Our nursing team’s dedication to shared policies, best practices and innovative care models ensures we advance the art and science of nursing while delivering humankindness at every touchpoint across CommonSpirit Health.
— Kathleen D. Sanford, DBA, RN, FACHE, FAAN, CommonSpirit Health EVP and Chief Nursing Officer
Kathleen D. Sanford DBA, RN, FACHE, FAAN, CommonSpirit Health EVP and Chief Nursing Officer
Welcome to the fourth CommonSpirit Health Annual Nursing Report. As we all reflect on another year of service, I hope you are reminded of the triumphs and challenges we have faced this year as a health care organization. Despite numerous headwinds, we have accomplished much, largely because of the dedication of our nursing teams, who continue to answer the call to heal with humankindness.
This report is an opportunity to express gratitude for each and every member of our ministry. The entire CommonSpirit team has continued to make a profound difference in the lives and health of individuals, families and whole communities. In this year-end review, we are focused on the work of our nurses and on celebrating the unique blend of science and art that they bring to our wonderful profession.
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As we move towards becoming a more unified ministry, nurses will lead the way as we implement a new operating model, transition to common platforms and create national standards of care.
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In the following pages, you will find stories of how CommonSpirit nurses continue to engage in complex problem-solving with compassion, faith and love. Despite industry-wide financial and epidemic recovery challenges, we have continued our progress on our five-year nursing strategy. Remarkable outcomes have occurred across our ministry as divisions have combined to create regions and as we’ve continued our progress with national programs that are specifically designed to address the national nursing shortage and prepare new nurses for professional practice.
Our unwavering commitment to our five-year nursing strategy remains steadfast. This work supports the CommonSpirit-wide focus on developing system-wide best practices, policies and innovative care models in support of our 5 for ’25 focus areas that are accelerating the CommonSpirit 2026 strategic roadmap. As we strive for the highest safety, quality, clinical excellence and patient experience, we remain steadfast in our goal to be the employer of choice for nurses and their teams. We will continue to be catalysts for change that will improve health and wellness for all. •
Sincerely,
Nurses are essential health care professionals. At CommonSpirit Health, we recognize the quality care that nurses provide as well as their important role as patient advocates. This infographic details who our nurses are.
Please
Years at CommonSpirit TENURE
ETHNICITY
55.6% White
22.7% Asian 11.3% Hispanic or Latino
5.5% Black or African American
2.6% Two or More Races
0.9% Native Hawaiian or Other Pacific Islander
0.8% Unknown
0.5% American Indian or Alaska Native
Recognizing Nurses’ Talents and Dedication
We are filled with gratitude for the dedication, service and commitment that you demonstrate to our ministry.
Our 2024 Nursing Commemorative Pins were distributed during Nurses Week. This year’s pin featured the theme “Art & Science.” This is the fourth in a series of five pins to honor CommonSpirit Health nurses.
These pins align with our Nursing Strategic Vision to recognize the talents, skills and significant contributions that nurses make to CommonSpirit and our local communities.
Wherever you practice nursing and whatever your role, we hope you will wear these symbols with pride and know that you are appreciated for using your talents to make a difference. •
Today and every day, we will work together with humankindness for all to advance the science and art of nursing. This means we will…
Be stronger together, achieving excellence in all we do, collaborating across the field and growing our collective knowledge.
Let humankindness guide us as we treat every person with holistic, personalized care for the body, mind and spirit.
The journey toward creating one, unifying nursing vision began in 2019*, when our CommonSpirit Health nurse executives took time to collaborate and envision this possibility. We formed a subcommittee and launched several focus groups and surveys to gather feedback about our new nursing vision statement. In total, nearly 16,000 CommonSpirit nurses across the ministry shared their thoughts about our nursing vision statement. 1 2 3
Advance the science and art of nursing as innovative leaders who demonstrate the power of evidence-based, compassionate care.
Our goal is for CommonSpirit to be the employer of choice for nurses and their teams in a system that is widely known for outstanding patient care.
*Summer 2019: The concept of a nursing vision is born. Fall 2019: All CommonSpirit Chief Nurses were invited to provide feedback about the proposed nursing vision. Spring 2020: A formal nursing vision subcommittee launches. Summer 2020: Nursing vision focus groups begin. Fall 2020: Nearly 8,000 nurses share feedback about the proposed nursing vision statement. Spring 2021: Another 8,000 nurses share final feedback. Fall 2021 to Spring 2022: The first three Nursing Strategic Priorities are defined and implemented. In 2023: Frontline nurse focus groups highlight four additional priorities to improve retention and the employee experience. In 2024: The expansion of all seven Nursing Strategic Priorities across CommonSpirit.
An introduction to our new executive leadership team
Over the past two years, CommonSpirit Health experienced several retirements and changes within the executive leadership team. In fiscal year 2024, CommonSpirit’s Chief Executive Officer, Wright Lassiter III, completed the assembly of a remarkable group of skilled and experienced executives to help guide our ministry from where we are today to what is attainable tomorrow.
These team members include the chief people, information, administrative, mission, legal, financial, operating, nursing, strategy and physician officers. Though each brings expertise specific to their respective domains, they are all united around the future direction of CommonSpirit and charting our path forward.
Within the nursing function, we are focused on our nursing strategy and vision and on achieving a unified culture and operations. Our continued work to introduce shared governance, reduce variation and improve performance across our ministry supports the 5 for ’25 focus areas that are accelerating our CommonSpirit 2026 strategic roadmap. This work will help advance our ministry by:
• Achieving financial health and clinical excellence by taking an active part in the implementation of a unified EHR platform across CommonSpirit.
• Helping transform our portfolio by participating in the teams that provide services and care across the entire care continuum.
• Being leaders in growing our behavioral health offerings and educating others on the importance of holistic care, which includes mental health services.
• Driving organic growth by serving as clinical ambassadors for CommonSpirit to the people we know and in our communities.
• Delivering humankindness at every touchpoint while attracting and retaining educated, dedicated, talented and engaged nurses.
• Contributing to the consumer digital experience as we help shape the electronic pre-visit experience and discharge instructions and reminders.
Collectively, through these actions and areas of attention, together as a nursing team, we will help create a stronger, more unified, more successful and sustainable CommonSpirit for the future. •
Enhancing patient care by investing in our nurses’ skills, career advancement and well-being
The CommonSpirit Health Virtually Integrated CareSM (VIC) program addresses the nursing shortage and lightens the load for our bedside care teams. Our virtual nurses assist in many aspects of patient care, helping to reduce lengths of stay and improve the quality of care.
As of May 2024, the VIC care model is in place in 10 hospitals in the Central, South and Northwest Regions. In FY25, we plan to expand across all five regions.
Corey Ross, RN, CHI Saint Joseph Health (Lexington, Kentucky), was drawn to a VIC role because it maximizes his strong communication skills, flexibility and experience without losing direct patient contact.
“My role as a VIC nurse involves a lot of collaboration and communication between case managers, doctors, patients and families, and of course, my bedside colleagues,” Corey says.
Despite physically being several hours away, Corey is able to speak to his patients via a computer monitor, which allows him to assess patients visually, have conversations with them and their families, and alert a bedside nurse if needed.
“The response to virtual nurses has been overwhelmingly positive — patients appreciate talking to someone, and my colleagues appreciate the additional support.”
— Corey Ross, RN, CHI Saint Joseph Health
CommonSpirit Health’s National Internal Travel Program launched in FY23. This program allows CommonSpirit nurses to pursue travel opportunities while retaining their seniority and health benefits. Patients benefit from nurses already familiar with CommonSpirit’s values, policies and procedures.
The program began with 39 travelers and now has 130 travelers working in Texas, Kentucky, Tennessee and Arizona. In FY25, the team will expand the internal travel pool to the Mountain and Northwest Regions. We expect to have 400 RNs in the program by the end of 2024.
Melody Price, RN, National Internal Traveler, was the first hire by our internal staffing agency. One year later, she has filled multiple roles, including both bedside and in leadership, and is still with the agency. She says the variety her role has provided has helped to keep her invigorated and engaged while also building seniority within a culture she knows and respects.
“Being an internal travel nurse has given me security,” Melody says.
“I’ve had amazing opportunities and gained experience in a variety of units and roles, all while being part of the CommonSpirit culture.”
“I love my job. I’m like a hybrid — I’m a traveler, but I feel like I’m very much part of this team.”
— Melody Price, RN, National Internal Traveler
Our National Nurse Residency Program (NNRP) is designed to provide new nurses with professional development, coaching, mentorship and consistent feedback as they transition from academia to practice.
As of May 2024, the residency program is available in all regions, though not in all facilities.
Currently, there are:
65 first-time facilities particpating
182 cohorts
1,016 residents enrolled
By November 2024, we expect to add five new facilities and 119 more cohorts.
For Viviana Guevara, RN, St. Luke’s Health – The Vintage Hospital (Houston, Texas), the NNRP helped fill the gap between nursing school and the realities of providing patient care in a busy hospital.
“The program really focused on developing my hands-on skills,” Viviana recalls. “It really hit me once I got on my unit floor just how much it helped to prepare me!”
The program also helped Viviana build her confidence and provided her with a support system within her facility.
“I met other new nurses, and we all learned so much from each other and relied on each other, sharing our experiences,” she says.
“It helps to learn things in a controlled environment so that when you encounter that same situation with an actual patient, you can think, OK, I’ve done this before. I can do it.”
— Viviana Guevara, RN, St. Luke’s Health – The Vintage Hospital
By using their voice through Shared Governance, our nurses work hand in hand with leadership and are empowered to contribute to patient care improvements and overall organizational effectiveness.
Matt Loberg, RN, CHI Health Creighton University Medical Center – Bergan Mercy (Omaha, Nebraska), has seen firsthand the positive effect that shared governance can have on the morale of
the nursing team. Together, his team on the Orthopedic Trauma floor has created solutions that have increased its efficiency, improved job satisfaction and supported CommonSpirit Health’s goals for exceptional patient care.
“Simple things like creating a ‘nofly zone,’ where we will not move patients from 6:30 to 7:15, make a big difference,” Matt explains. “We’ve also worked with virtual care nurses to identify tasks they can take over from the bedside nurses to lighten their load.”
“My advice to other nurses is to get involved! Nothing will get better if you don’t speak up and help come up with a solution.”
— Matt Loberg, RN, CHI Health Creighton University Medical Center – Bergan Mercy
Opportunities for growth are vital for the satisfaction of our nurses as well as for the stability of our ministry.
Genevieve Hurtado, RN, MSN, St. Bernardine Medical Center (San Bernardino, California), realized her career growth through the Advanced Study of Clinical Excellence and Nurse Development (ASCEND) program —
designed to help bedside nurses develop foundational leadership and communication skills with the goal of advancing as bedside clinical leaders. Shortly after completing the program, Genevieve was promoted to NICU Manager.
“I think the program opened my eyes to leadership,” she says. “ASCEND helped me realize this is something I can do, and I have all the support I need to do it.”
“I learned so much about how what we do as leaders can change the culture of our unit.”
— Genevieve Hurtado, RN, MSN, St. Bernardine Medical Center
To ensure we continue to deliver outstanding patient care efficiently and effectively, we are leveraging technology and creativity to lessen the workload affecting so many of our nurses.
Innovative programs are in place throughout the ministry that are transforming how our nurses care for patients. VIC, the NNRP, our internal staffing agency and a focus on individual career growth opportunities have all contributed to improved job satisfaction, a decreased workload and an improved focus on the humankindness aspect of patient care.
“The goal of these programs is to provide support to our nursing workforce to elevate their professional practice and ensure they can function at the top of their scope.”
— Shawna Gunn, System Director, Virtual Care Models
We recognize that our work can be stressful and, at times, emotionally difficult. In response, CommonSpirit is putting programs and resources in place to support our nurses and their well-being.
Code Kindness connects employees in crisis with a spiritual care team member who will listen and support them.
Carly Krusemark, RN, St. Joseph Medical Center (Tacoma, Washington), accessed Code Kindness when the grief of caring for a young patient became overwhelming, and she was connected with her facility’s chaplain.
“It gave me such peace to be in her calming presence,” she says. “She took her time and made sure I was in a better place before I returned to work.”
Support is also available through our MyWellness app. Elizabeth Ruiz, RN, Pediatric Acute Care Nurse Manager, Bakersfield Memorial Hospital (Bakersfield, California), accessed grief counseling and Care for Caregivers resources through the app to help her cope with the grief of the passing of her parents. •
“I felt seen and heard.”
— Carly Krusemark, RN, St. Joseph Medical Center
CommonSpirit Health has thousands of care sites across the United States. The map below represents CommonSpirit’s footprint in FY24.
CommonSpirit Health’s regions foster a cohesive network of care that emphasizes shared values, standardized best practices and coordinated efforts across diverse geographical areas to ensure high-quality, patient-centered outcomes.
“In
a field as demanding as nursing, it takes particular strength and relentless passion to go above and beyond consistently, and our nurses do this daily. Their exemplary service not only improves the lives of patients, it also inspires their colleagues to strive for the same level of excellence.”
— Dianne Aroh, RN, NEA-BC, FACHE, SVP & Chief Nursing Officer
Noteworthy Numbers
19,893 Employees 5,817
Total Nursing Staff
1,853
Total Beds
73,044 Inpatient Admissions
1.3M Outpatient Admissions
Data effective for fiscal year 2024
In February 2024, Dianne Aroh, SVP & Chief Nursing Officer, and the Northwest National Executive Council launched a new high school job shadowing program tailored for students aged 15–18. This time-limited arrangement allows them to observe both clinical and non-clinical staff members in a non-patient-facing environment, providing valuable insights into the myriad of roles that contribute to patient care.
Above: Students participating in the new job shadowing program for students aged 15-18.
Each year, the Tacoma Pierce County Economic Development Board (EDB) presents its Excellent 10 list of 10 great economic development projects made up of projects that are key drivers of jobs, capital investment or other important community development in the region. This year, the Virginia Mason Franciscan Health (VMFH) Virtually Integrated CareSM program made the list and was recognized in March at the annual EDB Meeting.
VMFH was recognized as a leader in patient safety by the Leapfrog Group with five A safety grades across the system, reflecting the ongoing commitment to the highest levels of patient safety, the relentless pursuit of excellence and the dedication to delivering high-quality care. This marks the 22nd consecutive A safety grade for Virginia Mason Medical Center. It is the only hospital in Washington state — and one of the few hospitals nationwide — to earn straight A’s since the Hospital Safety Grade program began in 2012.
Left to right:
VMFH expanded its VIC program to St. Anne Hospital. St. Francis Hospital celebrated the official opening of its new Family Birth Center.
VMFH has been on a transformative journey to decrease their length of stay (LOS) to ensure patients maintain their independence and functional levels while reducing their risk for
hospital-acquired conditions and ensuring acute care beds are available for those who need them most. Between April 2023 and April 2024, the team reduced the average LOS from 5.23 days to 4.83. •
In May, the Northwest Region received 330 nominations for the VMFH Nursing Excellence Awards, celebrating the exceptional achievements of our nursing teams. Although only six awards were presented, all nominees were deserving.
Recognition among peers highlights the countless hours, empathetic care
Kimberly Patamia, RN, MSN, RNC-OB, CPAN, NPD-BC, Regional EducatorLead for the Perianesthesia, FBC/NICU Service Line Education Team
Kimberly Patamia has made extraordinary contributions to the health of women, newborns and their families. She masterfully designs and delivers staff education and
and skilled expertise our nominees demonstrate daily. In the demanding field of nursing, it takes strength and passion to consistently go above and beyond. Their exemplary service has improved patients’ lives and inspired colleagues to strive for excellence.
We congratulate all awardees and nominees and eagerly anticipate their continued success in nursing.
expertly elevates new employees’ sense of belonging with a welcoming and inclusive approach. Through her guidance and mentorship, she ensures every new team member feels supported, empowered and equipped with the necessary skills to thrive in their roles.
“Safety is the driving force for our work — for our patients and nurses. We are highly focused on ensuring our strategy will result in the highest possible outcomes.”
— Tim Plante, MSN, MHA, Chief Nursing Officer
Noteworthy Numbers
33,924 Employees
22,454
Total Nursing Staff
4,874
Total Beds
169,636 Inpatient Admissions
2.6M Outpatient Admissions
Data effective for fiscal year 2024
Despite the geographical differences of 52 hospitals and many clinics across six states, the Central Region is united in its vision of making its hospitals the best places to provide exceptional care and the best places to work. As it aligned divisions, it has witnessed this commitment to excellence become consistent across the region and was able to unite CHI Health and Dignity Health. The leadership teams have successfully collaborated with one another to continue their respective missions as a unified entity. By continuing to collaborate and share expertise and enhance the patient experience, the Central Region has truly aligned.
CHI Health Nebraska Heart (Lincoln, Nebraska) addressed staff well-being with the first celebration of The Feast of the Sacred Heart of Jesus. Initiated by Sr. Faustina Lightfoot, PCU RN, the celebration brought together nurses and a grateful patient for an enriching presentation on the power
of compassion. Presenters offered reflections on how the compassion of Jesus is like our hearts that pour new life through our bodies, and how the compassion of Nebraska Heart poured life into one of its patients and saved him from a lifethreatening experience. Due to the success of the event, the hospital plans to continue celebrating the sacred heart of Jesus on the campus.
After learning they were pregnant with quintuplets, Stephanie and Graham Freels decided to move to Arizona to deliver at St. Joseph’s Hospital and Medical Center (Phoenix, Arizona). Fortunately, none of their children experienced serious complications, so after gaining strength and receiving quality care, their quintuplets were discharged 76 days later. This was all due to the dedicated team at St. Joseph’s Hospital, who played a crucial role in turning the couple’s dream into a reality.
Opposite, top to bottom: CHI Health St. Mary’s DAISY Award winners; CHI Health Lakeside NICU Superhero day; Central Region nurses at the Women’s Expo.
When babies are in the NICU for weeks or months, they become family. So, CHI Health Lakeside (Omaha, Nebraska) decided to hold a NICU reunion with Superwoman, Spider-Man and the real-life superheroes — the NICU babies who were invited to visit the nursing staff and health care team. The nurses were so grateful to see the babies and how much they had grown. It was a truly heartwarming event and a wonderful example of humankindness coming full circle. •
In the Nebraska and Iowa markets, Nursing Shared Governance, comprising bedside nurses from 14 facilities, is crucial in shaping nursing policies, structures and processes. It contributes to evidence-based research and fosters an environment of humankindness. In FY24, our shared governance nurses played a key role in planning Nurses Week, including designing T-shirts for the event. The region, uniquely merging CHI Health and Dignity Health, branded the shirts as Hello humankindness to symbolize unity. To celebrate, 20,000 shirts were distributed to nursing staff across six states, 52 hospitals and multiple clinics, reinforcing the unity of the Central Region.
Courtney Weaver, Clinical Nurse Educator, BSN, RN, Center for Clinical Practice, CHI Immanuel Hospital (Omaha, Nebraska)
When Courtney Weaver was an ICU nurse at CHI Health Lakeside, she demonstrated extraordinary compassion and dedication while caring for a critically ill patient. Despite multiple codes, a full hospital and staffing challenges, Courtney ensured the patient received the best possible care. She volunteered to transfer with them to another facility, even though it meant working beyond her shift and traveling to a different hospital. Her actions ensured the patient received continuous care and ultimately saved their life. Courtney’s commitment and selflessness earned her this recognition and is a testament to her unwavering dedication to her patients and the nursing profession.
“I couldn’t be prouder of our region’s dedication to delivering compassionate patient outcomes powered by humankindness. Every day, our teams provide outstanding care with empathy and respect, making a real difference in our patients’ healing.”
— Brenda Simpson, DNP, RN, CENP, SVP & Chief Nursing Officer
Noteworthy Numbers
12,977 Employees 5,200
Total Nursing Staff
1,471
Total Beds 1M Inpatient Admissions
678,094 Outpatient Admissions
Data effective for fiscal year 2024
Embracing humankindness in action
Dedicated to the goal of a unified ministry, executive teams with national liaisons led the integration of the Mountain Region with CommonSpirit Health in spring of 2023. Thankfully, the Mountain Region had already regionalized their work, including the alignment of policies and evidencebased practices, shared governance, and the professional practice model.
In January 2024, the teams hosted a Policy Bowl to review and align Utah, national and regional policies; adopt established toolkits; and identify
educational opportunities. They continued the integration journey in April 2024 when Utah hospitals joined the Epic platform. Now fully aligned with region systems, the teams are excited to continue working to achieve a unified ministry in the future.
In FY24, the region also welcomed five Utah hospitals including Holy Cross Hospital - Mountain Point, Holy Cross Hospital - Salt Lake, Holy Cross Hospital-Davis, Holy Cross HospitalJordan Valley and Holy Cross HospitalJordan Valley West.
Above, left to right: A brief pause before these members of the Holy Cross Hospital - Salt Lake team start their day; Mountain Region hosted a team at the 2024 Policy Bowl to align policies and integrate Utah hospitals.
The Magnet and Pathway to Excellence® recognition programs of the American Nurses Credentialing Center (ANCC) provide a framework that helps organizations improve retention, enhance the workplace and excel at patient outcomes. Five Mountain Region hospitals were recognized this year:
• St. Anthony Hospital, Lakewood, Colorado, first-time ANCC Magnet designation
• St. Anthony North Hospital, Westminster, Colorado, ANCC Magnet designation; previously ANCC Pathway to Excellence designation
• Penrose and St. Francis Hospitals, Colorado Springs, Colorado, third ANCC Magnet designation
• St. Anthony Summit Hospital, Frisco, Colorado, second ANCC Pathway to Excellence designation
A New Space for Learning St. Mary-Corwin Hospital (Pueblo, Colorado) transitioned from its acute care hospital to a new tower, leaving much of the prior space unused. There was a discussion about demolishing the tower, but instead, the hospital’s CEO, Mike Cafasso, partnered with Pueblo Community College to create the ideal location to house their health care–related school programs. Now students can learn on the campus of an acute care hospital. When class is in session, St. Mary-Corwin has approximately 1,000 health care students on campus.
In April, our Holy Cross hospitals in Utah completed the integration of their systems with CommonSpirit by adopting the Epic electronic health record platform. Moving from Meditech to Epic was a monumental step that positioned them to align with evidence-based practices and consolidate data, workflows and patient outcomes. •
Niccole Schmeer, RN, Emergency Department, St. Anthony Hospital (Lakewood, Colorado)
Niccole Schmeer epitomizes the kind of nurse you hope you encounter in the Emergency Department. She is smart, compassionate and genuine. When a patient came in extremely sick, Niccole immediately recognized he was very much in need of someone to be by his side in his last moments. The patient expressed that he did not want any
life-sustaining measures, and when he began to pass away, Niccole held his hand, told him she was not leaving his side and then sang to him. As he passed, he looked so peaceful. Niccole not only cared for him, but she brought humankindness to life as she was fully present and responsive to this patient as he left this world.
“From
the frontlines to behind the scenes, our nursing staff’s contributions have profoundly impacted lives. I am inspired by their ability to adapt, innovate and overcome obstacles while delivering high-quality care with compassion and empathy.”
—
Dr. Veronica Martin, DNP, RN, NEA-BC, Chief Nursing Officer
Noteworthy Numbers
27,088 Employees
8,548
Total Nursing Staff
6,998
Total Beds
168,970 Inpatient Admissions
2.4M Outpatient Admissions
Data effective for fiscal year 2024
Adaptation, innovation and compassionate care
The South Region is committed to a unified ministry by leveraging the ministry’s size and scale to benefit its communities. In addition to aligning the region in structure, it is aligning the collective wisdom and expertise in clinical excellence by sharing best practices across markets. It has implemented a Region Market Chief Nurse Council, Region Quality Council, Region Surgical Services Council, Region Nurse Residency Council and Region Women and Infants Council, and has connected peers across the region in its commitment to shared learning.
Virtually Integrated CareSM
Baylor St. Luke’s Medical Center and St. Joseph Regional Medical Center in Houston, Texas, implemented Virtually Integrated Care (VIC) and have a total of 231 beds across seven units between the two facilities. Counting the St. Joseph Hospital in Lexington, Kentucky, the region now has 284 live VIC beds to unburden bedside care teams with patient care needs.
The VIC team has helped these facilities realize a decrease in traveler cost, nursing turnover rate, length of stay, opportunity days and total cost as well as an increase in patient experience scores. They plan to continue to work on process improvement and development of workflows in the sustainment phase.
Nurse Residency Program
In FY24, the South Region team implemented CommonSpirit Health’s National Nurse Residency Program at 16 acute care facilities in four specialty areas: MedSurg, critical care, emergency care and surgical/perioperative care. A total of 361 new-to-service nurses have completed or are completing the residency program, and the team has a current retention rate of 90 percent. Once established, the residency program plans to recruit and train over 600 new graduate nurses annually. In addition, the South Region has contributed bestpractice processes and innovations. Subject matter experts are active in committees, content reviews and
Left to right: Connie Charles and Manuel Cordero touch base in the Cardiothoracic Vascular Unit at CHI St. Joseph Hospital (Lexington, Kentucky); Donna Kiaski receives a DAISY Lifetime Achievement Award.
curriculum builds. Resident nurses are excelling in service and being recognized locally for outstanding care, and the reviews and feedback from participants are overwhelmingly positive.
The South Region is extremely proud of the hospitals that have received accreditation from the American Nurses Credentialing Center’s Practice Transition Accreditation Program. Baylor St. Luke’s Medical Center’s Critical Care Fellowship Program received accreditation in 2024 along with St. Vincent Infirmary (Little Rock, Arkansas) and the Hot Springs Nurse Residency Program in Arkansas. These accreditations highlight the South Region’s continued commitment to nursing excellence. The Tennessee/ Georgia market’s Residency Program has been accredited since 2017 and its Fellowship Program since 2022. Baylor St. Luke’s Residency Program has been accredited since 2018 and its Fellowship Program since 2023. •
While it is easy to prioritize the wellbeing of patients, everyone must also remain vigilant in supporting the well-being of frontline caregivers. Just as nurses strive to provide the best possible care for patients, the leadership team is committed to prioritizing the physical, emotional and mental well-being of their teams — nourishing their minds, bodies and souls. As the team looks ahead to the future, it is dedicated to ensuring the resilience and well-being of its teams and committed to delivering humankindness at every touchpoint, for both patients and caregivers.
With more than 27 years of experience in health care, Donna’s background as a field flight medic and registered nurse enriches her ability to provide comprehensive care to her patients. She seamlessly integrates her vast medical knowledge with humility, always seeking input when faced with challenging cases and ensuring open communication with her colleagues. Her leadership shines both within the hospitalist group at Trinity Health System and within her local EMS community, where she is revered as a beloved friend and trusted leader. Donna’s ability to effortlessly navigate urgent situations, coupled with her calm demeanor and effective communication skills, makes her a cherished provider among her peers.
“Being
a nurse leader is more than a career; it’s a calling to lead with humility, listen with empathy and act with purpose. It’s about fostering collaboration, innovation and continuous learning, where everyone feels valued and supported.”
— Ron Yolo, DNP, MBA, MSN Chief Nursing Officer
Noteworthy Numbers
40,000 Employees
17,387
Total Nursing Staff
5,957
Total Beds
223,433 Inpatient Admissions
5.2M Outpatient Admissions
Data effective for fiscal year 2024
Over the past two years, Mercy Hospital of Folsom in the Sacramento Market has embarked on a journey toward creating an environment where patients feel respected, heard and safe. The newly formed Medical Acute nursing unit, previously the Overflow unit, embraced this new vision. Nursing leadership supported retraining staff on the nursing bundle, setting the foundation for intentional observations and coaching evidence-based practices. Nurse shift managers receive monthly patient experience training and complete an annual patient experience simulation lab.
While the hospital improved patient experience performance overall from the 22nd percentile in FY23 to the 52nd percentile in FY24, Medical Acute has shined even more brightly. The feedback from its patients placed the unit in the 82nd percentile for patient experience.
To recognize excellence in care, CommonSpirit Health’s Women and Infants Clinical Institute awards individual facilities and regions for their achievements in selected perinatal performance measures and designates facilities as Centers of Excellence (COE). These awards are given annually, and following the success of the inaugural 2022 COE Awards, all facilities participated in the 2023 COE application and award process.
The California Region had the highest number of facilities achieving performance goals, and 50 percent of the hospitals were awarded a COE designation. A special congratulations goes out to French Hospital Medical Center (San Luis Obispo) and Marian Regional Medical Center (Santa Maria) for receiving the Gold Award with seven of eight goals met.
To help reduce RN turnover by 20 percent or more by equipping new nurses as they transition into full-time practice, the California Region rolled out the National Nurse Residency Program at 10 hospitals. In FY24, they had trained 486 preceptors and had 289 nurse residents. The 12-month program aims to increase RN
Left to right: Dr. Anitra Williams presented with the key to Stockton for diversity in health care education; dozens of new grad nurses pose in front of St. Mary Medical Center (Long Beach), one of the very first hospitals to implement the successful National Nurse Residency Program.
satisfaction and can potentially save the health care system millions in retention and hiring costs.
St. John’s Regional Medical Center (Oxnard) and St. John’s Hospital Camarillo achieved the Pathway to Excellence designation by the American Nurses Credentialing Center, a global credential that highlights their commitment to creating a healthy work environment. Receiving the designation is considered a top honor, and only 200 hospitals across the country have achieved it. This accomplishment validates the professional satisfaction of nurses and identifies our hospitals as great places to work.
True humankindness is shown in the acts that go beyond patient care. At Mercy Medical Center Redding, one nursing team brought not only their medical expertise but also a special taste of paradise.
Earlier this year, a patient and his wife had planned a trip to Hawaii but ended up staying at the Mercy Medical Center Redding Oncology 1 South unit for care after the patient fell ill. While visiting with him and his family, the nurses learned about the couple’s desire to go to Hawaii.
Dr. Anitra Williams, Vice President and Chief Nursing Officer, St. Joseph’s Medical Center (Stockton) in the Central Valley Market, was awarded a key to the city during its 2024 State of the City. The event also recognized Dr. Williams alongside Julie Kay and Lisa Lucchesi of San Joaquin Delta College for their HOPE (Helping Our People Elevate) Program, which is designed to increase diversity among health care workers in the Central Valley and develop a registered nursing workforce that stays and works in San Joaquin County. The program has helped more than 100 students, and the fourth cohort graduated in May. •
Ashley Schaller, RN, and Anny Mondo, RN, formed a plan while Lisa Failor, Director of Medical Surgical Services, and Mike Johnson, MSN, jumped into action.
The nurses decorated the unit, wore leis and brought Dole Whips to bring a touch of Hawaii to the patient and his wife. This act of kindness lifted the spirits of the family during a challenging time. Thanks to all the nurses for their compassion and teamwork — you are true humankindness heroes!
CommonSpirit Health’s Business Lines are integral to driving excellence through specialized care, innovative practices and strategic leadership. By focusing on evidence-based practices and continuous professional development, the nursing teams ensure the highest standards of patient support and care.
CommonSpirit Senior Living and Transitional Care is a highly respected provider of care for aging adults and the vulnerable, with 12 locations across seven states. Its 1,675-member team is dedicated to fulfilling CommonSpirit Health’s mission, offering seniors a range of safe, convenient living options, including independent and assisted living, skilled nursing, rehabilitation and memory care.
Age-Friendly Health System Recognition
Over the past year, the team has achieved numerous milestones, most significantly seeking the Age-Friendly Health System recognition from the Institute for Healthcare Improvement. Several campuses have achieved a Level I recognition; five others are currently under review for the Level II Committed to Care Excellence recognition while two have earned Level II: The Gardens of St. Francis (Oregon, Ohio) and St. Leonard’s Skilled Nursing and Rehabilitation facility (Centerville, Ohio).
Appropriate Antipsychotic Medication Use Initiative
Senior Living and Transitional Care has designated champions throughout the campuses to decrease its overall antipsychotic medication use through accurate capture of those individuals currently receiving antipsychotic medications with the Minimum Data Set process. Additionally, an emphasis on
Noteworthy Numbers
1,675 Employees 289
Total Nursing Staff
2,060
Total Beds
2,060
Total Residents
1,427
Short-Term Rehab Residents
Data effective for fiscal year 2024.
Opposite, left to right: At The Commons of Providence (Sandusky, Ohio), Leah Jones, Molly Schoen, Saundra McGlothen, Katlyn Triggs and Angel Wadsworth celebrated Nurses Week; President and CEO Prentice O. Lipsey (fifth from right) regularly visits campuses to hear from staff.
staff education and training has been implemented to identify and address resident behaviors and implement non-pharmacological interventions to enhance the reduction of antipsychotic medications. This reduction fosters improvement in senior patients’ quality of life by reducing their risk of injury, harm and death.
CommonSpirit Senior Living and Transitional Care has embarked on a new initiative to impact quality scores for health inspections and Age-Friendly Care. Campus leaders are collaborating with senior leaders to perform survey readiness plans and mock surveys, standardizing their care processes for consistency with physicians via ongoing education and training. •
Cassandra Porter, LPN Senior Living, St. Clare Commons (Perrysburg, Ohio)
Cassandra consistently exudes humankindness in her interactions with residents and peers during her daily work. Recently, she managed a difficult admission with her coworker, taking steps to ensure that the resident and family’s needs were met.
The goal of AgeFriendly Care is to use best practices based on what uniquely matters to each senior, so every older adult receives customized, high-quality care, ensuring seniors are satisfied with the care they receive.”
— Dianne McFarland, RN, BSN, MBA, VP of Clinical Services
The family appreciated Cassandra and praised her dedication to their loved one. Her attention to detail enhances our delivery of Age-Friendly Care by facilitating better care based on residents’ feedback about what matters most to them while supporting their families and significant others.
Empowering communities with compassionate leadership
CommonSpirit Health at Home is a faith-based organization providing home health care through home care, hospice care, palliative care and home infusion services. It strives to give patients the best care and service. Its goal is to deliver exceptional care and health to patients and those around them by promoting and maintaining a healthy lifestyle in the comfort of their home.
The team embarked on a journey to live out its promise to bring humankindness to every patient encounter. It worked to accomplish this promise by making patient experience a primary focus this fiscal year. By implementing a
detailed strategic plan with the National Patient Experience team, it saw an increase in experience scores of 10 percent in Home Health and 13 percent in Hospice.
Kindness in Everyday Encounters
It is important for employees to feel and see how kindness can seep into everyday encounters in their personal and professional lives. To demonstrate this, the team has added monthly opportunities for frontline educators and managers to walk away with ideas and resources they can use to enhance relationships with their clinical team of caregivers. This collaborative approach has created a strong platform to stay connected and improve the patient experience through acts of humankindness.
I have seen the positive impact of humankindness. The healing power of humanity is an inspiring and humbling experience. I am proud to be part of an organization that is committed to making the world a better place.
— Charlotte Haisch, MBA, RN, VP Operations, West
Opposite Page: Sonya Valerio (Chester, Ohio) warmly welcomes patients using AIDET principles and conveys compassion during interactions with HELLO elements.
Noteworthy Numbers
3,346 Employees
1,227
Total Nursing Staff
67,376 Patient Encounters
Data effective for fiscal year 2024.
Health at Home uses data-driven technology and machine learning to accurately predict patient transitions, helping to provide better end-of-life care and share humankindness during this critical time. Their pilot sites are in the 87th percentile in the Hospice Visits in Last Days of Life quality measure compared to non-pilot locations in the 69th percentile. This technology has helped increase time spent in patients’ homes by 100 minutes in their last seven days of life. •
To achieve one unified ministry, the Health at Home team enhances care, develops technology use, strengthens resource stewardship and strives for excellence. It sprinkles humankindness in every connection. In meetings, team members share inspirational stories. Through huddles and messages, they lead by example. This goodwill and compassion is the foundation for a unified ministry.
April Schirmer, RN, Supervisor Home Health Aides Pathways Home Health and Hospice (Sunnyvale, California)
April Schirmer is like a ray of sunshine. Despite having a tremendous amount of work, she always makes everyone feel as if they are the only person who matters. She shares hugs in abundance with all who cross her path. She lifts people up, exemplifies exceptional humanity and kindness, and makes everyone around her feel at peace.
The vision of faith community nurse coordinators
Faith community nurses provide care in their communities, walking alongside those experiencing life and health challenges. The specific concerns addressed depend on the needs of the client — an individual, group or community — and reflect CommonSpirit Health’s system priorities to treat the whole person, manage chronic conditions and provide intentional care of the spirit.
During 2023, our faith community nurse partners documented 16,967 hours of service and more than 79,000 points of contact. CommonSpirit’s return on investment in Faith Community Nurse Ministries, including in-kind services and cost savings, totaled $1.1 million.
Healthy Heart Support
Virginia Mason Franciscan Health
Congregational Health Ministries (Federal Way, Washington) sponsored a blood pressure selfmonitoring program, helping people take their own blood pressure accurately and decreasing cases of uncontrolled blood pressure. Data showed an average decrease in systolic and diastolic blood pressure for participants in this 16-week program.
Supporting Holistic Needs
Penrose-St. Francis Health Services’ (Colorado Springs, Colorado) faith community nurses assess and support the holistic health needs of clients of two community organizations, connecting them with supportive resources. Their work helped Penrose-St. Francis receive a third Magnet designation from the American Nurses Credentialing Center.
Diabetes Screening
Nebraska’s Midwest Faith Community Health Network raised awareness of the importance of diabetes screenings. Congregations within the network delivered education to 1,000+ adults and screened 650; almost half were at increased risk and referred to health care providers. •
Our faith community nurse coordinators are creative leaders who provide tremendous care of mind, body and spirit. Just imagine what we could do if we expanded to all of our communities.”
— Lois Lane, VP, Mission Integration, Emerging Markets and Community Health
Noteworthy Numbers
Employees
Nursing Volunteer Staff
Data effective for fiscal year 2024.
Top to bottom: Blood pressure improvements thanks to the Healthy Heart Program of Virginia Mason Franciscan Health Congregational Health Ministries; and value of client assistance provided by Penrose-St. Francis Health Services’ faith community nurses.
Penrose-St. Francis Faith Community Nursing
Client Assistance and Cost Savings
Healthy Heart Blood Pressure Program Professional
ED/Hospital Admit and Readmit Avoidance
Rehab/Transitional Care
Dental/Hearing/Vision Care
$20,125.00
$15,800.00
Humankindness Hero
Cindy Stickel, RN, Penrose-St. Francis Health Services
Cindy Stickel assesses the physical, emotional and spiritual health needs of clients of a community organization that supports underserved populations. Her work often addresses their underlying social needs; for example, a mentally fragile client’s misunderstanding of the out-of-pocket costs of necessary dental
treatment intensified her emotional, social and financial needs.
Cindy secured funding to complete the dental treatment, improving the client’s overall health and well-being. “The next time I saw the client, she gave me a big hug and a smile,” says Cindy. “One of our greatest rewards is to see clients heal from the inside out.”
CommonSpirit Health’s National Nursing Teams play a pivotal role in maintaining and elevating the highest standards across the organization. These teams are the backbone of patient care, providing critical support, clinical expertise and compassionate service at every touchpoint.
Advanced Practice Providers the national team partnered with region and market leaders to champion CommonSpirit APP Week to celebrate APPs who provide humankindness at every touch point.
The National Office of Advanced Practice Providers offers strategic guidance and operational support, ensuring advanced practice providers (APPs) are engaged in roles that best serve communities and patients.
In FY24, our office launched the Specialty Care Optimization initiative to ensure CommonSpirit Health’s APPs are performing at the full extent of their license, education and experience. This supports unified operations and increased patient access, which are both 5 for ’25 focus areas that support the CommonSpirit 2026 strategic roadmap. In support of clinical and operational excellence, we also launched the Advanced Practice Clinic Orientation program to prepare new APPs to excel in their role. Additionally,
Ambulatory Care Nursing
Across CommonSpirit Health, ambulatory care nurses practice in various settings, from clinics and urgent care centers to freestanding emergency departments, ambulatory surgical centers and more. Ambulatory care nurses also fill a variety of important roles that focus on the individual and the population through preventive care, primary care and specialty services.
“I am in awe of the creative and innovative ways our ambulatory care nurses deploy to make our patients and communities healthier.”
— Shawna Sharp, RN, System Director, Clinical Transformation, Physician Enterprise
The team is also conducting a “What’s Behind a Name” campaign to educate care team members, patients and consumers on the role of APPs on our care teams.
“The passion, dedication and excellence of our APPs shine through with every human touch. As one APP said recently, ‘It is simple. I am here to serve our patients.’ ”
— Barbara
Martin, PhD, ACNP-BC, MPH, System SVP, Advanced Practice
In the California Region, a multidisciplinary group of registered nurses, clinicians and support staff is improving the lives of those living with hypertension. Implementing a standardized nursing procedure that allows RNs to practice at the top of their license and better manage these patients has resulted in a three to four percent increase in patients whose hypertension is now under control.
Franciscan Medical Group RNs (Washington) received a Project Firstline grant and used the funds to host community events to provide education and resources to more than 1,000 members of vulnerable populations. They also partnered with the marketing and communications team to launch an online campaign to promote postpandemic infection prevention and awareness.
The Behavioral Health Clinical Council’s efforts are instrumental in CommonSpirit Health’s overall behavioral health strategy. The Behavioral Health Core leadership team is developing implementation strategies for the Zero Suicide initiative as well as stigma reduction and care coordination for people with serious mental illness.
In the California Region, the team is leading the charge on collecting data for an updated gap analysis, potential cost reductions and revenue capture opportunities. The Central Region team is developing and strengthening programs and services as well as demonstrating a proof of concept for the call center model.
Clinical Informatics
CommonSpirit Health’s Clinical Informatics team optimizes patient outcomes through technology, addressing social determinants of health and promoting humankindness.
In FY24, it implemented specimen collection technology for patient identification, enhancing safety and lab turnaround times. It introduced an electronic Early Warning Score with the Nursing Professional Practice Council for early detection of patient deterioration and established a central monitoring center for electronic health record (EHR) and biomedical device safety. Project Simplify, a collaboration between informatics and nursing in the Mountain Region, reduced documentation time by 76 minutes per shift, allowing nurses to
“Thanks to Kathy Sanford for supporting our work to elevate behavioral health as a priority for CommonSpirit Health.”
— Paul Rains, RN, MSN, System SVP of Behavioral Health and President of St. Joseph’s Behavioral Health Center
The Northwest Region is leading work in the collaborative care space and for the peer ambassador program. And in the Mountain Region, the team is sharing leading practices for Zero Suicide and developing a dashboard for behavioral health key performance indicators. Lastly, in the South Region, the team is pursuing a grant to provide better access to the ambulatory care space.
focus more on patient care. This initiative improved efficiency and job satisfaction, positioning the Mountain Region among the top 25% of Epic users. These principles will be scaled across CommonSpirit with a unified EHR platform.
“We are steadfast in our commitment to serving our ministry and deeply grateful for the unwavering commitment and dedication exhibited by our team. Together, we will continue to advance health care excellence and uphold our shared values.”
— Linda Goodwin, MSN, MBA, FACHE, System SVP, Nursing Transformation, CNIO, Virtual Care Innovation
Care Base
The Care Base team enhances care across CommonSpirit Health by unburdening nurses and increasing patient capacity while reducing readmissions, falls and contract labor. It supports and provides services for virtual specialty consults, virtual care continuum RNs, virtual continuous observation for patient safety, discharge, transitions of care and patient logistics.
In FY24, Care Base expanded its National Internal Travel Program to 138 travelers across four states and developed a system contingency staffing optimization plan. Advanced Care to Home services were scaled and now serve four states, decreasing length of stay through in-home monitoring for heart failure and high-risk obstetric patients. The team also provides
telehealth nursing care for Health at Home patients across CommonSpirit. Care Base expanded its single platform to 62 hospitals, standardizing workflows and metrics to improve patient flow and access. Care Base’s centralized hospital operator functions in three states, handling over one million calls annually while deploying 60 emergency code teams daily. The services also include centralized cardiac patient monitoring for Texas, California and Kentucky hospitals.
“We are true pioneers for changing health care and how it is delivered by overcoming barriers and persevering unafraid every day to achieve the best outcomes for our patients.”
— Gail Daly, SVP Clinical Operations, Optimization and Integration
Care Coordination regions, focusing on utilization review, authorizations and concurrent denials. It also introduced robust daily reports to address aging accounts, ensuring proper reimbursement for care.
Care Coordination ensures patients receive optimal care. At every touchpoint, this dedicated team embodies the spirit of humankindness, advocating for patients and guiding them through their health care journey with empathy and excellence. In FY24, the team implemented Utilization Management Hubs in four out of five
“Your unwavering dedication and compassionate care are the heartbeats that keep our patients’ journeys smooth and hopeful — thank you for all you do!”
— Gail Moxley, MBA, System VP Operations, Care Coordination
All region, market and facility Care Coordination leaders employed for more than two years are now certified in case management to enhance their skills and knowledge of regulations and standards, empowering them to improve patient outcomes.
The Care Coordination Cross Continuum Committee works with departments across 14 markets to develop innovative strategies to transition patients back to the community by decreasing the length of stay, eliminating obstacles, preventing readmissions and ensuring comprehensive care.
The Nurse Triage Department handles calls from patients who are experiencing both acute and chronic symptoms or who need medical advice and home support. The nurses use their skills to virtually assess patients, triage symptoms and advise on the safest course of action.
The RNs have obtained licenses in multiple states to allow for seamless cross-coverage, and 80% of our triage nurses have obtained certification as virtual triage RNs. FY24 was a period of great growth with the merger of the Nebraska Connection Center and the Physician Enterprise (PE) Connection Center, adding support for three additional states. The team now supports more than 900 providers
Nursing Innovation and Care Transformation, VIC
The Virtually Integrated CareSM (VIC) team transforms patient care through technology and innovation, creating new care models. Nurses provide individualized care and intentional patient rounding via a virtual platform, ensuring uninterrupted connections with patients and families. In FY24, the VIC team reduced bedside nursing turnover, decreasing the need for travelers and turnover costs. By retaining more staff, the team improved morale, care quality and patient experience.
Virtual nursing remote work allows nurses to practice to the full extent of their education, sharing knowledge with novice nurses and retaining
“I appreciate your consistent display of teamwork and the many ways you support each other both professionally and personally. I cannot say thank you enough for everything you do to provide outstanding care.”
— Shawna Sharp, RN, System Director, Clinical Transformation, Physician Enterprise
in 372 clinic locations across eight states, assisting more patients than ever before.
In 2024, the team was honored with the PE Vision Award for Inspiration, and Sharon Modyman, RN, Nurse Manager, won the PE Inspiration Award.
seasoned nurses in the workforce. This clinical support setting enables uninterrupted, patient-focused care.
“Our nurses are revolutionizing care through seamless collaboration by streamlining workflows and expediting patient flow. By freeing bedside nurses from administrative tasks, we are fostering a compassionate environment where patients receive the personalized attention they deserve.”
— Linda Goodwin, MSN, MBA, FACHE, System SVP, Nursing Transformation, CNIO, Virtual Care Innovation
Patient Care Services supports and facilitates an interdisciplinary and multi-professional approach to the overall care delivery to patients, families and communities, with a focus on quality, safety, innovation and alignment with professional standards and evidence-based practices. The team delivers humankindness at every touchpoint through its Language Access Program, ensuring all patients receive exceptional care at all locations, regardless of language barriers.
In FY24, Patient Care Services worked with CommonSpirit Health’s Human Trafficking Response Program to equip nurses and clinicians with the knowledge to identify and assist patients experiencing abuse, neglect or violence, including human trafficking.
The National Patient Experience team leads the strategy, goal identification, analytic capability and improvement efforts across the ministry. Grounded in humankindness, nursing teams across CommonSpirit Health have a significant impact on patient experiences in all care settings.
“Thank you to all of the CommonSpirit Health nursing teams who demonstrate humankindness and provide an exemplary care experience for our patients.”
—
Camille Haycock, SVP, Patient Experience
Patient Care Services prioritized employee well-being through a comprehensive framework addressing internal and external factors contributing to burnout. This framework includes self-care resources, resilience-building programs and organizational initiatives to mitigate stress and improve the overall well-being of all employees.
“We care for others with purpose, kindness and compassion. I am grateful for those who make God’s healing presence known. Our work matters because of you.”
—
Connie Clemmons-Brown, DNP, MBA, RN, CENP, System SVP, Patient Care Services
In FY24, its multidisciplinary, patientstaffed Experience Council continued to inform experience priorities and contribute to journey mapping in multiple care settings. Friction points were identified and action plans were deployed based on the patient’s point of view.
Throughout FY24, all surveyed care settings achieved positive improvements. Teams across the ministry met caresetting goals, and patients have had better experiences.
The team’s overall Net Promoter Score (NPS) has also improved, which represents how likely patients will recommend services. More than 75 percent are providing top scores in the “Likelihood to Recommend” measure. The result? An NPS improvement of six points from the baseline. •
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Our highly skilled nurses personify what CommonSpirit Health is all about: excellence, professionalism, integrity, service and compassion. These things, combined with our innate focus on humankindness, are what make our care unique and personal.
— Wright Lassiter III CEO, CommonSpirit Health