Nursing Spectrum will honor the 30 finalists in its 2010 Nursing Excellence Awards and choose a winner in each category June 8 at Martins Crosswinds in Greenbelt, Md.
The finalists in Management are as follows:
Victoria Korker, RN, BSN
Inova Alexandria (Va.) Hospital
Nominated by: Marjorie Quint-Bouzid
Victoria Korker, RN, BSN, uses her influence to advance the nursing profession and improve patient care outcomes. Through her leadership, the division of women and infant services experienced a significant increase in the number of nurses participating in professional organizations. Korker demonstrates courage in her ability to critically evaluate her performance and the outcomes of her team and quickly makes adjustments to achieve desired outcomes. She views complaints as opportunities for improvement and inspires her staff to do the same. When Korker heard physicians were less than pleased with the turnaround time of consultation reports, she promptly created a process to provide interim written consultation reports. Her influence is evident in a unit that is functioning better than expected in terms of quality (all outcome indicators above 95% for the past 12 months), growth, cost (12 consecutive months at or below budget targets) and service. All of this happened during a time of great turmoil in the organization. During the past six years, Korkers clinic has realized an average annual growth of 23% the majority of which can be attributed to her tenacity, innovative thinking and commitment. She consistently achieves bottom line results, such as the greater than 90% excellent rating with physician satisfaction and patient satisfaction, based on post-discharge phone calls. This past year, Korker became the divisional champion for improving nurse-physician relations. She collaborated with nursing and medical staff, developed a comprehensive action plan, then met with the chief medical officer to gain his support. Korker developed and conducted in-service education for the divisions management team around leadership for effective nurse-physician relationship, as well as provided in-service education for nursing staff. Her work resulted in a 14-point increase in the staff nurses score reflecting their perception of the nurse-physician interaction.
Vicki Minor, RN, MSN, RNC, NIC
Patient Care Manager
Johns Hopkins Bayview Medical Center, Baltimore
Nominated by: Cindy Walters, RN, MS, NE-BC
Vicki Minor, RN, MSN, RNC, NIC, supported the development of best practices in a NICU that lacked consistent unit leadership and possessed a long-standing tenured staff. In Minors interactions with nurses, physicians and respiratory therapists, she demonstrates a genuine interest and concern regarding each persons needs and contribution to the team. Minor was instrumental in developing a nursing-respiratory care steering committee to address conflict and communication issues in the NICU. As a result, nurses, providers and respiratory therapists have an improved role delineation and teamwork. Her vision, energy and understanding of the need for interdisciplinary collaboration created synergy and improved Safety Attitude Questionnaire scores from 41 to 60 in the area of safety climate and from 46 to 60 in teamwork from 2005 to 2008. In the past two years, Minor has participated in the Maryland State Neonatal Patient Safety Collaborative planning and implementation project. This statewide project focuses on the unique issues surrounding care of the high-risk neonate, examining and improving such areas as central line bloodstream infections. She has helped to identify interface issues and discrepancies in scheduling practices, which affected the desired level of staff productivity while simultaneously maintaining positive clinical outcomes. In the past year, Minor developed a proposal to increase NICU nursing hours of care needed to accommodate the increase in patient acuity. She was able to decrease overall labor expenses by decreasing premium labor dollars through a decrease in overtime, agency nurse usage and by modifying scheduling practices. A visionary, Minor identified the need to develop a short- and long-term plan to support the provision of neonatal intensive care nursing services, and noted the presence of 80 RNs with 20 years of experience but a lack of younger staff to replace them. Minor utilized the expertise of the experienced staff to develop the next generation of NICU nurses, as well as developed a staff nurse to take on the unit educator role. This succession planning strategy resulted in the employment of 14 new graduate nurses, 13 of whom remained with the organization for the past five years.
Betsey Lewis Snow, RN, BSN, MPH
Inova Fairfax Hospital for Children, Falls Church, Va.
Nominated by: Dana Gill
Within weeks of starting at Inova Fairfax Hospital for Children, Betsey Lewis Snow, RN, BSN, MPH, had established the daily noon meeting of patient care directors, the medical residency director, hospitalist program director, infectious disease nurse, case manager, pharmacy representative and patient placement coordinator. The once-fragmented group had reservations about the concept but today embrace it. The noon meeting has fostered interdisciplinary teamwork and collaboration to better meet the needs of the community and provide excellent service for children and families in northern Virginia. The hospitals senior director of nursing tapped Snow to pioneer a mentorship program for first-year residents and nurses. In collaboration with the residency medical director, Snow implemented the mentorship program this year. It involves partnering each first-year resident with an experienced nurse in order to help new residents transition into working in the childrens hospital and to promote collaboration between disciplines. The program already has made a big difference. The two disciplines continually learn from each other. The mentorship has enabled seasoned nurses to teach their partners about new clinical pathways being implemented at the hospital, and this has directly impacted the quality of patient care. The hospital went from being 33% compliant with asthma core measures to more than 90% compliant. Snow also has impacted patient and physician satisfaction. She leads by example and by being visible on the units. Under Snows leadership, the hospital rolled out a five-star service excellence training seminar. Everyone from radiology to environmental services attended. And, in one year, patient satisfaction scores have gone from the 7th percentile to the 80th percentile ranking and continue to rise. Physicians ranked nursing this year in the 100th percentile.
Season Majors, RN, BSN, OCN
Patient Care Director
Inova Mount Vernon Hospital, Alexandria, Va.
Nominated by: Sarah Mossburg
Season Majors, RN, BSN, OCN, manages to get the job done, no matter what the circumstances. Faced with a staffing shortage, Majors partnered with her staff and the human resources department to ensure continuous staffing coverage and a timely hiring of new nurses to fill the positions. She embraces shared leadership, and throughout the hiring process engaged staff nurses who had been trained as peer interviewers to help interview and hire nurses who would fill the vacant positions. Majors area has one of the lowest turnover rates in the hospital at 4%, and she has helped to decrease the vacancy rate from 12% to less than 3%. She believes strongly in the value of continuing education and, through mentoring, has managed to double the number of certified nurses on her unit. Majors has worked hard to ensure successful accreditation by the Commission on Cancer for her unit and the infusion center. The unit was awarded five commendations by the Commission on Cancer, a rare accomplishment. Her unit is regularly chosen as the pilot unit for new initiatives in the hospital because it is recognized that the staff tolerate and excel in new processes. An example is the work Majors staff has done to decrease the mortality of patients with aspiration pneumonia. Majors agreed to pilot this as a systemwide initiative at Inova Mount Vernon Hospital. In the first quarter of the pilot projects implementation, which was to screen for risk factors for aspiration pneumonia, staff decreased the mortality rate for this patient population by threefold. Majors leadership has resulted in some of the best quality metrics in the hospital. The unit boasts that in 95% of its core measures, patients receive perfect care.
Theresa D. Bress, RN, BSN, CCRN
Nurse Manager, Critical Care
Mercy Medical Center, Baltimore
Nominated by: Betty Riley
Theresa D. Bress, RN, BSN, CCRN, was one of the first nurses in the institution to become certified in critical care, and she continues to encourage staff to pursue certification. As a staff nurse and today, as a manager, she is passionate about providing patients with the highest quality of care to ensure the best outcomes. Bress is a strong supporter of evidence-based practice and is participating on a project looking at family-centered care in the critical care unit. Bress is a manager who promotes learning, and she views any incident that may occur as a learning opportunity for the staff involved, as well as for the unit. Bress supports patient safety initiatives to reduce hospital-acquired incidents by dedicating resources for these important initiatives. She supports shared governance decision making and seeks input from the staff on decisions that directly affect them. Bress excels at guiding her staff while giving them the power to make good decisions. She also knows when it is appropriate to step in and use an opportunity to provide leadership education to ultimately empower staff to make even better decisions. Bress does not just come to work every day. She lives and breathes the mission of the hospital. She is known and admired by all departments as an individual who has dedicated her life to the care of critically ill patients.