Courtney Prewitt, MBA, BSN, RN

Systemwide Quality Improvement & Patient Safety Initiatives:

• Root Cause Analysis: Anaphylaxis Workteam

-Allergy Identification Process: Led a multi-disciplinary team in making recommendations to address allergy alerts in the EPIC electronic medical record.

• Central Line-Associated Bloodstream Infection (CLABSI) Subteam: Hand Hygiene

-Co-led a systemwide workteam to streamline hand hygiene observation methods, education, and maintain ≥ 90% compliance.

-Led and successfully presented a proposal to maintain family led hand hygiene observations in the pediatric and women's Ambulatory settings across the system.

• Employee Staff Safety

-Led a 20% reduction in staff days away, restriction, and transfers (DARTs) through monthly analysis, recommendations, and displaying of data through visualizations to the systemwide PBE HAC Committee and Behavioral Health Operations Committee.

• Patient Safety Specialist & Quality Specialist Partnership:

-Partners with Patient Safety Specialist to round with frontline staff in the NICU, Milk Bank and Acute Care floors.

-Milk Bank Expressed Breast Milk (EBM) Error: Sustained an error rate of 0 for ≥ 6 months post interventions.

• Solutions for Patient Safety (SPS) Collaborative Participation:

-Currently serves as the SPS Project Manager for the organization. Created a monthly TCH SPS Newsletter pilot to address team concerns of information sharing and learning opportunities.

-Submitted and analyzed CLABSI and Unplanned Extubation rates with a health equity lens for race, ethnicity, and language.

Project Management:

• Organ and Tissue Donation: Procurement Process

-Partnered with the Director of Nursing, Medical Director of Organ and Tissue Donation, and the procurement liaison to ensure accurate reporting to the Donor Council.

• CLABSI Subteam: Central Line Labeling in EMR

-Provided project management support in obtaining background information, baseline data, and meeting structure to address central line labeling inconsistencies within the EMR.

Workplace Violence Committee:

• Provided data and recommendations for the Workplace Violence Dashboard.
• Provided recommendations to successfully implement employee assistance support post crisis in partnership with the Employee Assistance Program.
• Partnered with Information Services to create the Patient Behavioral Events component of the Workplace Violence Dashboard.

• Professional Practice Evaluation (PPE) (Provider Peer Review):

-Triaged one hundred cases/month for PPE Review, facilitated six monthly PPE Committee Meetings, and provided follow-up educational/disciplinary letters to providers per committees' recommendations.

-Routine process mapping and gap identification to evaluate the PPE process.

-Collaborated with the Co-Chair of the Medicine Clinical Specialty Committee (Dept. of Medicine Peer Review) to create a process that improved family satisfaction with provider notification in the acute care setting.

• Regulatory:

-Participation in Joint Commission, CMS, Organ Donation, and Health Department surveys.

-Systemwide data collection and analysis of Surgical Safety Checklist compliance with leadership follow-up.

• Agency for Healthcare Research and Quality:

-Co-created the Just Culture & Balanced Accountability content and education module for leaders.

Assistant Clinical Director Transitional Intensive Care Unit (TICU): 01/2016 – 1/2020

Neonatal Intensive Care Unit (NICU) Level IV: 05/2014 - 01/2016

• Expansions:

-Co-led a critical care workflow team to successfully open and transition to a newly built critical care tower.

-Co-led a multi-disciplinary team in the move from a 60-bed intensive care unit to an 84-bed critical care stack with primary leadership for 36 beds.

-Successfully completed a redesign of a 76 bed NICU 4 through strategic planning in patient flow, clinical needs, and staff safety.

• Clinical Operations:

-Led NICU and TICU teams to successful Joint Commission and CME Surveys.

-Improved satisfaction and patient safety by co-leading a NICU to TICU Transition Program to safely transition critically ill neonates to the Transitional ICU at 6 months of age.

-Reduced Safe Staffing Surveys in the TICU by creating a Staff Operations Unit Council comprised of Staff RNs, unit clerks, and Patient Care Assistants to implement creative staffing solutions.

-Leadership & coaching for success to operational and clinical leadership teams who were responsible for >100 direct reports.

-Provided on call operational and clinical coverage for a PICU stack (84 beds) with direct 24-hour responsibility for a 27 bed Transitional ICU (technology dependent patients).

-Provided on call operational and clinical coverage for the Newborn Center (176 beds) with direct 24-hour responsibility for a Level IV NICU (76 beds).

• Improved critical glucose documentation compliance by 40% in the NICU III using Lean Six Sigma principles.
• Demonstrated strong leadership skills in overseeing day-to-day operations of patient care services initially in a 55-bed NICU II followed by a 76-bed NICU III.
• Conducted regular performance evaluations and provided ongoing training and support to staff.
• Effectively managed a team of healthcare professionals to ensure quality patient care and satisfaction.

• Provided skilled nursing care to critically ill infants in the Level III NICU, including assessment, monitoring, medication administration, and implementing physician orders.
• Collaborated with a multidisciplinary team to develop and implement individualized care plans for neonates, ensuring their safety and well-being.
• Educated families on newborn care, feeding techniques, and safe discharge planning to support positive outcomes for infants and their caregivers.
• Staff Operations Shared Governance Council Representative Unit Schedule Committee Member