Damita J. Williams, RN, MSN,
MA, CPN, NE-BC

Dear Colleagues,

What we did well and what we accomplished in fiscal year 2011–12 is part of what we discussed during our nursing Town Hall meetings in July. And your interest and attendance at those meetings was both rewarding and helpful. Some evening shift staff clocked out at 2330 and stayed to attend the 0100 meeting. Others sat through both the 0100 and 0200 meetings and hung around until 0430 as we continued to talk! The other four sessions also had great attendance and I appreciate the feedback on how much you appreciate having these at times that are convenient for night and weekend staff.

At our Town Hall meetings, first we reviewed some of our successes this year. Those successes included new syringe pumps, large volume infusion pumps and improved chaplain coverage – things you told me were important to you. In addition, many of our successes are due to the amazing efforts of our Professional Nurse Council. They have worked long and hard on uniform standardization, which we know will be better for our patients, a fantastic Nurses Week celebration, and the Cereal Drive, which helps keep the children in our service area healthy and well fed throughout the year. Once again, we set a record for collecting more cereal than last year and also expanded the number of children's hospitals that participated so that we are truly impacting the health of children on a national level!

After sharing our successes, I posed two questions for the groups. They were:

• What questions do you have or what rumors have you heard that need to be answered?
• What can I be working on for you, to allow you to do your job better this next year?

I collected six pages of notes to add to my stoplight report so that we can continue to enhance your practice environment. Our strategic plan for fiscal year 2013 will address many of the concerns. We began work on the strategic plan at our first annual strategic planning retreat held on May 24. The retreat included 32 participants representing every department and unit at Children's Hospital of Michigan. The plan will tell us where we want to go, show us the best route to getting there, and help us determine when we have arrived. This plan will serve as our roadmap for the year. We will share that strategic plan in the next issue of Inspiration and Excellence.

Finally, we know at the DMC we are on an 18-month journey to becoming a High Reliability Organization. Safety for Life is part of our daily life now. You saw Mike Duggan's August 2nd e-news email instructing every DMC employee to take the Safety for Life training online. To enroll in a course, follow this link, and log in using your employee ID number. Rewarding those of you who make "Good Catches" is a part of our culture and will ultimately take us where we need to be with regard to our priorities in safety and the well being of our patients and staff. We are not standing still. I hope to see you at our Town Halls in September. We are making progress and we will continue to do so. I appreciate all that you do, have done, and will do. I am asking you to continue to work with me to improve care for our patients and their families.

Damita J. Williams RN, MSN, MA, CPN, NE-BC
Vice President Patient Care Services
Children's Hospital of Michigan

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September 1
DMC Net Learning Deadline (required of all employees)

September 21
Nursing Town Halls
1:00–1:45 a.m.
2:00–2:45 a.m.
11:30 a.m.–12:15 p.m.
12:30 a.m.–1:15 p.m.

September 22
Nursing Town Halls
11:30 a.m.–12:15 p.m.
12:30 a.m.–1:15 p.m.

October 1 to 21
NDNQI RN Job Satisfaction Survey
What units/areas are participating in the survey?

• 5 East
• 5 West
• 6 East
• 6 West
• Cardiac Cath Lab
• Emergency Department
• Imaging
• Internal Resource Pool
• IV Team
• NICU
• Operating Room
• PACU
• Pediatric ICU
• Same Day Surgery
• Stepdown (4SW)
• Intensive Care Transport Team

Who is eligible to do the survey?
Eligible RNs are full or part-time, regardless of job title, who spend at least 50% of their time in direct patient care, and have been employed a minimum of 3 months on the unit. Unit-based PRN or per-diem RNs employed by the hospital are eligible; agency or contract RNs are not eligible. Look for additional survey information to come via email in the weeks ahead.

October 31
CHM Nursing Net Learning Deadline (required of CHM nurses)

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Since the Detroit Medical Center (DMC) initiated its 29-minute emergency department (ED) commitment, Children's emergency department staff has struggled to meet that goal, particularly in times of high volume. In 2009, a Lean Sigma Six team worked on the back end of the process – from the time a patient has finished his or her time in the ED to the time he or she is either admitted or sent home. The latest project seeks to improve triage throughput from the time the patient arrives in the ED to the time he or she is seen by a physician.

Before the Lean Six Sigma team began its work on this project in 2010, Children's had a success rate of 75 percent. The goals were to streamline the ED triage process, achieve the 29-minute commitment 90 percent of the time, and decrease "left without being seen" (LWBS) by 50 percent.

"We knew if we could shorten the triage time, we would shorten the total time patients spent in the ED," says Annette Hartner, RN, MSA, administrative director of continuous process improvement, and this project's Greenbelt process improvement specialist. "We developed a pilot that allowed us to take a step back and separate out all the specific functions of our current system and determine what we could do to improve it. The pilot also provided the data to justify change."

Hartner explains that in the system that was being used previously, the nurse was the fourth person to see the patient. Now, the nurse is the first. And instead of the patient moving from station to station, the patient is placed in a room and services are brought to him or her. This has required reconfiguration of the ED and more staff.

Some of the staff reactions to the pilot were:

"It is reassuring knowing an RN is looking at these patients first."

"I used to hate working triage. If you run it like this all the time I will gladly work out here."

"One stop shop for patients – who do not have to move multiple times."

"The changes have taken the cooperation of finance, human resources and the ED room management," says Hartner. "Physician input and department leadership has been invaluable. We now have two teams consisting of a nurse, patient management clerical associate and a patient care associate, and hope to add another soon. We have significantly reduced the time it takes patients to get from walking into the ED to seeing a physician and we will consistently monitor the process."

"Front line patient care staff in the ED were integral to defining the barriers and improving the process," adds Hartner. "There have been some bumps and hiccups along the way. Once the ED's busy season winds down, the group will reconvene to discuss the issues."

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Dear Fellow Nurse Colleagues,

One of the missions of the Professional Nurse Council and the Professional Nursing Support Council is to participate in developing, evaluating, revising, and communicating policies and processes related to professional nursing and nursing support practices. I am grateful to these groups for tackling tough issues that address all aspects of patient care and satisfaction that will move us forward toward being the best hospital we can possibly be, both from the patients' and patient care perspective.

One of the tough subjects the councils addressed this past year is the dress code. As professionals, the councils felt they wanted to do everything they could to provide the best care possible for patients and families, who have said that they feel best-served when they can identify who their caregivers are by what they wear. Standardized colors are also shown to positively influence the nurse-patient relationship, and first impressions, including the patient's peace of mind that professional care is being provided. As a result, the dress code policy for nursing and nursing support went into effect on July 1, and most of the rest of the hospital disciplines will follow in stages as the year progresses.

Nursing support uniforms

Due diligence in researching the evidence was done. And the councils remained sensitive to the impact on the staff of their decisions to change the dress code policy. Everyone was aware change can be tough. Efforts to provide a way for nurses and nursing support staff that have hardships and need the extra help with the clothing change were made and continue to be discussed and implemented. Anyone should feel they can confidentially tell their managers or nursing leadership if they need help with scrubs.

The evidence is collated in the following pages, along with a FAQ sheet and reference page. This is purposeful and results oriented change is designed to enhance our standard of care that goes above and beyond expectations, creating an excellence experience for our patients and families, everyday!

Respectfully yours,

Damita J. Williams
Vice President, Patient Care Services

Nursing uniform

Nursing uniform

Facts from the Literature

• A nurse uniform was most likely associated with competence and professionalism. (1)
• Organizations that have made changes to the uniform to establish a standard uniform have reported an increase in patient satisfaction scores and an increase in patient identification of caregivers. (1)
• The results (of this study) indicate that a neat, clean appearance is a key to being viewed as a professional. (2)
• The patients' first impression is a powerful determinant of his or her opinion and anticipated satisfaction or dissatisfaction. (3)
• In this study, pediatric patients preferred a boldly patterned uniform top with white or solid-colored pants. (5)
• Of 180 patients surveyed in a Pacific Northwest hospital 66% prefer the image of a standard nurse uniform. (1)
• In related patient based studies, patients report that standardized uniforms easily communicate the role and identity of nursing personnel, as well as project a professional image of the nursing profession. (4)

Quotes from Nursing Journals and Blogs

• "Wearing a uniform indicates affiliation with a group and evokes a sense of pride in the wearer. Some people also believe a uniform builds a spirit of comradeship, enthusiasm, and devotion among nurses-something that's missing from many hospitals these days. (Sue Tobin – American Nurse Today, 2006)
• "This new (or return to the old) dress code will communicate a different message: We care for you. We want you to know who's who and what's going on and who's doing what. We want you to have the least possible anxiety. By our letting you know who's who, you can relax. Welcome to our hospital." (Arnold Melnick-The Do, 2010)
• "Stand apart and stand proud. Be a beacon of professionalism and comfort in every way-including your appearance. Don't leave your image, your role, and your identity to chance. Embrace and support "uniform" scrubs for nurses and wear them proudly. And while uniforms alone do not make the professional, they go a long way in helping us to stand out, better allowing us to do what we do best: heal, teach, support, comfort, nurture, and save lives. (Donna Cardillo-American Nurse Today, 2006)
• "Stand apart and stand proud. Be a beacon of professionalism and comfort in every way-including your appearance. Don't leave your image, your role, and your identity to chance. Embrace and support "uniform" scrubs for nurses and wear them proudly. And while uniforms alone do not make the professional, they go a long way in helping us to stand out, better allowing us to do what we do best: heal, teach, support, comfort, nurture, and save lives. (Donna Cardillo-American Nurse Today, 2006)

Frequently Asked Questions about Dress Code

I dress professionally. Why the change?
Studies have shown that patient satisfaction increases when staff wears a standard uniform. Patients and their families learn to easily identify their caregivers.

What are the benefits of having departments wear the same color?
Patients and their families will know who their caregivers are. It also helps other disciplines in the hospital identify who you are and for you to identify who they are once they transition to uniforms. This helps with communication and increases safety. It also increases a sense of cohesiveness among nursing and nursing support staff.

What exactly will I have to wear?
All disciplines are required to wear:

• Scrub pants and coordinated patterned scrub tops
• NO T-shirts (long or short sleeved, with or without logo) with scrub pants alone
• Navy or white cotton long or short sleeve shirt may only be worn under a scrub top
• Scrub jacket with or without logo, or CHM-logo zip-up 'hoodie' (optional) - both need to match your discipline colors
• Navy blue for nursing
• Seal (or ceile) blue for nursing support
• Other discipline colors will be rolled out in the coming months

When will I have to follow the new dress code?
The policy for nursing and nursing support went into effect July 1st. Other disciplines will be rolled out in the coming months.

What should I do with my old scrubs?
There are a few things that you may do with them. You can donate them, sell them on EBay, or save them for special scrub swap days in the future as other disciplines choose their uniform colors. Look for opportunities to bring your old scrubs here for donation to benefit clinics and hospitals in underprivileged countries or Cody High School health care students who are permitted to wear scrubs to school.

Do other hospitals require their staff to wear the same color scrubs?
Yes. Many other hospitals require their staff to wear a standardized scrub color as well as the many other services in their hospital. Just a few of these hospitals are William Beaumont, St. John Providence Health System, and Henry Ford Health System, and University of Michigan Health Care System.

References

1. Skorupski, V & Rea, R. (2006) Patients' Perceptions of Today's Nursing Attire. Journal of Nursing Administration, 36(9): 393–401.
2. Page, J. & Lawrence, P. (1992). Attitudes Toward Dress Codes. Nursing Management, 23(12): 48–50.
3. Magnum, S., Garrison, C., et al. (1997). First Impressions of the Nurse and Nursing Care. Journal of Nursing Care Quality, 11(5): 39–47.
4. Bonsutto, A. & Lemke, J. (2011). Leveraging Shared Governance for Change: A Grassroots Dress Code Initiative. Poster presented at the 2011 ANCC Magnet Conference™, Baltimore, MD.
5. Albert, Nancy, & Wocial. (2008). Impact of Nurses' Uniforms on Patient and family Perceptions of Nurse Professionalism. Science Direct. 21: 181–190

Cardillo, Donna. "Uniformity in Nursing: It's about time…again." Blogs-American Nurse Today. Guest Blog. June 14, 2011.

Melnick, Arnold. "Clothes do communicate in Hospitals." The Do., Feb. 4, 2010.

Tobin, Sue. "How do you look?" American Nurse Today, 1.1 (2006).

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Madelyn Torakis, MSN, RN

Congratulations to Giselle Baillargeon, GI Clinic, Level III; Nicole Bonem, 6 East, Level I; Jennifer Lowell, 6 East, Level III; Mary Ruehle, Immunology, Level III; Colleen Ruffini, 6 East, Level I; Lisa Schaecher, 4SW, Level III; and Mary Wagner, PICU, Level III, for successfully submitting PDL portfolios submitted in May using the revised model. "As the first to use the new model they did a great job," says Madelyn Torakis, MSN, RN, Magnet program coordinator.

"Overall, the portfolios were very well done," she says. "In reviewing them, the committee recognized some elements that might be helpful for future participants. One of the most important is the necessity to plan, plan and plan! The revised format encourages you to set goals with your manager in advance. Plan out the project you want to do, get busy on a committee, develop an educational program for your patient population, or map out precepting or mentoring experiences. By planning ahead, you will be able to gather information along the way and be better prepared to tell your story."

The PDL committee offers the following additional tips:

• With each story, make sure you describe what occurred. That means your story should capture the "who, what, when, where, why and how." It may also be helpful to keep the following checklist in mind as you write your story:
1. Describe the purpose and background.
2. Describe your the methods or approach in doing the work.
3. Discuss who was involved (manager, staff RNs, APNs, etc.).
4. Describe the measurement used to evaluate the outcomes of the impact. (Are the results and significance of the results discussed?
5. When you have finished, go back over your story and reread it. If you can identify each checklist item in your story, then you have captured it well. Provide as much detail as you possibly can!
• With each story demonstrate what occurred. That means you need to provide the evidence. If you precept, include a nice letter from the student, a copy of the education tool you developed, handouts or the PowerPoint presentation from the in-service you provided, or data from the PI project you were involved with. It is extremely important that you show what you did!
• When describing the Professional Practice Model (PPM), remember to address all of its parts. You can click this link for more information about the model.
• If you choose to use Swanson's Caring Model in the application of the PPM, please tell your story using the five visible actions (Maintaining belief, Knowing, Being there, Doing for, Facilitating care). It will help organize your example and really showcase the interaction with your patient and family.
• Please use the template provided on the PDL website when you write your story. For more information, click here.
• Refer to the PDL website for more information.
• Please don't include copies of CE certificates or Net Learning. You no longer have to supply these as part of your portfolio.
• Place you portfolio in a three ring binder or presentation folder. It is suggested that you use divider tabs or a similar product to differentiate the sections of your portfolio.

The next portfolio submission dates are August 1st and then November 1st. We hope to see many more portfolios at that time. If you have any questions, please see one of the PDL committee members listed in the last issue of I & E, available on the CHM website.

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The following nurses have successfully passed the Certified Pediatric Nurse (CPN) exam offered through the Pediatric Nursing Certification Board (PNCB). The exam was taken during the months of April and May.

Kyle Nielson, PICU
Stephanie Robell, PICU
Ashley Hofbauer, PICU
Alexandra Height, PICU
Sharlene Kracht, Clinical Resource Management
Rebecca Deppner, Nephrology Clinic
Sandra Layfield, Nephrology Clinic
Rachel Bruce, Stilson Center
Maria McMullen, Stilson Center
Adrienne Barno, PACU
Melissa Sennett, 6 East

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Pat Beierwaltes, MSN, RN, CPNP Coordinator, Myelomeningocele Care Center was selected by the Society of Pediatric Nurses (SPN) Awards Task Force as the recipient of the 2012 Excellence in Advanced Practice Award!

Beth Voyles, RN, CPN Palliative Care Team Nurse was selected by the Society of Pediatric Nurses (SPN) Awards Task Force as the recipient of the 2012 Excellence in Clinical Practice Award!

They were both honored at the SPN National Convention in Houston, Texas in April. Having two recipients from one hospital is a phenomenal accomplishment. This is a true testament to the extraordinary care Pat and Beth provide to their patients and families. Many congratulations to you both!

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Amanda Marie Brown, BSN,
RN, CPN

Amanda Marie Brown, BSN, RN, CPN, is the April recipient of the DAISY Award. She began work at Children's 5½ years ago on the hematology/oncology/renal/BMT unit. After two years, she transferred to the observation unit and currently is working in imaging. Amanda's interest in science, health, lifestyles and well-being led her to nursing.

"When my Grandmother became sick and was in the hospital, I was able to witness other health care providers take such great care of her and my family during such a tough time," she says. "It made me realize I could become a nurse and be the one to help patients in their time of need. I love working with kids. They say whatever comes to their minds and are so curious about life. I love their laughs and their loving spirits. A smile from one of them warms your heart and makes you realize you were meant to be a nurse and a part of their lives. At the same time, they are so innocent and it can be heartbreaking to see and hear some of the awful circumstances that these children have had to go through. It is reassuring that they are getting the best care at Children's Hospital of Michigan."

The DAISY Award is presented quarterly to publicly honor nurses who have provided exceptional and compassionate care to patients and families. It is based on information received from the At Your service (AYS) surveys completed by families. The DAISY Foundation was formed in January 2000 by the family of J. Patrick Barnes, who died at age 33 of complications from Idiopathic Thromboctopenic Purpua. DAISY is an acronym for Diseases Attacking the Immune System.

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Mary Ann Lynch

March

Alternative Practice
Mary Ann Lynch, BSN, RN-BC began her nursing career as a nursing assistant at Children's Hospital in 1978 and stayed on for 33 years. "My first clinical rotation was pediatrics at CHM in the NICU," she says. "It was then that I knew that pediatrics was the specialty for me. In my current position as nursing education program manager and coordinator of the affiliating schools of nursing I value the opportunity to train the next generation of pediatric nurses."

Maureen White

Acute Care
Maureen White, RN formerly on 5 SE working with rehab patients, is currently part of the staff of the cardiology clinic. A graduate of St. Clair College in Windsor, Ontario, White came to work at Children's in 1993. "I love my job here because very simply, I love working with children," she says. "The biggest challenge for me is being able to do more with less."

Marcy Webster

Acute Care
Marcy Webster, RN
Nurse unavailable for interview.

Patty Reaume

April

Alternative Practice
Patty Reaume, BSN, RN began at Children's in 1993, first working on the cardiology/cardiovascular unit, then the PICU and currently works in the PACU. "I chose a career in nursing to be in a position to assist people in a holistic manner in their healing process," she says. "I strongly believe our patients should be treated with respect, dignity and just as I want my family to be cared for during a stressful time. Nursing allows me to continuously improve myself within my profession."

Stephanie Mozal

Acute Care
Stephanie Mozal, BSN, RN
Nurse unavailable for interview.

Marlena Abdul

Critical Care
Marlena Abdul, ADN, works in the NICU, where she cares for the most critically ill patients. "I love taking care of people and knowing that what I do not only makes a difference to me but to someone who needs me," she says. "I also enjoy taking on primary patients and developing a bonding relationship with families." Abdul loves to bake and says if she weren't a nurse, she would create beautiful food in her own bakery.

Lisa Zamojski

MAY

Alternative Practice
Lisa Zamojski, RN, like many little girls, asked Santa for a stethoscope for Christmas so she could play nurse. Since she always wanted to work with kids Zamojski came to Children's in 1986 to work in the PACU. "We are here for the kids and their families to try and make their lives a little easier," she says. "My 15-year-old daughter and I recently volunteered at the palliative care princess and superhero party and it was a magical example of what being a nurse is all about."

Rebecca Adams

Acute Care
Rebecca Adams, BSN, RN, always wanted a job in which she could work with children and volunteered throughout high school and college to work with kids in the U.S. and other countries. "That experience showed me how much need there was for education regarding the health and wellness of children," she says. "I love working with kids simply because they have the ability to put a smile on your face every day. I also enjoy the area I work in because there are always new experiences and I get to work with a great group of people."

Nancy Gerigk

Acute Care
Nancy Gerigk, BS, RN, began at Children's 40 years ago as a staff nurse and over the years held several management positions. For the past several years, in "semi-retirement mode" she has worked half time in the PICU as a staff nurse again. "It is like a new job," she says. "I am back to my roots, the place that I loved nursing from the beginning. It is such a pleasure to work with the people here. The teamwork is incredible and makes it possible for all of us to do what we do and keep coming back."

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Mary Ann Lynch, BSN, RN-BC and
Madelyn Torakis, MSN, RN presented their poster "Putting a Professional Practice Model into Practice: Making it Real" at the annual WSU College of Nursing Research Day in April. Their poster won in the Clinical Partners category. Other hospitals with posters in that category were: Henry Ford Hospital-Detroit, University Health Center-DRH, RIM, Beaumont Health System- Royal Oak, VA Hospital, Fulton County Health Center, Wauseon, Ohio and Windsor Essex Community Health Center. Congratulations!

Mary Ann Lynch, BSN, RN-BC (left) and Madelyn Torakis, MSN, RN (right)

The Professional Nurses Council (PNC) is proud to announce the winners of the 2012 Inspiration & Excellence Awards!

Michael Caudill, PCA
Friend of Nursing

Jessica Diver, MSN, RN, CPNP-AC
Nurse of the Year Research

Ellen Dunn, BSN, RN, CPN
Nurse of the Year Community Outreach

Claudine Hoppen, MSN, CRNA
Nurse of the Year Leadership

Katheryn Rohrhoff, MSN, RN
Nurse of the Year Education

Mary Ross, BSN, RN
Nurse of the Year Practice
Children's Hospital of Michigan Nurse of the Year

Lori Witt, ADN, RN
Nurse of the Year Seasoned and Generational Excellence

Kathleen Zelin, MSN, RN, CPNP
Nurse of the Year Advanced Practice

James (Jim) Nemeth has been named director of Emergency Services at the Children's Hospital of Michigan.

Jim is from Michigan. He studied nursing at Eastern Michigan University, graduated with a BA/BS as well as a Graduate Certificate in Business Administration/MBA, and has worked most of his career in Detroit hospitals. He was most recently the director of Emergency Services at a metropolitan Detroit hospital. His emergency care experience extends back 30 years to his experience as an U.S. Army combat medic where he provided emergent care of sick and wounded in battle.

Jim's range of experience includes time as an emergency nurse, patient care coordinator, clinical supervisor and associate nurse manager. He served as an administrative nurse manager from 2009 to 2010 and during that period of time he attained a Yellow Belt Certification in Process Improvement.

Since 2010, in his role as director of Emergency Services, Jim has overseen the improvement in Press-Ganey scores from the 54th to the 99th percentile, and among other accomplishments, was the project lead for the American College of Surgeons Level 3 Trauma Verification at his hospital.

Rebecca Klik was named Administrative Manager for Hematology/Oncology, Sickle Cell, Bone Marrow Transplant, Flow Cytometry and Coag Lab. Rebecca had most recently been at Mount Clemens Regional Medical Center where she worked as a clinical trials manager. Rebecca had also worked as a clinical trials manager for Grunberger Diabetes Institute and as a clinical research coordinator for Beaumont. During her career, Rebecca has acted as the study coordinator for more than 40 clinical trails.

Sandra Rizzo, BSN, RN has joined the Children's Hospital of Michigan as the clinical manager for Pediatric Specialties and has assumed clinical oversight for the Divisions of Gastroenterology, Endocrinology, Infectious Disease, Dermatology and the day to day operations of the Specialty Clinic area. She comes to us from St. John Macomb Hospital where she worked as Interim clinical manager for the Emergency Department. Prior to that, she was a clinical leader, and was responsible for the planning, implementation and evaluation of various initiatives which focused on patient quality, safety, throughput and customer service.

Congratulations to Linda Lewandowski, PhD, RN, who has been appointed the new Associate Dean for Academic Affairs at the University of Massachusetts, Amherst School of Nursing. She also recently has been elected as a Fellow in the American Academy of Nursing which is one of nursing's highest honors. Linda has been in the role of the Elizabeth Schotanus Associate Professor of Pediatric Nursing since January of 2003. This is a joint position between Children's Hospital of Michigan and the Wayne State University College of Nursing and, she was the first to be named to this endowed professorship. Since her early days in the role, Linda has been involved in many professional development, evidence — based practice, quality — improvement, and research projects with CHM nurses and interdisciplinary teams. She has taken leadership roles in many family — centered care, pain management, and other projects aimed at decreasing trauma for hospitalized children and families. Much of her research has focused on the effects of cumulative trauma and violence exposure on high — risk minority youth and teens from Iraqi refugee families. She has fostered collaborative projects between the WSU College of Nursing and CHM such as engaging doctoral students with CHM nurses on EBP and research projects (e.g., the "heparin vs. saline study") and collaborative educational activities such as bringing CHM RN Transitions nurses to WSU for simulation experiences and interprofessional advanced skills training and simulation scenarios with CHM Pediatric Intensive Care Faculty, fellows, and acute care NP students. She served on the CRCM Advisory Committee for a number of years and has been an active member of the Clinical Excellence Committee. Since 2006, Linda also served as the Assistant Dean for Family, Community and Mental Health at the WSU College of Nursing. Under her direction, WSU added distance education and an acute care NP program. Linda has served also as Co Graduate Program Director for the PNP Acute and Primary Care Programs for the past several years. Linda recently noted how much she will always treasure her memories of the wonderful people she has had an opportunity to work with at CHM and the many wonderful experiences she has been privileged to share. We will miss her and wish her well!

Cereal Drive Success

During the first week of June, eleven children's hospitals participated in a national cereal drive competition, the brainchild of the Professional Nurse Council at DMC Children's Hospital of Michigan. Together the hospitals collected a total 1,085,972 servings of cereal for children across the country at risk of hunger or malnutrition this summer. This was the third annual cereal drive carried out by the hospital's professional nurses. The Children's Hospital of Michigan collected 389,554 servings, filling four tractor trailer trucks, making them the national winner among hospitals both larger and smaller, including Children's National in Washington, D.C., Riley Hospital for Children in Indianapolis, Le Bonheur in Memphis, Cleveland Clinic Children's, Connecticut Children's Medical Center, Akron Children's Hospital, Beaumont Royal Oak and others. Other DMC hospitals participated in their own DMC system competition this year and their combined total of 41,366 servings helped Children's win the national competition: Harper University/Hutzel Women's, Sinai-Grace, Huron Valley Sinai, Surgery (DSH), and Rehab Institute (RIM). Children's community partners also did their share to bring in the boxes. Clear Channel Radio personalities promoted the drive during drive time, the GM and Renaissance Center, Butzel Long Law Firm, many area schools, DCG Consulting who has been working with us on the new specialty center donated major funds, and of course Gleaners Community Food Bank who was with us from the very first drive collected and distributed the cereal. Tim Hortons, Hudsonville, Meijer Food Stores also participated for their third year. Everyone was a Hunger Hero in this competition but it is hungry kids who are the real winners! Next year, same time, same place.

Specialty Center Grand Opening

Several hundred invited guests that included elected officials, board members, hospital and corporate executives, physicians, patients and families, and DMC employees attended the grand opening ceremony for the DMC Children's Hospital of Michigan Specialty Center — Detroit on June 12, under the canopy entrance at the new center across the street from the hospital. The completion of this first major construction project on the DMC campus in decades marks the beginning of major changes across the DMC and represents a major step forward in the ability to provide quality specialty care to the patients of the Children's Hospital of Michigan. State of the art technology and equipment were highlighted during tours of the building following the ceremony that included the melodious voices of the Detroit School of the Arts Vision Choral group and Spain Middle School's Drum Corps. During the ceremony finale, participants waved bubble wands to magically open the building, allowing the soapy circles to float through the air. The building's interior design incorporates artsy circles and colors much like the bubbles that opened it.

BBraun Smart IV Pump Conversion

by Cathy Cushing

On June 14, starting very early in the morning, Children's Hospital began the conversion to new large-volume BBraun Smart IV pumps, an added measure of safety for our patients. This was an extremely long and complex process and thank you's are in order. Amanda Halsey, Beth Page and Moira Longworth arrived with me very early to be team members in the conversion. Hitomi Kobayashi did a wonderful job working with the BBraun reps to ensure that all of the nursing staff and appropriate Respiratory Therapists were trained on the pumps.

Coordination of education was a key component. The Drug Library was a critical component that was successfully developed and downloaded by Dennis Gates, Joanna Ditouras, and May Saba. Clinical Engineering had to do a check on all the pumps (about 600 of them) prior to their use. Nurse managers, nurse educators, and other site team members tolerated the numerous emails and meetings about pumps — providing feedback into every aspect of implementation. And, kudos to the staff in all the areas that had to stop their normal process flow to transition to new pumps while continuing with all the other competing demands on their time, all while delivering excellent patient care. We also had much assistance from corporate including Janice Krueger, Luretta Pandya, and Mike Weathersby, among others.

Hopefully, I haven't missed anyone — and if I did, I apologize. Please know that I appreciate all that every single person has done to make this a smooth transition. Thanks to you all. This was a wonderful job, well done!

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Four pillars of excellence

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