Memorial Medical Center
Advancing Care by Design
Nurse leaders played a significant role in designing the new
patient care units, which will be a key part of the MMC facility
Pictured, Deidra Glisson, RN, MSN, MBA, director,
Nursing Operations, Shelly Seago, RN, nurse manager, 6B Cardiology,Beth Fullington, RN, MSN, director, Nursing Operations, and Jennifer
Neff, RN, BSN, nurse manager, 4B Orthopedics, review the patient
room mockup that was used for design concept testing and work
process evaluations prior to finalizing the room layout.
114 The number of new, private patient rooms to
be constructed as part of the hospital’s historic
Advancing Care by Design expansion project.
Three patient care units — cardiology, orthopedics and
intermediate care — will move to the new addition in early
2016. Each unit has been carefully designed to enhance
patient safety and quality of care.
When considering the
layout of each unit and patient room, nurse leaders
conducted site visits to other high-performing organizations
- evaluated their room designs;
- researched the latest studies
on evidence-based healthcare design concepts;
with their interdisciplinary colleagues such as Environmental
Services and Pharmacy to be sure their needs would be
- and researched anticipated changes in technology and
evidence-based practices involving the healthcare needs of
the patients to be served on these units.
Nurse leaders also
surveyed staff nurses on recently renovated units at MMC to
learn what they liked and what they would change about their
renovated areas. As a result, Memorial’s new patient rooms
will feature dedicated patient, family and caregiver zones,
direct visualization of the patient from the charting area
outside each room, “patient servers” in each room containing
supplies nursing staff need to provide care without leaving the
room, and a multidisciplinary work room and “collaboration
alcoves” in each hallway to enhance communication between
disciplines. Safety concepts include nonslip flooring in
bathrooms, a hand-washing sink inside each room, noise
reduction materials, and wider hallways and doorways,
among other features.
Continuing Nursing Education
Doug Gregory, RN, BSN, 5C nurse manager, and Jill Koch, RN, BSN, 4G nurse manager, achieved specialty certification in 2012.
59.5 The percent of nurse leaders at Memorial Medical Center
with a master’s degree or higher.
demonstrates that patient outcomes can be positively impacted
by the level of formal nursing academic preparation, MMC nurses
are committed to continuous learning, especially our nurse leaders,
several of whom have completed their graduate degrees in the past
In addition to academic advancement, 83 percent of the
MMC nurse leaders are nationally certified in nursing leadership or a
clinical specialty. “At Memorial, we are a learning organization,” said
Val Floyd, RN, MBA, CNML, director of Nursing Operations. “It’s
become a part of the culture of the organization and is reflected in
our nursing staff and leadership practices.”
Several opportunities exist
for nurse leaders to advance their knowledge without leaving the
MMC campus, including
- participation in the VHA Leadership Excellence
Series, in which members of the Nursing Management Team
participate in brown-bag lunch gatherings six times a year;
- a Book
Club, in which nurse managers together select and read books on
leadership and periodically meet to discuss them;
- nurse leadership
research article reviews that are conducted six times
a year as a part of the Nursing Management Council meetings;
- and a Journal Club, in which nurses throughout the organization
can read a piece of published research and respond.
that looming healthcare reform has provided yet another source
of motivation for leaders to advance their education. “Advancing
our education is one way to prepare for the future ways of
delivering patient care,” she said. “Nurses are key members of the
patient care team and therefore drive a significant component of the
outcomes patients achieve. They have a lot to contribute when it
comes to the best ways of delivering care in the future.”
also provides an Academic Advising Service, which counsels nurses
seeking to advance their education and provides options that best
fit their professional and personal needs.
Nurse Leader Internship Program
Nurse Leader Internship participants, Becca Vortman, RN, BSN, Surgery, Michelle Geiss, RN, BSN, 5A/G, and Ashley Kahl, RN, BSN, 2G.
24 The total number of participants in
Memorial’s Nurse Leader Internship
program since its inception in 2007.
The program, which initially focused on
the nurse manager role but was expanded
in 2011 to include a variety of nursing
leadership roles at MMC, is offered once
per year and requires a six-month
commitment from participants.
Applicants submit a resume and personal
goals for pursuing the program as well
as participate in an interview with several
Nursing directors before being selected.
Over the course of the six-month
internship, participants job shadow eight
different leaders on the Nursing team.
Participants also meet for two hours per
month and hear from guest speakers who
discuss leadership topics that are tied to
one of the Magnet Model elements.
The interns also spend time reviewing
leadership research articles and reflecting
on their shadowing experiences. On the
final day of the program, they present a
group project that was completed during
The Nurse Leader
Internship is intended to provide a unique
professional development opportunity for
high-performing staff nurses, strengthen
succession planning for the Nursing team
and serve as a retention tool. Of the 24
participants in the program thus far,
several have accepted leadership roles
throughout the organization, including as
nurse managers, patient care facilitators
and administrative supervisors. Kristi Olson-
Sitki, RN, MSN, nursing outcomes
improvement facilitator, and Yvonne Pellerin,
RN, MSN, 2E Oncology nurse manager,
serve as primary faculty, and Cecilia
Wendler, PhD, RN, director of Nursing
Research and Academic Partnerships,
oversees the program.
Nurse Leader Internship Program
4 The number of evidence-based process changes implemented by nurse leaders in 2012 to help
retain new hires.
Our efforts to prevent nurse turnover start before a nurse is even hired. Working with the
nurse recruiters, the evidence-based Healthcare Selection Inventory (HSI) tool was adopted for use during the
hiring process in 2012.
All applicants complete the HSI, which can indicate a person’s intent to stay with the
organization. Also during the interview process, applicants are asked retention-targeted questions to further
assess whether they’d be a good fit for Memorial and are likely to pursue a long-term career here. Once a
nurse has been hired and completes Nursing Team onboarding, he or she takes part in a Unit-Based
Orientation Plan, which outlines expectations and activities on a week-by-week basis. As part of this plan,
the new nurse has weekly feedback meetings with his or her nurse manager and preceptor. During these
meetings, the new nurse conducts a self-assessment of his/her progress and the manager and preceptor
provide the individual with developmental feedback. Together, the trio sets goals for the following week. By
individualizing the orientation process in this manner, we are sending our new hires a strong message that we
care about them and want them to be successful.
Finally, 30- and 90-day interviews are conducted by the
nurse manager, during which they review the new RN’s accomplishments toward meeting orientation goals.
This structured set of questions includes retention-related items and enables the new hire to provide feedback
to nurse leaders about their orientation experience. This feedback enables continued refinement and
improvement of the new-hire orientation experience.
We are monitoring our turnover data to determine the
effectiveness of our new initiatives and continue to seek out and implement additional best practices shared
by other Magnet organizations from around the country.