan challenges to develop new ways of thinking and delivering care, to blend the art and science of nursing with transformational leadership style, and provide the best possible outcomes for our person-centered care across the continuum of care. This comprises shared decision-making as well as recognition and awards.

2016 NURSING AWARDS AND RECOGNITION

Recognition of nurses at all levels is a key component to the culture of excellence at Cedars-Sinai. Recognition promotes empowerment, involvement and continuous improvement.

Zifkin Nurses of the Year: Marie Fe White, MSN, RN, ACNP, FNP and Karen Silva, PhD, MSN, RN-BC

Transformational Leadership: Joan Dawson, MSN, RN, CNOR, NEA-BC

Structural Empowerment: Maureen Davis, MSN, RN-BC

New Knowledge and Innovations: Cecille Pallagao, BSN, RN, CNOR

Exemplary Professional Practice: Barbara Fields, BSN, RN-BC

Empirical Outcomes: Norma Viverous, MSN, MPH, RN-BC

Ralph Parsons Nursing Excellence: Emily Gray, MSN, CMSRN

Elliott Blinderman Neurosurgical Scholarship: Joy Sarsoza, BSN, CMSRN

K. Black Neurosurgical Excellence: Michelle Medley, BSN, RN, CCRN

Nursing Informatics Excellence: Erin Carr, BSN, RN, OCN & Ellen Shukhman, BSN, RN-BC

Tower Urology: Carmencita Rue, BSN, RN, CNOR

Lilian Klapper RN Orthopedic: Shu-Tyng Chang, BSN, RN, ONC

Dorskind Oncology: Jennifer White-Geller, MSN, RN, ONS

Dorskind Woman’s Health: Mykel LeCheminant, MSN, RN-C

Dorskind Community Health: Haesook Kim, MSN, RN-BC

Helping Hand: Nicole Schwartz, AD, RNC-OB


SHARED GOVERNANCE MODEL

Cedars-Sinai’s shared decision-making foundation is at the unit practice level. After ideas are tried and adopted, they are spread to the divisional clinical practice council. Monthly recommendations from the divisional clinical practice council are brought to the Nursing Coordinating council — which is comprised of divisional directors, co-chairs of divisional councils and CNO — where recommendations are adopted across the organization for nursing.

Shared Governance Principles are:

Role of CPC

• Focuses activities to achieve the following outcomes:

• Increased number of BSN and certified staff

• Reduction in turnover; increased retention of new hires

• Active and ongoing peer review process

• Implementation/spread of TCAB process improvements

• Designs and implements best practice care standards and processes.

• Supports and fosters clinical decision-making at the point of service.

• Proposes and reviews clinical policies and nursing practice standards.

• Coordinates efforts and recommendations/proposals of the Unit Practice Councils to ensure consistency, complete communication and implementation.

• Recommends resources that support and facilitate nursing clinical practice.

CPC Disseminates information to UPCs for discussion

About best practices in Peer Review, Professional Advancement, retention of employees

Conduct to and from UPCs

To insure all information reaches UPC’s for discussion and feedback to CPC as needed

UPCs directs information to CPC for discussion

About best practices in Peer Review, Professional Advancement, retention of employees and other feedback as evolves

Information flow between UPC and CPC

Clinical Practice Council

NMs & UPC Chairs

Unit Practice Councils

Origin: 3/2007Rev: 2/2010; 12/2014

Information flow between UPC and CPC

Clinical Practice Council

NMs & UPC Chairs

Unit Practice Councils

• Information sharing

• Ideas generation for performance improvement

• Consensus building

• Individual responsibility

• Team accountability

Unit practice councils comprise the following reporting workgroups: peer review, MD-RN collaborative, education, regulatory preparation, community service, recruitment & retention, professional advancement, EBP, continuing education and patient acuity classification.


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EXEMPLARY PROFESSIONAL PRACTICE

At Cedars-Sinai, we’re committed to offering excellent safe, quality care to each person we serve. Below are our Nursing Sensitive indicators for Hospital-Acquired Pressure Ulcers (HAPU stage 2 plus); Falls With Injury; Catheter-Associated Urine Tract Infections (CAUTI) and Central Line-Associated Blood Stream Infections (CLABSI), Stroke Measures and administration of pain medications in the Emergency Department within 60 minutes. For Stroke Measures, we are better than the benchmark 100 percent of the time for eight quarters as well as for administration of pain medication within 60 minutes in the Emergency Department, which is the ambulatory measure we are using. This data is for Quarter 1, 2014 to Quarter 4, 2015. We will be adding the latest two quarters of data (Quarters 1 and 2 of 2016) to this report before submitting in September 2017.

DIVISION UNIT NAME HAPU 2+FALLS

INJURYCLABSI CAUTI

Critical Care ICU/NSICU 8SCCT 7/8 7/8 4/8 2/8

MICU/RICU 7SCCT 4/8 7/8 7/8 3/8

SICU 5SCCT 6/8 6/8 7/8 6/6

CICU 4SCCT 8/8 7/8 6/8 2/8

CSICU 6SCCT 1/8 7/8 8/8 6/8

Med/Surg Aids/Idc/Hosp – 4SE 7/8 7/8 6/8 --

Gyn/Onc Cre 3SW/3SE–MED Closed Closed Closed --

Med-Surg 4NW 1/7 6/8 6/8 --

Med-Surg Care 7SE 8/8 8/8 7/8 --

Med-Surg Care 8North 7/8 8/8 8/8 --

Med-Teach 5SE 4/8 7/8 4/8 --

Med-Teach 5SW 4/7 6/8 7/8 --

Med-Teaching Care 6SW 7/7 5/7 5/7 --

Med/Surg Care 8South 8/8 8/8 6/8 --

Oncology 4SW 8/8 8/8 6/8 --

Ortho Care 7North 4/8 8/8 6/8 --

Universal Unit 3SCCT 5/8 7/8 8/8 --

Stepdown CHF/Heart Failure 6SE 6/8 7/8 6/8 --

Med-Surg Care 6NW 6/8 7/8 5/8 --

Step Down 6NE 4/8 8/8 6/8 --

5NE 6/8 7/8 6/8 --

5NW 8/8 7/8 5/8 --

WP NICU 8/8 8/8 6/8 --

PICU – 4SCCT 6/6 8/8 7/8 8/8

Pediatric Med/Surg 4North 8/8 7/8 7/8 --

Rehab Acute Rehab 7SW 8/8 6/8 7/8 6/8

L&D L&D 8/8 8/8 8/8 --

Post-Partum 3NW 8/8 8/8 8/8 --

Nursery 3 Nursery 8/8 8/8 8/8 --



Overall Patient Satisfaction for tracking and evaluating of patient experience as measured by Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS), a public reporting tool that assess major areas of hospital performance that is compared to the patients’ perspective of how they perceived their care. Performance measure captured are for questions related to pain management, nurse responsiveness, patient engagement/patient-centered care, nurse treatment with courtesy and respect. Historically, we have done well in helping patients with their pain and responsiveness. In the last year, we have significantly improved in courtesy and respect, patient engagement and patient-centered care and medication safety. We have opportunities for improvement in listening, discharge education, continuity of care and patient education.

Pain ManagementDuring hospital stay, how often did hospital staff do everything they could to help with your pain?

Q Q2 FY ’15

Q3 FY ’15

Q4 FY ’15

Q1 FY ’16

Q2 FY ’16

Q3 FY ’16

Q4 FY ’16

Q1 FY ’17

Outcome

C/S 78.7 80.3 81.5 79.5 78.4 81.3 80.3 80.6 8/8

B/M 77.5 77.1 76.5 76.4 77.1 77.1 77.1 76.8

ResponsivenessHow often did you get help getting to the bathroom or using bedpan as soon as you wanted?

Q Q2 FY ’15

Q3 FY ’15

Q4 FY ’15

Q1 FY ’16

Q2 FY ’16

Q3 FY ’16

Q4 FY ’16

Q1 FY ’17

Outcome

C/S 65.8 67.5 65.6 69.4 67.9 66.7 71.2 71.0 8/8

B/M 63.5 63.2 61.7 62.2 62.5 62.9 63.3 63.3

Courtesy and RespectDuring this hospital stay, how often did nurses treat you with courtesy and respect?

Q Q2 FY ’15

Q3 FY ’15

Q4 FY ’15

Q1 FY ’16

Q2 FY ’16

Q3 FY ’16

Q4 FY ’16

Q1 FY ’17

Outcome

C/S 84.1 85.3 84.3 85.4 85.5 84.2 85.6 85.9 7/8

B/M 84.3 84.2 84.2 83.8 84.3 83.9 83.9 84.1

Patient Engagement/Patient-Centered CareWhen I left the hospital, I clearly understood the purpose for taking each medication.

Q Q2 FY ’15

Q3 FY ’15

Q4 FY ’15

Q1 FY ’16

Q2 FY ’16

Q3 FY ’16

Q4 FY ’16

Q1 FY ’17

Outcome

C/S 64.7 64.1 65.5 63.1 64.3 65.6 65.2 67 8/8

B/M 62.2 63 62.3 61.8 62.7 63 63.5 63


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Patient Engagement/Patient-Centered CareDuring the hospital stay, staff took my preferences and those of my family or caregiver into account in deciding what my healthcare needs would be when I left.

Q Q2 FY ’15

Q3 FY ’15

Q4 FY ’15

Q1 FY ’16

Q2 FY ’16

Q3 FY ’16

Q4 FY ’16

Q1 FY ’17

Outcome

C/S 47.7 48.4 50.7 48.1 48.9 45.2 48.8 48.3 7/8

B/M 45.3 44.7 43.8 44.1 45.9 46 46.2 46.6

SafetyDuring this hospital stay, before giving you any new medicine, how often did the hospital staff ask you about your allergies or other medications you may have been taking?

Q Q2 FY ’15

Q3 FY ’15

Q4 FY ’15

Q1 FY ’16

Q2 FY ’16

Q3 FY ’16

Q4 FY ’16

Q1 FY ’17

Outcome

C/S 81.9 79.2 80.5 81.7 80.2 80.3 81.5 81.0 5/8

BM 79.6 79.6 79.2 80.3 80.4 80.2 80.6 81.1


NEW KNOWLEDGE AND INNOVATIONS

Through new knowledge and research, the Nursing Department has made remarkable progress in improving the nursing care, enhancing patient experience and improving patient outcomes. Limited list of nursing staff publications and presentations external to Cedars-Sinai include:

Published Articles in 2016

Gray, EA, Santiago, L, Dimalanta, MI, Maxton, J, Aronow, HU (2016). Discharge by 11am: The Significance of Discharge Planning. MEDSURG Nursing, 25 (6), 381-384.

Marion McRae, MSCN, ACNP-BC, CCRN: The Role of the Cardiovascular Genetics Counselor in Cardiovascular Team, section ACC

Marion McRae, Alice Chan, A. Lee, R. Hulett, Bernice Coleman. Team-Based Learning improves Nurses’ Knowledge of Cardiac Surgical Resuscitation. Dimensions in Critical Care. 36 (1): 60-67.

Bernice Coleman, et al. Advanced Nursing Practice and Research Contributions to Precision Medicine. Nursing Outlook, Mar-Apr 2016; 64(2): 117-123

Coleman, et al. Racial and Ethnic Disparities in Outcomes after Heart Transplantation: A systematic review of contributing factors and future directions to close the gap. The Journal of Heart and Lung Transplantation, Oct 2016

Naomi Tashman, BSN, ONC, WCC and Sarah Low, MSN, OCN, CMSRN, Improving Hospital Acquired Pressure Ulcer Prevention on an Orthopedic Unit, MedSurg Matters, August 2016; 25(4): 4-7

Noonan, K, Miceli, Ts, Managan, P, and Rome, S. Multiple Myeloma Treatment Options for Newly Diagnosed, Relapsed and Refractory Disease. Journal of the Advanced Practitioner in Oncology, Vol 7, suppl1, March 2016, 83-96.

Williams J. Katapodi, M, Starkweather, A, Bedzek, L, Cashion, A, Coleman, B; Advanced Nursing Practice and Research Contributions to Precision Medicine. Nursing Outlook. 64:117-123.

Podium Presentations in 2016

“Watching TV in the Hospital: Enhancing Heart Failure Education,” Barbara Fields, 2016 Association for Nursing Professional Development, Pittsburg, PA, July 2016

“Managing Side Effects,” Sandra Rome, International Myeloma Foundational Regional Community Workshop, San Francisco, CA, May 3, 2016

“90 Seconds of Focused Team Conversation to Reduce LOS and Address the Triple Aim,” Mary Reyes-Gonzales & William Stanford, MD, AONE, Fort Worth, TX, March 31, 2016

“Inherent Challenges of Managing the Dually Diagnosed Patient in an Acute Medical Environment,” Karen Silva, Sigma Theta Tau NU MU chapter, CSULA, Los Angeles, CA, November 2016

“Forensic Nursing: Possibilities and Challenges,” Karen Silva, Hospital De Clinicas de Sao Paulo, Brazil, August 31, 2016

“Mapping an Innovative Future: Seamless Progression to BSN,” Keith Hoshal, 2016 Magnet Conference, Orlando, FL, Oct. 6, 2016


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NEW KNOWLEDGE AND INNOVATIONS

Poster Presentations in 2016

“Power to the CP: Empowering Clinical Partners through Stroke Education,” Laurie Paletz, Pamela Moore, Nili Steiner, International Stroke Conference, Los Angeles, CA, Feb. 2016

“Closing the Gap: A Customized Hospital Centric Trauma Orientation to Increase Documentation Compliance and Trauma Nurse Comfort Using High Fidelity Simulation,” Greg Eichelzer, MSN, RN, CEN and Donovan Steward, MSN, RN, CEN at the Society of Trauma Nurses National Conference, Anaheim, CA, March 2016

“Swallow Screens in the ED: A Hard Act to Follow,” Greg Eichelzer, MSN, RN, CEN, and Laurie Paletz, BSN, RN, SCRN at EPIC Group Meeting, Verona, WI, April 2016

“Who Ya Gonna Call?,” Marilyn Shirk, MN, RN, CNS-BC at Annual International Society of Psychiatric-Mental Health Nurses, Minneapolis, MN, April 2016


NURSING SPECIALTY CERTIFICATIONS

It has become an expectation at Cedars-Sinai that when you are eligible, you obtain specialty certification. Eighty percent of the eligible nurses at Cedars-Sinai have obtained their certification, a necessary step in advancing to CNIII.

Certification graph from 2014–2016 for direct care nurses


% o

f R

Ns

90

80

70

60

50

40

30

20

10

01

21

78

2

18

80

1

14

85

2014 2015 2016


% o

f R

Ns

90

80

70

60

50

40

30

20

10

0

79 77 80

2014 2015 2016



Certification 79 77 80


% o

f R

Ns

90

80

70

60

50

40

30

20

10

01

21

78

2

18

80

1

14

85

2014 2015 2016


% o

f R

Ns

90

80

70

60

50

40

30

20

10

0

79 77 80

2014 2015 2016




©2017 CEDARS-SINAI

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Jerome Codilla, CNIII BSN, RN, PCCN

Mayette David, CNIII: BSN, RN, CCRN

Seng Eap, CNIII BSN, RN, CCRN

Marielle Garalza, BSN, RN, CMSRN

Jacqueline Jones, BSN, RN, CMSRN

Jonvee Manzon, BSN, RNC-NIC

Tu Tran BSN, RN, CPN

Bradley Bliss, BSN, RN, CPAN

Mayette Davis, RN, CCRN

Tessie Hernandes, MSN, RN, CCRN

Michael Russo, BSN, RNC-NIC

Annette Robinson, BSN, RN, CPN

Kenneth Brooks, RN, CPAN

Lisa Dugger, MSN, RN, ACNS-BC, CDE

Haley DePalma, BSN, RN, CEN

Samantha Cutidioc, BSN, RN, CMSRN

Alexandra Reed, BSN, RN, CMSRN

Crystal Ramos, BSN, RN, CMSRN

Rosemary Onwuka, MSN, RN-BC

Manisha Ati, BSN, RN, CNOR

Anna Gallagher, BSN, RN, CNOR

Tara Watson, BSN, RN, CNOR

Nicole Landon, BSN, RN, CNOR

Alex Borys, BSN, RN, CNOR

Traci Ginsberg, BSN, RN, PCCN

Mark Rue, BSN, RN, PCCN

Brian Zunner, MS, RN, APHN-BC

Sofia Nava, BSN, RN, CCRN

Rebecca Ely, MSN, RN, CCRN

Ariela Kauffman, BSN, RN-BC

Miriam Daniel-John, MSN, RN, CMSRN

Linda Lamendola, BSN, RN, CMSRN

Gal Kotlow, BSN, RN, CMSRN

Alex Rector, MSN, RN, CCRN

Jina Kim, BSN, RN, CEN

Ryan Hodges, MSN, RN, CEN

Jeanette Horible, BSN, RN, CMSRN

Bjorn Inductivo, BSN, RN, CMSRN

Judy Esqueda, MSN, RNC-NIC

Kim McGroarty, BSN, RN, CPEN

Ellen Mack, MN, RNC, CPHQ

Laurie Marquez, BSN, RN, PCCN

Fawzi Homsi, BSN, RN, PCCN

Jeffrey Lopez, BSN, RN, PCCN

Jeremiah Burton-Blankenship, BSN, RN, PCCN

Emily Leach, MSN, RN, SCRN

Brian Gombodorj, BSN, RN-BC

Sylvia Estrada, MSN, DNP, MSHCM, CBCN, CBEC

Sherry Goldman, MSN, NP, CBCN, CBEC

Amanda Crick, MSN, ANP, CBCN, CBEC

CEDARS-SINAI NURSES OBTAINING CERTIFICATION IN 2016:


CERTIFICATIONS (continued)

Justin Munar, RN, CCRN

Molly Davis, BSN, RN, CMSRN

Marie De Austria, BSN, RN, CMSRN

Isabelle Mishaw, MSN, RN, CMSRN

Cris Sideno, BSN, RN, CMSRN

Melani Lim, BSN, RN, OCN

Daniel Schiesaro, BSN, RN, PCCN

Shiela Mariano, MSN, RN, CCRN

Kariz Anasco, RN, CCRN

Thanhan Tran, BSN, RN, CMSRN

Oscar Abarca, RN CMSRN

Frances Leong, MSN, RN, CMSRN

Kristen Carlos, BSN, RN, PCCN

Bridget McLoughlin, MSN, RN, CCTC

Janet Toledo, BSN, RN-BC

Paidamwoyo Tswakanyi, BSN, RN-BC

Roland Hemmings, BSN, RN, CCRN

Jayne Cortez, BSN, RN, CCRN

Angelita Ulan, BSN, RN, CMSRN

Aileen Espiritu, BSN, RN-BC

Alena Johantgen, BSN, RN, CPN

Naomi Jean-Baptiste, BSN, RN, PCCN

Anna Puhky, BSN, RN, CCTC

Natalie Robinson, BSN, RN-BC, CCTC

Robin Mulvaney, BSN, RN, CCRN

Karina Finkelshteyn, BSN, RN, CCRN

Marilou Paraiso, BSN, RN, CCRN

Olena Svetlov, MSN, RN, CNS, CCRN

Rajinder Gandhi, RN, CMSRN, PCCN

Jillian Beekman, BSN, RN-BC

Christine Hardy, MSN, RN, CCRN

Joy Gerales, RN, PCCN

Emily Gaddam, BSN, RN, CIC

Julieta Mijares, RN, CMSRN

Marie De Austria BSN, RN, CMSRN

Kamillia Dela Paz, BSN, RN, CMSRN

Hillary Lachoff, BSN, RN, CMSRN

Michael Deleon, BSN, RN, CMSRN

Angelita Ulan, BSN, RN, CMSRN

Amerine Bailey, BSN, RN, CMSRN

Nkechi Perkins, MSN, RN-BC

Olga Shichko, BSN, RN-BC

Jocelyn Perkins, BSN, RN, PCCN

Lauren Pellegrini, BSN, RN-BC

Ria Aldanese, BSN, RN-BC

Anna Pantoja, RN, CCRN

Alicia Fox, BSN, RN, CHFN

Vanessa Frigillana, BSN, RN, CMSRN

Jeanette Munden, BSN, RN, CMSRN

Amanda Kuehl, BSN, RN, CMSRN


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Kimberly Geraldez, MSN, RN, CMSRN

Tiffany Romero, BSN, RN-BC

Elitzafan Ebrahimdoost, BSN, RN-BC

Sheri McIntosh, MSN, RN-BC

Cenon Abesa, BSN, RN, CPN

Jennifer Blaney, MSN, RN, CPN

Jennifer Underhill, MSN, CCRN, CPN

Simona Campa, BSN, RN, PCCN

Tiffany Daun, BSN, RN, CCTC

Gideon Alcala, BSN, RN-C California State University, Fullerton

Denise Levesque, BSN, RN-BC Western Governors University (WGU)

Tsehay Sintayehu, BSN, RN-C, WGU

Tracey Constable, BSN, RN, OCN University of Phoenix

Janet Chaidez, BSN, RN-BC California State University, Los Angeles (CSULA)

Amber Hinson, BSN, RN, CAPA WGU

Mariam Kyababchyan, BSN, RN University of Phoenix

Janice Ritchie, RN-BC, WGU

Denise Levesque, BSN, RNC-MNN, WGU

Analisa Traba, BSN, RN; WGU

Laura Fellman, BSN, RN-C; WGU

Michael Gifford, BSN, RN-C; WGU

Jennifer Leroux, BSN, RN, CCRN; WGU

George Halab, BSN, RN-C; WGU

Crystal Gonzales, BSN, RN, CMSRN; WGU.

Ernest Johann Mitra, BSN, RN-C; WGU

BSN

Mylissa Mitchell MSN, RN, CPAN from University of Phoenix

Daniel Elinskas, MSN, RN, CAPA from University of Texas

Marie Kreisman, MSN, RN, CAPU from Western Governors University (WGU)

Michelle Onyemachi Chukwu, MSN, RN, CPAN, WGU

Ella Michaelian, MSN, RN-BC

Ashken Galstyan, MSN, RN-BC

Jae Chung, MSN, RN, CMSRN, Azusa Pacific University

Bhargavi Simhadri, MSN, RN, CMSRN, WGU

Ariel Morejon, MSN, RN-C, WGU

Robert Viana, MSN, RN-BC St Mary’s University

Miya Han, MSN, RN, PCCN, CSULA

MSN



Lauren Wilstein, MSN, RN, ACNP; UCLA

Rotch Delos Santos, MSN, RN, CCRN; WGU

Amy Matsuo, MSN, RN-BC; WGU

Rosalind Tu, MSN, RN-BC; WGU

Michele Rivera, MSN, RN-C; WGU

Amanda Williams; MSN, RN-C, WGU

Lilian Cruz, MSN, RN-C; WGU

Kimberly Geraldez, MSN, RN, CMSRN, ANP from Azusa Pacific

Sherie McIntosh, MSN, RN, CMSRN, University of Phoenix

Lilian Cruz, MSN, RN-C

Cedars-Sinai nurses who advanced their educational degrees in 2016 to BSN and MSN. Cedars-Sinai continues to provide critical pipeline loans for nursing education of $5,250 per year (January to December) and $600 per year for continuing education or certification assistance.

Cedars-Sinai celebrating National Nurse Certification Day


©2017 CEDARS-SINAI

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A number of Cedars-Sinai nurses have received awards or participated on state and national boards, contributing their expertise.

2016 RECOGNITION PROFESSIONAL ORGANIZATIONS

Editors: Jane Swanson, PhD, RN, NEA-BC, FAAN, Sarah Stepien, MSN, MPH, RN-BC, Leslie Reed 12-22-2016

Lina Lapid, MSN, RN, CPAN White House Millennium Council Award from Philippine Heritage Institute International

Jeffrey Bergen, MSN, RN, CPHAQ election to board of directors of Vascular Birthmarks Foundation 2015-2017

Sylvia Estrada, DNP, MSN, MSHCM, WHNP-BC, CBCN, CCRP appointed to 2016 board of American Organization of Nurse Executives for a one-year term

Giancarlo Lyle-Edrosolo, DNP, RN, NE-BVC, CCRN-CMC also appointed to AONE Board for a two-year term

Linda Burnes Bolton, DrPH, ScD, RN, FAAN 2016 AONE Prism Diversity Award

Margo Minissian, MSN, ACNP, CLS, AACC, FAHA received Distinguished Associate of the American College of Cardiology award at 65th annual meeting

Naomi Tashman, BSN, RN, ONC received National Association of Orthopedic Nurse Practice Award 2015–16 at national meeting, Orlando, Florida

Millicent de Jesus, reappointment to editorial committee of Academy of Medical-Surgical Nurses journal MEDSURG Nursing, 2016–2018

Bernice Coleman, PhD, RN, APN delivered the commencement address for Yale School of Nursing, May 2016

Linda Burnes Bolton, DrPH, RN, FAAN American Academy Nursing Living Legend, October 2016

Linda Burnes Bolton, DrPH, RN, FAAN was promoted to System Chief Nursing Executive and Vice President of Nursing; also endowed with the inaugural James R. Klinenberg, MD and Lynne Klinenberg Linkin Chair in Nursing

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