- Email: [email protected]
Pam Rudisill, MSN, MEd, RN, NEA-BC
Leader to Watch Pam Rudisill, MSN, MEd, RN, NEA-BC KT Waxman, DNP, MBA, RN, CNL
P
am Rudisill, MSN, MEd, RN, NEA-BC, is vice president for nursing/patient safety at Health Management Associates, Inc. (HMA), a 55-hospital system in Naples, Florida. Her responsibilities in this leadership role include patient safety and nursing initiatives and educational programs for nurse leaders for the 32,000-employee company, to name a few. Currently on the board, Rudisill has been heavily involved in the American Organization of Nurse Executives [AONE] for over 8 years.
KW: What position did you hold
KW: How did you make the deci-
before becoming vice president at HMA? PR: I was chief nursing officer (CNO) at Lake Norman Regional Medical Center (LNRMC) in Mooresville, North Carolina, for 11 years. My background before that was clinical nurse specialist/nurse practitioner for cardiovascular services at Presbyterian Healthcare in Charlotte, North Carolina.
sion to move into nursing administration? PR: The board of directors at the hospital where I started my career and spent 5 years recommended me as CNO at LNRMC.The company, Health Management Associates (specifically Mr.William Schoen, CEO [chief executive officer] at the time, David Miller, the CEO at the hospital, and Paul Smith, the COO [chief operating
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officer] at the hospital) recognized my strengths and offered me the job.The decision to leave was difficult, but after completing a SWOT [strengths, weaknesses, opportunities, and threats] analysis, I decided to accept the opportunity. I will forever be thankful to HMA for giving me this opportunity! KW: Are you in a Magnet facility or on the journey to it? PR: When I was CNO at LNRMC, we obtained Magnet status in February 2007. KW: What are some of the major projects you are involved with or leading in your organization? PR: One major project I am involved with is patient safety initiatives, such as fall prevention and injury. I developed a fall prevention education program, an hourly rounding education program, and metrics for the 32,000 employees
April 2010
in [HMA], as well as a fall research project under the UNC [University of North Carolina] institutional review board at 10 of our hospitals. A few other major projects I am involved with are a patient safety scorecard, patient flow scorecard, nursing-sensitive scorecard, educational programs for nurse leaders, and other patient safety initiatives. I chair our HMA Patient Safety Committee, which is composed of physicians, CNOs, CEOs, risk managers, staff nurses, and our senior VP [vice president] for clinical affairs.Through this committee, we offer oversight and advice on clinical initiatives that impact patient care. KW: Speaking of patient safety, how are your hospitals addressing or tackling national patient safety goals? PR: I am fortunate to be part of a healthcare system that is very structured and process-oriented about patient safety.We address all national trends and issues through scorecards, quadrants, and dashboards that are reported and analyzed monthly. In my role, I get the privilege to direct action plans and initiatives that are sent to each hospital.
www.nurseleader.com
[HMA’s] outcomes are reported through monthly and quarterly operational calls and quarterly meetings through our patient safety committee. KW: With all these programs and systems in place, how important is it for nurse leaders to be financially savvy? PR: It is extremely important. It is also important for nurse leaders to understand the value cost of nursing.The business case for nurse leaders is essential to demonstrate efficiency and cost effectiveness, while improving on clinical outcomes. KW: The HMA comprises 55 hospitals. What systems are in place to ensure that nurse–physician communication is healthy? PR: Effective nurse–physician relationships are essential in today’s environment. AONE’s guiding principles for nurse–physician relationships are critical for every relationship, hospital, and healthcare system to incorporate in their organization. In addition, the regulatory agencies, such as the Centers for Medicare and Medicaid Services and The Joint Commission, have many effective tools. It is the
individual responsibility of each organization to ensure effective relationships between disciplines. As a system, one very effective way that we set the culture for our hospitals for an effective nurse–physician relationship is through the corporate patient safety committee. KW: You mentioned AONE’s guiding principles. When did you get involved in professional nursing organizations, and how did you end up on the AONE board? PR: I have always been involved in professional organizations. I started my career as a critical care nurse and became active locally in the American Association of Critical-Care Nurses (AACN) after becoming president of the chapter and then serving on the national board of directors from 1998 to 2001.When I changed roles to CNO, I joined AONE and served on the North Carolina Organization of Nurse Leaders board for several years, later serving as president. It was through my dear friend, Brenda Summers, that I became active in AONE by attending the annual meeting and serving on national committees of membership and education.
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15
Pam Rudisill Hometown Mooresville, North Carolina Current Job Vice President for nursing/patient safety, Health Management Associates, Inc. Education Diploma from Cabarrus School of Nursing, BS in Nursing from University of North Carolina (UNC) Charlotte, MEd from Winthrop University, MSN from UNC Charlotte First job in nursing Critical care nurse in an acute care hospital Best advice for aspiring nurse leaders Consider every day a learning opportunity Being in a leadership position gives me the opportunity to Impact healthcare delivery through communication, collaboration, and cooperation Most people don’t know that I Run 6 miles a day and enjoy classical and country music One thing I want to learn More about computer technology One word to summarize me Passionate
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Nurse Leader
I was elected as Region 3 director in 2004 and re-elected in 2006, and then ran for president-elect last year.The involvement in AONE has assisted me in my professional growth beyond words.The networking with colleagues from across the country is something I cherish! KW: With all your experience at AONE, where do you think AONE’s focus should be over the next 5 years? PR: AONE’s focus is clearly articulated in our 2010 to 2012 Strategic Plan.The healthcare environment is in a volatile state. In partnership with the American Hospital Association and the nursing community, AONE has taken a major role in shaping the legislation in the House and Senate to advance the role of nursing.The plan centers around six key initiatives and drives future care delivery systems, healthful practice environments, quality and safety, workforce supply and competency, leadership, and strong and engaged membership. KW: You have a lot of leadership responsibilities both in AONE and HMA. Describe your leadership style. PR: A quote from Ken Blanchard describes my leadership style,“None of us is as smart as all of us.” Shared decision making is essential for today’s environment. I believe a successful leader guides and motivates the mission and vision, but the staff are the decision makers.The clinical affairs department at HMA has designated the pink rose as a symbol of grace, dignity, and leadership. My leader and mentor at HMA, Lisa Gore, senior VP of clinical affairs, sent me two dozen pink roses during a very difficult time for me both personally and professionally. I had been at one of our facilities for several weeks during an intense survey for the hospital, while the true role model of my life (my mom) was dying of glioblastoma. The roses stayed in my mom’s hospital room during her last week of life.Two years later, pink roses represent our department in all celebration activities. KW: What a great quote! What has been your most rewarding experience as a nurse leader? PR: During my career, I have been fortunate enough to be a part of many rewarding experiences. From the career perspective, as a CNO at a 117-bed facility, when our hospital obtained Magnet status, it was truly a rewarding experience. Another milestone has been the past 2 years as vice president of nursing/patient safety at HMA. My role of providing a systems approach to nursing and patient safety has been a tremendously rewarding experience! KW: As a nurse leader, how do you empower your staff? PR: I recognize excellence, promote autonomy, and engage staff in leadership activities that they might not necessarily seek out on their own. KW: With such a busy schedule as the leader of a national professional organization and a hospital system, how do you balance all of the work with your home life? PR: It all fits in together; I have a very supportive family. My life is somewhat structured at the present, but I do set aside Saturdays and Sunday mornings for myself and my family. Saturdays I enjoy shopping with my daughter, Elizabeth, and my twin sister, Pat, and we always try to get in a few spa treatments. Saturday afternoons and evenings, my husband,
April 2010
Rick, and I have quiet dinners at home. Sunday mornings are devoted to church. Every day at 4:30 in the morning, I get in an hour of exercise. KW: That sounds like a very balanced lifestyle! You mentioned your twin sister. Is she a nurse leader? Do you share stories and ask each other for advice? PR: Pat is my only sibling and my best friend! She is vice president for women’s and children’s services at Presbyterian Healthcare in Charlotte, North Carolina. It is absolutely amazing how our careers have taken the same paths throughout the years.We share our personal and professional lives and are always there for each other! Our parents were so instrumental in shaping who we both are today. Both of them were hard-working, blue-collar workers who worked so very hard to ensure that we both received our nursing education.They taught us that anything worth obtaining in life requires hard work, discipline, and motivation! Pat and I are both avid shoppers and shoe lovers.We take weekend trips twice a year with our two daughters, Catherine and Elizabeth, to Charleston and New York City. KW: You mentioned how your parents shaped who you are today. Who are some of your other role models? PR: One of my role models is Mother Theresa.There are too many role models in nursing to even mention in this article! KW: There certainly are! Do you have a favorite quote? PR: My favorite quote is by Vince Lombardi,“Individual commitment to a group effort.That is what makes a team work, a company work, a society work, a civilization work.” KW: Thank you for answering all of these questions and giving us some insight into your role in the nurs-
www.nurseleader.com
ing field. To close, in what areas do you believe we, as nurse leaders, need to focus in the next 10 years? PR: Nurse leaders’ focus for the next several years should be multifactorial.The nursing leader will shape, not only the future of nursing, but the future of healthcare delivery. A quote I recently heard from Tim Porter-O’Grady,“Nursing is the center of the universe,” speaks to the role of nursing. Through evidence-based practice, leadership, quality, and patient safety, nursing will define the healthcare of tomorrow. Healthcare for the future will address the patient and family across the continuum. Nursing will be the coordinator of all those efforts. As a result, it will be vital for nursing to view care in a broader sense and collaborate with many disciplines in shaping the pattern of healthcare. Nurse leaders should be collaborating with our academic partners. I have been so fortunate to have colleagues at UNC Charlotte, specifically Dr. Jackie Dienemann, who has been instrumental in linking research with clinical outcomes. Nursing, along with partnerships with many other disciplines, must lead healthcare now and in the future. KT Waxman, DNP, MBA, RN, CNL, is president and CEO of Waxman & Associates, LLC, in San Ramon, CA; she can be reached at [email protected]. Photography by LeeAnn Widyn © 2010 1541-4612/2010/ $ See front matter Copyright 2010 by Mosby Inc. All rights reserved. doi:10.1016/j.mnl/2010.01.009
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17
P
am Rudisill, MSN, MEd, RN, NEA-BC, is vice president for nursing/patient safety at Health Management Associates, Inc. (HMA), a 55-hospital system in Naples, Florida. Her responsibilities in this leadership role include patient safety and nursing initiatives and educational programs for nurse leaders for the 32,000-employee company, to name a few. Currently on the board, Rudisill has been heavily involved in the American Organization of Nurse Executives [AONE] for over 8 years.
KW: What position did you hold
KW: How did you make the deci-
before becoming vice president at HMA? PR: I was chief nursing officer (CNO) at Lake Norman Regional Medical Center (LNRMC) in Mooresville, North Carolina, for 11 years. My background before that was clinical nurse specialist/nurse practitioner for cardiovascular services at Presbyterian Healthcare in Charlotte, North Carolina.
sion to move into nursing administration? PR: The board of directors at the hospital where I started my career and spent 5 years recommended me as CNO at LNRMC.The company, Health Management Associates (specifically Mr.William Schoen, CEO [chief executive officer] at the time, David Miller, the CEO at the hospital, and Paul Smith, the COO [chief operating
14
Nurse Leader
officer] at the hospital) recognized my strengths and offered me the job.The decision to leave was difficult, but after completing a SWOT [strengths, weaknesses, opportunities, and threats] analysis, I decided to accept the opportunity. I will forever be thankful to HMA for giving me this opportunity! KW: Are you in a Magnet facility or on the journey to it? PR: When I was CNO at LNRMC, we obtained Magnet status in February 2007. KW: What are some of the major projects you are involved with or leading in your organization? PR: One major project I am involved with is patient safety initiatives, such as fall prevention and injury. I developed a fall prevention education program, an hourly rounding education program, and metrics for the 32,000 employees
April 2010
in [HMA], as well as a fall research project under the UNC [University of North Carolina] institutional review board at 10 of our hospitals. A few other major projects I am involved with are a patient safety scorecard, patient flow scorecard, nursing-sensitive scorecard, educational programs for nurse leaders, and other patient safety initiatives. I chair our HMA Patient Safety Committee, which is composed of physicians, CNOs, CEOs, risk managers, staff nurses, and our senior VP [vice president] for clinical affairs.Through this committee, we offer oversight and advice on clinical initiatives that impact patient care. KW: Speaking of patient safety, how are your hospitals addressing or tackling national patient safety goals? PR: I am fortunate to be part of a healthcare system that is very structured and process-oriented about patient safety.We address all national trends and issues through scorecards, quadrants, and dashboards that are reported and analyzed monthly. In my role, I get the privilege to direct action plans and initiatives that are sent to each hospital.
www.nurseleader.com
[HMA’s] outcomes are reported through monthly and quarterly operational calls and quarterly meetings through our patient safety committee. KW: With all these programs and systems in place, how important is it for nurse leaders to be financially savvy? PR: It is extremely important. It is also important for nurse leaders to understand the value cost of nursing.The business case for nurse leaders is essential to demonstrate efficiency and cost effectiveness, while improving on clinical outcomes. KW: The HMA comprises 55 hospitals. What systems are in place to ensure that nurse–physician communication is healthy? PR: Effective nurse–physician relationships are essential in today’s environment. AONE’s guiding principles for nurse–physician relationships are critical for every relationship, hospital, and healthcare system to incorporate in their organization. In addition, the regulatory agencies, such as the Centers for Medicare and Medicaid Services and The Joint Commission, have many effective tools. It is the
individual responsibility of each organization to ensure effective relationships between disciplines. As a system, one very effective way that we set the culture for our hospitals for an effective nurse–physician relationship is through the corporate patient safety committee. KW: You mentioned AONE’s guiding principles. When did you get involved in professional nursing organizations, and how did you end up on the AONE board? PR: I have always been involved in professional organizations. I started my career as a critical care nurse and became active locally in the American Association of Critical-Care Nurses (AACN) after becoming president of the chapter and then serving on the national board of directors from 1998 to 2001.When I changed roles to CNO, I joined AONE and served on the North Carolina Organization of Nurse Leaders board for several years, later serving as president. It was through my dear friend, Brenda Summers, that I became active in AONE by attending the annual meeting and serving on national committees of membership and education.
Nurse Leader
15
Pam Rudisill Hometown Mooresville, North Carolina Current Job Vice President for nursing/patient safety, Health Management Associates, Inc. Education Diploma from Cabarrus School of Nursing, BS in Nursing from University of North Carolina (UNC) Charlotte, MEd from Winthrop University, MSN from UNC Charlotte First job in nursing Critical care nurse in an acute care hospital Best advice for aspiring nurse leaders Consider every day a learning opportunity Being in a leadership position gives me the opportunity to Impact healthcare delivery through communication, collaboration, and cooperation Most people don’t know that I Run 6 miles a day and enjoy classical and country music One thing I want to learn More about computer technology One word to summarize me Passionate
16
Nurse Leader
I was elected as Region 3 director in 2004 and re-elected in 2006, and then ran for president-elect last year.The involvement in AONE has assisted me in my professional growth beyond words.The networking with colleagues from across the country is something I cherish! KW: With all your experience at AONE, where do you think AONE’s focus should be over the next 5 years? PR: AONE’s focus is clearly articulated in our 2010 to 2012 Strategic Plan.The healthcare environment is in a volatile state. In partnership with the American Hospital Association and the nursing community, AONE has taken a major role in shaping the legislation in the House and Senate to advance the role of nursing.The plan centers around six key initiatives and drives future care delivery systems, healthful practice environments, quality and safety, workforce supply and competency, leadership, and strong and engaged membership. KW: You have a lot of leadership responsibilities both in AONE and HMA. Describe your leadership style. PR: A quote from Ken Blanchard describes my leadership style,“None of us is as smart as all of us.” Shared decision making is essential for today’s environment. I believe a successful leader guides and motivates the mission and vision, but the staff are the decision makers.The clinical affairs department at HMA has designated the pink rose as a symbol of grace, dignity, and leadership. My leader and mentor at HMA, Lisa Gore, senior VP of clinical affairs, sent me two dozen pink roses during a very difficult time for me both personally and professionally. I had been at one of our facilities for several weeks during an intense survey for the hospital, while the true role model of my life (my mom) was dying of glioblastoma. The roses stayed in my mom’s hospital room during her last week of life.Two years later, pink roses represent our department in all celebration activities. KW: What a great quote! What has been your most rewarding experience as a nurse leader? PR: During my career, I have been fortunate enough to be a part of many rewarding experiences. From the career perspective, as a CNO at a 117-bed facility, when our hospital obtained Magnet status, it was truly a rewarding experience. Another milestone has been the past 2 years as vice president of nursing/patient safety at HMA. My role of providing a systems approach to nursing and patient safety has been a tremendously rewarding experience! KW: As a nurse leader, how do you empower your staff? PR: I recognize excellence, promote autonomy, and engage staff in leadership activities that they might not necessarily seek out on their own. KW: With such a busy schedule as the leader of a national professional organization and a hospital system, how do you balance all of the work with your home life? PR: It all fits in together; I have a very supportive family. My life is somewhat structured at the present, but I do set aside Saturdays and Sunday mornings for myself and my family. Saturdays I enjoy shopping with my daughter, Elizabeth, and my twin sister, Pat, and we always try to get in a few spa treatments. Saturday afternoons and evenings, my husband,
April 2010
Rick, and I have quiet dinners at home. Sunday mornings are devoted to church. Every day at 4:30 in the morning, I get in an hour of exercise. KW: That sounds like a very balanced lifestyle! You mentioned your twin sister. Is she a nurse leader? Do you share stories and ask each other for advice? PR: Pat is my only sibling and my best friend! She is vice president for women’s and children’s services at Presbyterian Healthcare in Charlotte, North Carolina. It is absolutely amazing how our careers have taken the same paths throughout the years.We share our personal and professional lives and are always there for each other! Our parents were so instrumental in shaping who we both are today. Both of them were hard-working, blue-collar workers who worked so very hard to ensure that we both received our nursing education.They taught us that anything worth obtaining in life requires hard work, discipline, and motivation! Pat and I are both avid shoppers and shoe lovers.We take weekend trips twice a year with our two daughters, Catherine and Elizabeth, to Charleston and New York City. KW: You mentioned how your parents shaped who you are today. Who are some of your other role models? PR: One of my role models is Mother Theresa.There are too many role models in nursing to even mention in this article! KW: There certainly are! Do you have a favorite quote? PR: My favorite quote is by Vince Lombardi,“Individual commitment to a group effort.That is what makes a team work, a company work, a society work, a civilization work.” KW: Thank you for answering all of these questions and giving us some insight into your role in the nurs-
www.nurseleader.com
ing field. To close, in what areas do you believe we, as nurse leaders, need to focus in the next 10 years? PR: Nurse leaders’ focus for the next several years should be multifactorial.The nursing leader will shape, not only the future of nursing, but the future of healthcare delivery. A quote I recently heard from Tim Porter-O’Grady,“Nursing is the center of the universe,” speaks to the role of nursing. Through evidence-based practice, leadership, quality, and patient safety, nursing will define the healthcare of tomorrow. Healthcare for the future will address the patient and family across the continuum. Nursing will be the coordinator of all those efforts. As a result, it will be vital for nursing to view care in a broader sense and collaborate with many disciplines in shaping the pattern of healthcare. Nurse leaders should be collaborating with our academic partners. I have been so fortunate to have colleagues at UNC Charlotte, specifically Dr. Jackie Dienemann, who has been instrumental in linking research with clinical outcomes. Nursing, along with partnerships with many other disciplines, must lead healthcare now and in the future. KT Waxman, DNP, MBA, RN, CNL, is president and CEO of Waxman & Associates, LLC, in San Ramon, CA; she can be reached at [email protected]. Photography by LeeAnn Widyn © 2010 1541-4612/2010/ $ See front matter Copyright 2010 by Mosby Inc. All rights reserved. doi:10.1016/j.mnl/2010.01.009
Nurse Leader
17