The mission and vision of Sparrow Nursing directly reflects and supports the strategic priorities of the hospital. Sparrow’s vision is to be recognized as a national leader in quality and Patient experience. Our nursing mission “to provide high-quality nursing care utilizing the Transformational Model of Professional Practice” enables Sparrow to be successful in both mission and vision.

 

Strategic Planning

Sparrow’s CNO and Vice President of Nursing participate in establishing the hospital’s strategic objectives that strongly support the hospital’s Mission and Vision.

Every year we develop a strategic plan for nursing utilizing our five pillars of People, Service, Quality, Resources and Growth. Nurses at every level have input and impact on outcomes through a shared decision-making model of Nursing Councils and Committees. This aggressive plan is carefully aligned with our organizational strategic plan approved by our Board of Directors.

In March 2012, the Nurse Coordinating Council—comprised of front-line nurses from various units, Vice President of Nursing Carol Dwyer and Chief Nursing Officer Elizabeth Henry—came together with the Manager and Director nurse mentors from each Nursing Council. The Nurse Coordinating Council determined the focus of work of each Nursing Council in support of the Strategic Plan for the coming year. Each council selected its specific goals to guide them throughout 2012. At the 2013 State of Nursing Annual Meeting the accomplishments of the Nursing Councils were highlighted and celebrated. A sampling of their accomplishments follows:

Education Council

  • Supported professional nursing certification.
    • Direct care nurses: 20.7% (2011) / 22.8% (2012)
    • Nurse Leaders: 50.4% (2011) / 58.6% (2012)
  • Supported nursing in attaining their BSN.
    • Direct care nurses: 35.2% (2011) / 36.9% (2012)
  • Encouraged and supported professional growth by appropriately administering the Sue Tadgerson fund.
  • Facilitated nurses in improving their knowledge of the Transformational Model of Professional Practice through in-services at which tool kits on the model were distributed; overall, there was an increase in post-test scores.

Practice Council

  • Improved the culture of safety by embracing evidence-based practices
    • Evaluated and supported the roll-out of swab caps, the central line communication tool, white board updates, and CHG baths for all patients with central lines
    • Facilitated the Early Mobility Program by evaluating tools, making recommendations, and supporting the October 2012 housewide roll-out. The roll-out also included the Early Mobility Activity Algorithm, the ABCDE bundle, and lights on in day & quiet at night initiative
  • Evaluated tools and made recommendations to standardize the practice of communication as follows:
    • SBAR handoff
    • White board usage
    • Physician rounding
    • Bedside shift report
    • EMR downtime practice
  • Worked to standardize the following practices:
    • Delirium ABCDE bundle
    • CLABSI bundle
    • High alert medication policy
    • All medications in Alaris guard rails
    • IV medication bolus practice
    • All weights read and documented in kilograms

Quality Council

  • Instituted a monthly meeting process which includes subgroups and work time.
    • Quality Accountability: Subgroup looks at processes and near misses; creates education for all nurses to prevent these from happening to other patients.
    • Quality Council Communication: Subgroup reviews journal articles and reports findings on a monthly basis.
    • Quality Report/Awards: Subgroup reviews the Nursing Sensitive Indicator Scorecard and invites a different high performing unit to present at monthly meetings and share successful strategies which can then be disseminated throughout the hospital. This group also solicits nominations for the Quality Award presented annually at State of Nursing.
    • Quality Council Cart: Subgroup created a cart with Best Practices of Nursing in Quality information that travels from unit to unit for ease of education.

Research Council

  • Reviewed and approved 10 nursing research proposals
  • Selected and mentored four 2012 Evidence-Based Fellow projects
  • Developed and refined the Evidence-Based Practice fellow application, selection and education
  • Council meeting format revised to include article review and increase staff nurse participation
  • Created remote attendance capacity to enhance participation in meetings
  • Developed and presented at the 3rd Annual Nursing Research Symposium with Kathleen Vollman, MSN, RN, CCNS, FCCM, FAAN, on Oct 26, 2012
  • Participated in Community Research Day

Nursing Leadership Council

  • Developed a Nursing Operations Sub-Committee
  • Instituted Bedside Shift Report
  • Designed new White Boards
  • Potentiated a successful Epic launch
  • Provided coaching/mentoring for the Professional Advancement System
  • Prepared RNs and promoted participation in the NDNQI Nurse Engagement Survey
  • Prepared caregivers for the Joint Commission’s PPR
  • Prepared caregivers for application of the Michigan Quality Council Award
  • Changed the leadership evaluation process to the LPMD
  • Contributed to developing the Nursing Strategic Plan
  • Planned and hosted Nurse’s Week in May
  • Assisted with the festivities for The State of Nursing
  • Introduced NLC virtual meetings
  • Participated in Manager/ADM rounding validation
  • Supported activities related to Magnet Re-designation
  • Validated compliance with patient ID band placement

Nursing Leadership Retreat

Nursing Leadership gathered at the Lansing Center in May 2012 for its annual strategic planning retreat. The event’s theme was “Change”. The retreat helps Nurses to align priorities and work on a strategic plan that helps Sparrow deliver the best possible Patient experience.

Aspiring Nurse Leader

The Aspiring Nurse Leader provides succession planning depth for our nurse leader ranks. Offered semi-annually, 25 talented nurses engage in 30 hours of learning, discussions, projects and presentations to prepare them for future or current leadership roles. Skills inventory, mentoring and project development are hallmarks of this innovative program.

Doctor of Nursing Practice

In January 2012, two Doctor of Nursing Practice (DNP) students from Grand Valley State University began one year internships at Sparrow. Barb Hooper, MSN, RN, NE-BC, focused her efforts on the development of critical thinking skills in the new graduate nurse. Karen Delrue, MSN, RN, CEN, focused her work on patient handoffs.


Advocacy and Influence

Several of our Nursing Leaders participated in the Michigan Organization of Nurse Executive’s Advocacy Day. These Nurses interacted with our state legislators to discuss annual issues related to nursing in Michigan. After their day at the Capitol the information learned and tactics developed were shared at the Nurse Leadership Council.

Chief Nursing Officer Elizabeth Henry, MN, RN, and Vice President of Nursing Carol Dwyer, MSN, MM, RN, ensured that Nursing interests were represented in the development of Sparrow’s Electronic Medical Record (iSparrow). The well-designed infrastructure created a depth of staff involvement from building order sets and nursing protocols by CNS’ and Nurse Educators to operational process improvements at the unit level. Committees and work teams included nurses from all levels. Super Users, Credentialed Trainers and others were identified to ensure a safe and successful Go-Live of our new electronic documentation system.

Ms. Henry participated on the Michigan Statewide Task Force for Nursing Practice to define and transform nursing practice in Michigan through 2011. The work of this group was completed and their recommendations forwarded to the Governor of Michigan in early 2012. This work, if adopted by the legislature, will allow nurses to practice to the full extent of their education and competencies. Staff nurses participated in forums to voice and influence change that will shape nursing practice for years to come.

As Vice President of Nursing, Ms. Dwyer represented and advocated for Nursing as a member of Board Quality, President’s Advisory Council, Facilities Planning and Mutual Gains Committee. Ms. Dwyer served as a mentor to the frontline RN Caregivers on the Coordinating Council, meeting with them monthly to guide, encourage, and inspire. Ms. Dwyer developed our RN to BSN strategy and has created momentum toward the 2020 goal of 80% BSN prepared nurses at the bedside. She also has served as the primary advocate of established funding sources of national certification and the Professional Advancement Program.


Visibility, Accessibility and Communication

Nurse leader rounding at Sparrow is not limited to interacting daily with Patients. Nurse leaders round on each of their Caregivers in a formal way at least four times per year. This interaction allows the nurse leader to provide one-to-one coaching and mentoring for each Caregiver. In addition, nurse managers have open door policies that make it easy to access them throughout the shift. Service line directors are also visible on their units while rounding on Patients, interacting with staff, and holding “meet and greets” or open forums.

Chief Nursing Officer Elizabeth Henry and Vice President of Nursing Carol Dwyer each make weekly rounds on the units. During these rounds they reward and recognize staff, validate that processes are implemented, share priorities, and answer questions. In addition to the weekly rounds, Ms. Henry holds monthly open forums that are open for any Caregiver to attend. In December 2012, to accommodate night shift Caregivers, the first open forum brunch was held and well attended.

Nursing Practice Environment is defined as the organizational characteristics of a work setting that facilitate or constrain professional nursing practice. The Practice Environment Scale consists of the following subscales: Nurse Participation in Hospital Affairs, Nursing Foundations for Quality Care, Nurse Manager Ability, Leadership and Support of Nurses, Staffing and Resource Adequacy, and Collegial Nurse Physician Relations.

Participation in the annual NDNQI RN Survey has been consistent with 92% participation at St. Lawrence and 82% participation at Sparrow Hospital. This is consistent with other Magnet-designated hospitals.

 

Patient Care Services NDNQI* Practice Environment

2010

2011

2012


Nurse Participation in Hospital Affairs

Sparrow

2.73

2.66

2.72

St. Lawrence

2.84

2.77

2.84

All comparison units in all hospitals

2.83

2.84

2.88


Nursing Foundations for Quality Care

Sparrow

3.06

3.01

3.04

St. Lawrence

3.06

3.05

3.02

All comparison units in all hospitals

3.06

3.08

3.1


Nurse Manager Ability Leadership & Support

Sparrow

2.91

2.87

2.88

St. Lawrence

3.01

2.95

2.96

All comparison units in all hospitals

2.94

2.95

2.99


Staffing and Resource Adequacy

Sparrow

2.71

2.73

2.65

St. Lawrence

2.91

2.91

2.78

All comparison units in all hospitals

2.76

2.76

2.78


Collegial Nurse Physician Relations

Sparrow

3.07

3.05

3.05

St. Lawrence

3.23

3.22

3.29

All comparison units in all hospitals

3.04

3.05

3.09


Mean PES Score

Sparrow

2.9

2.87

2.87

St. Lawrence

3.01

2.98

2.98

All comparison units in all hospitals

2.93

2.94

2.97


Both campuses scored fairly close to the benchmarks, with Sparrow Hospital ranging .04 to .16 from the mean and St. Lawrence .03 to .08 from the mean. For the mean PES score, Sparrow was .10 below the mean and St. Lawrence was .01 above the mean.

This table demonstrates results of the Nursing Practice Environment Scale of the NDNQI Nursing Satisfaction Survey over three years.

* The National Database of Nursing Quality Indicators