Nurses seeking to work at the leading edge of cardiac care have to look no further than Long Island.

With two outstanding hospitals – Southside Hospital and Peconic Bay Medical Center, Northwell Health is bringing the best cardiac care – and cardiac nursing careers – right to the communities of eastern Long Island.

The Northwell Difference: Southside Hospital

Looking for award winning, record setting achievements to match your own career aspirations?

• Southside Hospital currently handles approximately 500 open heart cases per year
• 45 Minute door-to-balloon time
• American Heart Association Silver Quality Achievement Award
• Aggressively pursuing Magnet® recognition

Southside Hospital is currently expanding cardiac capabilities with additional cath labs, EP labs, 24/7 cardiac care and testing. We’re looking for top nurses that will fill a variety of cardiac positions – from surgery to recovery to cath lab to cardiac rehab and more. Whatever the role, nurses enjoy a family-like working environment with management that is strong, supportive, transformational, and hands-on. Southside Hospital offers ongoing continuing education, Master’s programs, certification support and a high level of career mobility.

Making the Industry Change with Innovation: Peconic Bay Medical Center

Peconic Bay Medical Center, a proud member of Northwell Health, offers nurses ground-floor opportunities to contribute to an exciting transformational culture. This location is opening a state-of-the-art cardiac center that includes cath lab, electrophysiology and advanced cardiac care.

To realize this bold vision, the hospital needs high potential achievers with the skills and determination to take cardiac care to new heights. It’s part of our culture to offer training and learning resources unlike anywhere else, from our simulation center to the opportunity to train at world-class facilities to an award-winning corporate university and the Hofstra Northwell School of Medicine.

Regardless of which hospital, the future is the same. Northwell Health cardiac nurses get the opportunity to transform the future of cardiac care in an exceptional location. The area offers close proximity to all of the excitement and activities of New York City, yet with a style all its own that makes it seem a world away. There are inviting vineyards and wineries, unique boutiques and shops, wonderful bistros and restaurants, peaceful and nostalgic farms and much more. In less than an hour, you can find yourself at the beach, the Hamptons, Fire Island or any number of other great destinations. On top of all that, it’s just a short trip to the endless activities and excitement of Manhattan.

If you’re looking for a great cardiac nursing career, now’s the time to get started. Join one of our upcoming hiring events:

• March 23^rd, 2017
  • Location: Islip, NY, Café Europa: http://www.cafeeuropa.org/food_menu
  • Time: 11:30am-3pm
• March 29^th, 2017
  • Location: Roslyn, NY, Delicacies Gourmet
  • Time: 3pm-7pm
• April 4^th, 2017
  • Location: Rockville Center, NY: http://www.egpoceanside.com/
  • Time: 11:30am-3pm
• April 28^th, 2017
  • Location: Hyatt Regency Long Island
  • Time: 10am – 12pm

Register to attend our events today. 

The place to go to accomplish your goals

In 2016 Laura Iacono, the Neurosurgical Intensive Care Unit (NSCU) Nurse Manager at North Shore University Hospital, helped the hospital obtain the prestigious Silver Beacon Award. Her passion for staff development, professionalism and empowerment has resulted in the NSCU’s achievement of 60% advanced certification by bedside nurses and 70% Clinical Ladder Nurses. The NSCU is a leader in quality metrics, with a 66% reduction in CAUTI, 100% reduction in CLABSI, 75% reduction in pressure ulcers and a 25% reduction in falls in 2015. Iacono was also the recipient of the Nurse Leader Excellence Award at North Shore University Hospital and the Nurse.com GEM Northeast Reginal Winner for Nursing Leadership.

“This is not an award for my accomplishments, but an award that tells the story of a team committed to excellence every day with every patient,” said Iacono when she received the GEM award. She pointed to North Shore University Hospital’s neurosurgical ICU unit winning the AACN Silver Beacon Award for Excellence and the process she and fellow nurses pursued as her proudest moments.

“Now they [the nurses] know the strength of the team is so much stronger than the individual,” Iacono said.  She said the Beacon award confirmed her ability to encourage and empower her staff – and the staff in turn showed a positive attitude on the unit, even under difficult circumstances.

The decision to stick with what she knew best and what she enjoyed most—neuroscience nursing—has been instrumental in her practice. “It excites me, it drives me and inspires me every day,” she said.

Iacono offered some words of wisdom to new nurses: “Always ask questions of senior nurses, nurse leaders, physicians and NPs. You will not learn everything if you only rely on your bedside care to gain knowledge.”

With 30 years of neuroscience nursing behind her, Iacono recalled how strongly she felt about the specialty when she began her first position on a neuroscience unit, “I felt I was the luckiest nurse in the hospital.”

An early mentor, Beth Honan, was the educator who passed on to Iacono a depth of knowledge and later met with her and other nurses weekly in preparation for the neuroscience certification exam. “I would watch her talk to physicians about patients and see how the physicians respected her knowledge and judgment, and I knew I wanted to be just like her,” Iacono said of Honan.

Iacono offered some more practical advice: “If a manager, leader or mentor asks you to do something beyond your comfort zone or even outside of your area of interest, say ‘Thank you for the opportunity,’ then take that opportunity and work with it to the end. They may see something in you that you do not see in yourself. You will be surprised at what you can do.”

Written by: Sherley John

I knew I wanted to join Northwell Health because the entire system strives to improve our communities through education, conduction of research and providing quality healthcare. I chose North Shore University Hospital primarily because it is a teaching hospital and offered the William Randolph Hearst Critical Care Fellowship. I already knew I wanted to be a critical care nurse when I graduated and this unique fellowship that was offered was just the beginning of my journey. When I began my fellowship 10 years ago, it was broken down into three phases which included patient simulation experiences, didactic learning sessions and direct patient care assignments. The various phases provided the required tools and prepared me to be an effective Neurosurgical ICU nurse. Now, I  have the privilege of being a preceptor for the new fellows and thoroughly enjoy the experience.

After my fellowship ended, I received an RN position within the same department, Nerosurgical ICU (NSCU), and each day brings a new experience. Being at the bedside and advocating for my patients at a crucial time during their recovery is what drives me. The NSCU team is exceptional and I consider them my family. Over the years I have served in various capacities such as the co-chair for the Collaborative Care Council, Beacon committee member, peer interview panel member, and participate in various performance improvement projects such as Quiet time and serve as the CAUTI champion.  I am currently enrolled in the first Manhasset cohort for a Masters in Leadership program, which is a great opportunity provided by the health system.

I knew I wanted to continue to do great things for this health system and when a Catheter Associated Urinary Tract Infection (CAUTI) problem arose in 2011 I was able to make a real difference in decreasing the percentage of patients that acquired an infection. The team that I was on developed an evidence-based CAUTI bundle that consisted of insertion and maintenance of indwelling urinary catheters (IUC), early catheter removal with development of a straight catheterization protocol and focused collaboration between nurses and physicians to review catheter necessity during patient rounds. Initially focus was on urine backflow prevention, creating criteria for when to obtain urine cultures and developing a protocol for straight catheterization based on bladder ultrasound results. Once we had our goals and a plan in place we began implementation from the years 2012 to 2014. In 2012 a 19% reduction in CAUTI was achieved. In September 2013, four NSCU nurses including myself were accepted into the AACN CSI Academy with CAUTI reduction as our leadership project and in 2014, the four CAUTI Champions hosted a week of CAUTI prevention. We created and distributed unit based t-shirts with the acronym NSCU (Nurses Stopping Catheter Usage), performed peer skills validation on perineal and IUC care and further revised the protocols for straight catheterization and bladder scanning. In 2014, CAUTIs were reduced by 24%, the number of device days were reduced by 31% and this outcome resulted in a, $112.000 saving. Various practices initiated on our unit were then presented at the hospital wide CAUTI carnival. This brought about a change in the culture of our unit and we have presented the results at various hospital sessions and conferences nationwide.  We continue to focus on sustainability and have noticed a significant decrease in all other Hospital Acquired Infections (HAI).

Working for this health system has provided me with all of the opportunities I could hope for in a nursing career – from fellowship training to becoming a mentor, complex cases, educational aid, and leadership opportunities – I wouldn’t want to have established my career anywhere else. All this was possible because of the commitment and dedication of the NSCU team. I would like to thank my manger, Laura Iacono, for her encouragement and guidance as well as, Tara Laumenede, our director. My gratitude to my AACN CSI mentors Marian Altman and Debbie Brinker who provided the necessary tools for the success of our project. A special thank you to my coach, Launette Woolforde, who was instrumental in the success of the CAUTI initiative and our CNO, Kerri Scanlon, who is an inspiration.

Picture: From left to right, Sherley is the second women on the left. 

Written by: Iris Berman

From the time I was a little girl I knew I wanted to be a nurse. I can remember even as a 6 year old bringing my friends in to our home to tend to their battle wounds from climbing trees, falling off bicycles or roller-skates and the like. My mother kept a constant supply of antiseptic cream and brightly colored Band-Aids for my use. That was the beginning. At nine years old my father had suffered a heart attack. I had learned some basic first aid in the girl scout troop and recognized his symptoms . I’d visit him (children weren’t allowed in the Coronary care unit in those days) and observe through glass partitions all that the nurses were doing.  I was sure then, that was what I wanted to do.

My very first job that would open the gate to involvement in the now Northwell Health system began over 30 years ago in Glen Cove Hospital even before it was ever part of the health system.  Starting as a per diem nurse gave me the opportunity to work in a variety of environments, but it was Critical Care that called to me, and it has served me well.

I had already moved into a position in the coronary care unit when Glen Cove became one of the first acquisitions to (at that time) NSUH. Maybe it was my family history, but I became very interested in at risk populations and volunteered to work on joint programs with the hospital and the American Heart Association.  The health system supported my interest and the program continued to grow. We began to develop a support program for patients with a variety of cardiac diseases. – all the while I continued to explore other options in my employment moving to the broader field of critical care.  I knew I wanted to go back to school (I already had my BSN). Because of the great tuition reimbursement program, I was able to return to school to obtain my MSN in Nursing Administration. Opportunity knocks in our health system; you just have to answer the door!

While attending school I became the critical care educator for Glen Cove.  The wonderful thing is that  while hired for a specific site, this roll enabled me to work not only on site but to collaborate on system wide task forces for things like stroke, CV disease and  other best practice programs. There were always opportunities to grow, and the leadership teams greatly encouraged, welcomed, and supported me.  I wrote and successfully was awarded a grant to expand stroke education. Being an educator allowed me to use my years of nursing knowledge to help others both on the patient front and in nursing and beyond.

A few years after becoming an educator an opportunity for a management position became available and again I received the full support from the leadership team.  I never would have imagined, even then, that I’d be where I am today. Because I have always been active in my professional organization of AACN (American Association of Critical Care Nurses) I had been increasingly aware of something called tele-ICUs (eICU®), part of an emerging field called telemedicine . When I saw that there was a director’s position for this program in our own health system, I jumped at the opportunity to apply. Low and behold I got the job. It seems that although I was based in a community hospital the work I had done over the years was recognized.   I can’t think of many other organizations as large as ours, where there is such accessibility and visibility to senior leadership.

I could go on but suffice to say that I have moved from Director of the eICU program to AVP for Telehealth and now VP for Telehealth services.   This highlights the opportunities and ability of our health system to be progressive, agile, and welcoming all at once.  I am one of the fortunate who truly loves going to work every day.  I am so proud to be part of this wonderful organization now known as Northwell. John Quincy Adams once said: “If your actions inspire others to dream more, earn more, do more and become more, you are a leader”. Because our Northwell Leaders are visionaries I have been allowed to dream, be and do more!

 Explore our teleheath career opportunities.

Picture: Iris (First woman on the left) with employees on her eICU team. 

I had the privilege of taking a tour of the new Bohlsen Family Emergency Department at Southside Hospital. Once I walked through the sliding doors only one word came to my mind: WOW. This newly renovated facility had light colored walls, a beautiful structure, an open atmosphere and a  welcoming feeling to it. I was greeted by Jim Wescott, ED Nurse Manager, and Harold Fischer, ED Director of Patient Care Services, who began to explain this beautifully built facility. The new building is three times larger than the old ED, and is able to treat 70,000 patients a year because of the new set-up, process improvements, and the amount of staff they have working at any given time. Looking around the new 30,000 square foot facility I began to ask a million questions – what were the new rooms I was looking at? What did the lighting system above each door mean? Why was the department built this way? The list went on, and on.

Jim and Harold began the tour with a look at the new private patient rooms and began to answer my questions about the lighting notification system that each room had.  They showed me the chart inside each room that showed a color coded system which helps streamline the patient examination process and experience, and the 4 lights above each door change with the patient and room needs. The red light means that there is a patient in the room and needs vital signs taken. The yellow light means that there is a provider in the room, the green light means the room needs cleaning, and the blue light means that the patient needs care. The lights also flash to indicate that the patient needs care, the patient is ready to move, or the room is empty.” 

They then went into the building design and how it was created with two major factors in mind, the  patient experience and employee needs. Designed for efficiency, the re-construction of the ED absorbs excess noise so it creates a calming atmosphere, even when it’s at full capacity. You can actually hear a pin drop! There are two central nursing stations so it gives nurses and doctors the extra room they need and creates a better working environment. With 16 private rooms and a 5 bed isolation unit, the nurses are constantly moving between patients, and after talking to a few it was clear that they appreciate having two stations to choose from. 

“I love the new ED – it’s great to have 2 nurses’ stations because you always have access to what you need when you need it. When you have 2 stations, you are constantly in contact with everyone and you are always walking past your patients, which makes you check on them more. This also increases communication between nurses and doctors with their patients which allows us to provide them with the best care possible.” said Jeanette Pisano, Emergency RN.

Jim continued to say, “With the new process improvements and design we have been able to set a new standard of Emergency  care for our patients” Since the opening they have been able to increase their PresGaney scores from the 10th percentile to the 75th  Dr. Gregory Garra, one of the Emergency Department doctors said,

“The new ED gives us the capability to take medicine and turn it upside down. It takes a little bit to get used to, but once you understand the process it’s a breath of fresh air. The learning curve took less than a week, and it helps everyone – from the patients, to the nurses to the doctors. From a clinical perspective the new department and lighting system allows you to receive support right from the gecko because of all the communication. As a doctor I am able to see the patients right away – they send them in and I see them. The support is far better than the traditional support found in other hospitals.”

From there we headed towards the new Behavioral Health Department which was designed for the safety of the patients, as well as the staff. The unit consists of 6 private rooms with a secure interview room when they first check in. I was able to chat with the staff working there which consisted of security guards, social workers, registered nurses, environmental services workers, and a psychiatrist. The great part about the layout of the department was that the workers always have views of all of the rooms so they could keep watch of their patients while talking to me. The unique part about the new Behavioral Health department was that they had their own ambulance entrance for patients to come through. This was something that the nurses really loved, because the team can immediately start assessing patients and give them the care they needed without having to go through the ED.

The rest of the trip consisted of viewing the helipad for our SkyHealth helicopter program, touring the old Emergency Department, and talking about the next steps to come – which includes a Pediatric ED, infectious disease unit and a new unit for patients who need to have a longer stay. With 60 treatment spaces, radiology suites, a rapid access area, a new layout, and process improvements, it seems as if this new Emergency Department has it all – for the patients, and for the employees.

Experience the new Emergency Department for yourself – explore our current openings at Southside Hospital.

Q: How long have you worked for Northwell Health?

A: I  have been with Northwell Health via Huntington Hospital since 1981 (35 years), in a variety of capacities, beginning as a Registered Nurse, then working my way up to a Clinical Nurse Specialist in Critical Care, Critical Care Director, Electrophysiology Acute Care Nurse Practitioner. Three years ago, I became the Corporate Director for Advanced Practice Nurses at Northwell Health, and since have been balancing that role as well as allocating a portion of my time as an Electrophysiology Nurse Practitioner.

Q: What does the Nurse Practitioners Council do for our NP’s within the system? 

A: Our System NP Director’s Council meets monthly for 2 hours, provides an avenue for advocacy and communication from all of the systems Nurse Practitioners to our leadership. Maximizing the ability of the NP’s to practice to the top of their licensure is the vision and goal of our leaders. The Mission of the System NP Director’s Council is to be the voice of the advanced practice professional, while promoting the highest standards of evidence based, patient centered, quality care. Supporting and promoting excellence in leadership and professional growth within the advanced practice profession is also one of our main priorities.

Q: Can you talk about the opportunities for NP’s throughout our health system?

A: There are multiple opportunities in innovative work environments for the Advanced Practice Nurses at Northwell Health in both the inpatient and outpatient settings – ranging from e-ICU, telestroke, telepsychiatry, to robotic surgery and our newly growing LVAD impantation HF program, liver transplant program, the outpatient Housecalls and Care Solutions team. The opportunities for advanced practice Nurses here are endless – one can create their own vision, construct a viable business plan and strategy, and their dream can come true. Innovative care models are popping up everywhere – advanced illness programs, palliative/ hospice care, acute stepdown units, outpatient clinics/ programs, perioperative NP oversight, which are all NP managed and run. Assessing metrics such as length of stay, infection rates, skin ulcers, CAUTI, VTE occurrences, patient/ family satisfaction, and team communication are amongst the measurements where we shine.

Q: What role do NP’s play here at our hospitals and facilities?

A: The role of NP’s here is directed North – leading the way in independent and innovative practice and patient centered care. Our NP’s serve as advocates for our patients and families, conduits for change and strong collaboration and communication amongst physicians and other health care providers, engaging referrals whenever needed to optimize patient outcomes, and safe efficient transitions throughout the health care continuum.

Q: Why is Northwell special? 

A: Our Nurse Practitioner’s are the voice of the patient and families – listening, assessing, prescribing, referring, optimizing, performing, and embracing technological advances in care for the prime focus of utilizing time management and efficiency for what matters most, the patient! Northwell is special because our leadership and supportive administration enables EVERY advanced practice nurse to have a voice. They listen to the staff, and have teams of individuals who evaluate Employee Engagement results, working on plans for success and targeting those areas of deficiencies to improve both employee and patient satisfaction. The wealth of educational and participative opportunities abounds – all one needs to do is have an idea and implement it. We at Northwell provide every advanced practitioner with a professional identity and ongoing professional development that makes us the employer of choice.  Interprofessional quality, safety, and the optimal patient experience is a core tenant for our staff to achieve.  Our goal is to foster a singular vision for the health system with the ultimate goal of creating a pathway for every Advanced Clinical Provider to work to the top of their license, and have a voice!</

Q: What would you like to say to our NP employees during recognition week?

A: I would like to say THANK YOU for your engagement, enthusiasm, support, and true commitment to high quality, safe, patient centered care. Our time in advanced practice is now – we need to create our destiny in impacting health care, or someone else will do it for us. Get involved with your professional associations, legislative updates, and have a voice in effecting positive change for our providers and patients. The future holds promise and ongoing growth for our significant role in advancing advanced practice nursing. As we celebrate National Nurse Practitioner Week, look at how far we have come, but most importantly – look North – to where we are leading the way in health care transformation.

Written by: Launette Woolforde, Vice President for Nursing Education and Professional Development, Northwell Health 

Working within the Nursing Education field for many years I fully recognize and embrace that nursing, and nursing professional development, requires a commitment to lifelong learning. To be a nursing professional development specialist means to commit to lifelong learning – your own, and that of those around you. That commitment is so highly reflected in the caliber of nurses and nurse educators here at Northwell Health. Nurse educators are a cornerstone for organizations because they are key people who transform the organizations vision and goals into action. The tireless work that nurse educators do in developing staff at all levels, including the future generation, has an impact on patient care that, arguably, cannot be quantified. You cannot consider improvements in quality, professional practice, patient experience, achieving Magnet designation and more without considering the critical role that nursing education has played in these achievements. 

I’m proud to say that the Northwell Health culture is one that supports nursing professional development – we practice what we preach. I myself can attest to the support that I received from my organization in furthering my education.  Northwell Health provided full support for myself and approximately 75 other nurses who have either completed, or are in the process of completing, their DNP.  It’s an honor to be part of a visionary organization that is leading, and exceeding as the IOM Future of Nursing report recommends to increase the number of doctoral prepared nurses to 80% BSN by 2020.

Our nurse educators remain the driving force around our onsite academic courses which support our culture of academic progression. Nursing Education leads robust orientation programs and processes for over 2,000 nurses and some 1,500 new nursing support staff each year. Our nursing professional development excellence is reflected among our 16,000+ nurses whose professional certification rate and BSN rate at many of our facilities continue to exceed the mean of Magnet facilities. None of this could be achieved without our exceptional Nursing Education team – and what I’ve named is just a drop in the bucket.

I want to use this opportunity to say to colleagues, near and far, “thank you for celebrating with us.” And to Nursing Professional Development Specialists at Northwell Health and beyond – Happy National Nursing Professional Development Week 2016! 

About Launette Woolforde: 

We are pleased to have Launette Woolforde as Vice President for Nursing Education and Professional Development for Northwell Health. In her 19 years in Nursing Education she has contributed to the development of countless nurses, and aspiring nurses, within and outside of our health system. She is an assistant professor at the Hofstra-Northwell School of Medicine, a member of the Board of Governors at the National League for Nursing, board certified in Nursing Professional Development and a member of the New York Academy of Medicine.

Launette joined the health system over 11 years ago and has served in capacities including nurse educator, orientation coordinator, corporate director for nursing education, and senior administrative director for patient care services. Launette holds a BSN, MSN and post Master’s certificate in Nursing Education, and having earned a Doctor of Nursing Practice (DNP) from Case Western Reserve University and a Doctor of Education (EdD) from Columbia University, Launette became the first nurse in the health system to have earned two doctoral degrees. 

Our Nurse Educators are dedicated to influencing, guiding and providing the top resources and programs for all our employees so they are able to accomplish their career and educational goals. Focused on empowering and creating  lasting relationships, our nurse educators work tirelessly to ensure every employee who wants to grow has nothing holding them back. Read below to learn about some of our programs that Nurse Educators directly influence or participate in with our nursing professionals.  

Nursing Externships
This year, 53 nursing students across the United States participated in our 8-week summer Nurse Extern Program. After a formal orientation at the Institute for Nursing, that continued at each participating facility, the externs had the opportunity to work at various Northwell Health Sites.  

Nursing Fellowships

Northwell Health Nurse Educators provide clinical education, support, guidance, and mentorship throughout the pediatric, emergency department, peri-operative services, and critical care fellowship programs. Last year, over 240 nursing fellows were hired after being a part of this program.  

Tuition Reimbursement

Northwell Health Nurse Educators support professional development. Nurse educators provide academic guidance, assist nursing students in finding preceptor placement, and serve as preceptors themselves. In 2015, over 1,900 Northwell Health nurses returned for their Bachelor of Nursing Science and Master of Nursing Science in a variety of specialties. Northwell Health offers tuition reimbursement for our employees to further their education and career goals.

To further the education of Northwell Health nurses, our Nurse Educators and Institute of Nursing provide many resources to achieve any academic goal. Our Nurse Educators play a vital role in ensuring the educational success in various programs. 

• Academic Progression Our Nursing Educators and the Institute for Nursing help our employees reach goals by counseling nurses who are seeking to continue their life-long academic goals and support them in achieving specialty certifications.
• Our growing partnerships. We have over 50 nursing affiliation agreements to support clinical experiences at our facilities.
• Advancing your education. Our Nurse Educators serve as preceptors to nursing professionals furthering academic progress in BSN, MSN, Ph.D and DNP programs. Our Nurses also have the opportunity to attend on-site classes to work towards their BSN or MSN degree.

Hofstra Northwell School of Graduate Nursing and Physician Assistant Studies. 

Launched in 2015, the Hofstra Northwell School of Graduate Nursing and Physician Assistant Studies aims to be the global leader in interprofessional education preparing the next generation of advanced practice nurses and physician assistants. The Hofstra Northwell School of Graduate Nursing and Physician Assistant Studies incorporates the diverse academic programs and infrastructure of Hofstra University, as well as the significant clinical activities and educational resources of Northwell Health. Our nursing leadership and educators teach classes at the University to assist students in becoming Adult-Gerontology, Acute Care, and Family Nurse Practitioners. (Hofstra Northwell School)

A national program developed by Nurse.com to promote the overall nursing mission of excellence, the GEM Awards highlight the most prestigious nursing professionals in the nation. The awards focus on the leadership, management, education, volunteerism, inpatient care and community care that leads these professionals each and every day – and 3 of our very own employees have been nominated. Meet our nominees! 

Gail Probst, MSN, RN, APN, OCN, AOCN, NE-BC

Nominated for her Excellence in Education and Mentorship, Probst is the Director of Cancer Services, Nursing, at Huntington Hospital. Responsible for the oversight of all the cancer services in the 400-bed facility, the first oncology unit took shape under her organization and she developed all oncology policies and procedures. She received state recognition for her work in widening cancer prevention opportunities for women’s health screenings, and advocated for resources for those who did not have the financial means to follow up on breast abnormalities. Her accomplishments range from overseeing the oncology core curriculum for new nurses, to psych-educational support programs, to volunteering in all community outreach programs. 

Marianne DiStefano, MSN, RNC, IBCLC

Nominated for her Excellence in Management, DiStefano is the Senior Director of Patient Care Services, Nursing Administration, at Staten Island University Hospital.  Credited with taking the lead to move forward with electronic health record implementation, she drove her staff members into the future of electronic documentation with patience and constant encouragement. Her accomplishments range from achieving baby-friendly designation, to initiating bereavement education and perinatal bereavement practices, to leading the interdisciplinary obstetrical hemorrhage protocol. 

Meet the Excellence in Management Award Winner – Laura Iacono! 

Awarded to an RN who makes significant contributions to the management, supervision, or direction of the environment of care and the performance of staff, demonstrating an ability to lead, influence and improve outcomes of care in any inpatient or outpatient setting.

Laura Iacono, MSN, CCRN, CNRN, CNML

Winner of the Excellence in Management Award, Iacono is the Nurse Manager of the Neurosurgical ICU at North Shore University Hospital. Her passion for staff development, professionalism and empowerment has resulted in her unit’s achievement of more than 50% improvement in staff certification and her staff achievement of clinical ladder status has improved from 0% to more than 63%. While managing such a prestigious unit, Iacono is also on the clinical advisory board at a local university school of nursing, showing the dedication she has to the nursing profession and helping others. 

Congratulations to our 2016 GEM Award nominees and to Laura Iacono for winning the Excellence in Management Award!