• Mission, Vision and Philosophy
• Practice Model

Nursing Mission

• To Care and Comfort
• To Collaborate
• To Advocate
• To Educate
• To Innovate

Nursing Vision

• Froedtert Hospital nurses will be trusted leaders demonstrating passion, innovation, and excellence in professional nursing practice.

Nursing Philosophy 

Nurses at Froedtert Hospital support professional nursing practice, which emphasizes:

• Relationship-based care that is individualized, compassionate, and culturally sensitive, in which nurses advocate for care that is delivered with utmost respect and dignity.
• Courageous, agile, and responsive leadership that facilitates resilience and successful navigation of change.
• Interprofessional collaboration for optimal patient outcomes, including empowering patients and families as active participants in their care.
• The delivery of high-quality patient care and making a difference in the lives of patients through commitment to nursing research, evidence-based practice, and quality improvement.
• Education of our patients, families, the community, future health care professionals, and ourselves.
• A foundation of shared governance that supports autonomous, participative decision-making.
• An environment that nurtures and supports top-of-license practice, innovation, clinical expertise, and ongoing professional development, enhancing the recruitment and retention of outstanding nursing staff who exemplify nursing excellence.

Nursing Professional Practice Model

The Nursing Professional Practice Model of Relationship-Based Care depicts nursing practice at Froedtert Hospital. Six elements serve as the foundation of the model, with the central focus around the care of the patient, family and community. Our nursing mission, vision, values, philosophy and strategic initiatives influence the professional practice model. The model has been adapted from Relationship-Based Care: A Model for Transforming Practice (Koloroutis, 2004).

• Beacon Awards
• DAISY Award Recipients
• Certifications
• Nursing Professional Development Pathways, Level III RNs
• Nursing Professional Development Pathways, Level IV RNs
• Podium Presentations
• Poster Presentations
• Publications 
• Meaningful Nursing Milestones

Beacon Awards

Gold Beacon Award

• Medical ICU — 6NT

Silver Beacon Awards

• Medical ICU - 7NT
• Cardiovascular ICU
• Surgical ICU
• Transplant ICU

2025 DAISY Awards

Award Data

DAISY Extraordinary Nurse Award Recipients 2025

• Q1
  • Jason Broadwell 
  • Suzi Sanchez 
  • Lulu Al Nather
• Q2
  • Christopher King 
  • Becky Wolfe 
  • Emily Anderson
• Q3
  • Julia Beyer 
  • Amanda Klopp 
  • Chantal Renihan 
  • Karmel Torres
• Q4
  • Emerie Digiovanni 
  • Heidi Meyer 
  • Marizona Dahlstrom 
  • Katie Fielder 
  • Sarah Pratt

DAISY Team Award 

• 12CFAC

DAISY Educator Award 

• Andrea Rebish
• Audrey Kelly

Quality Recognitions

Quality and Safety Award Recognitions 2025
The Quality and Safety Award recognizes units that demonstrate exceptional performance in delivering safe, high-quality patient care. Throughout 2025, units were evaluated across key clinical quality, safety, and patient experience measures that reflect strong teamwork and a commitment to continuous improvement. Based on overall performance, units earned recognition at three levels of distinction: Gold, Silver, and Bronze. Metrics include CAUTI, CLABSI, C.difficile infections, falls with injury, HAPIs stage 2 and above, likelihood to recommend, critical care bounce backs, average length of stay, mobility score improvement, pain reassessment compliance, and CHG bathing compliance.

Silver

• 10CFAC Ortho/Ortho Trauma — Q3
• 12CFAC Surgical Specialties — Q1
• Neuro ICU — Q1

Bronze

• 11CFAC Surgical Specialties — Q4
• 12CFAC Surgical Specialties — Q2, Q3, Q4
• 4P Uro/Gyn/GynOnc/IR — Q1
• 5NE Internal Medicine — Q3
• 5NW Neurosciences — Q4
• 5SE Internal Medicine — Q3
• 8NT Internal Medicine — Q2, Q3
• 9CFAC BMT/HEMONC — Q1
• 9NT Pulmonary/Internal Medicine — Q2, Q4
• Cardiovascular ICU — Q1, Q2, Q3, Q4
• Complexity Intervention Unit — Q4
• Medical ICU 7NT — Q4
• Neuro ICU — Q4
• Surgical ICU — Q1, Q3
• Transplant ICU — Q3

Units Achieving Zero Nurse-Sensitive Safety Events in 2025 — Inpatient Units
Nurse-sensitive clinical indicators are key measures of patient safety and outcomes that are directly influenced by nursing care. In 2025, the following units achieved an exceptional milestone by maintaining zero events for the entire year the following categories: catheter-associated urinary tract infections (CAUTI), central line-associated bloodstream infections (CLABSI), patient falls with injury, and hospital=acquired pressure injuries (Stage 2 and above). This achievement reflects a strong commitment to consistently delivering high-quality care and prioritizing patient safety.

Catheter-Associated Urinary Tract Infections

• 10CFAC Ortho/Ortho Trauma
• 11CFAC Surgical Specialties
• 4NW Transplant
• 4P URO/GYN/GYNONC/IR
• 4SE Complexity Intervention Unit
• 4SW Internal Medicine
• 5SE Internal Medicine
• 8CFAC Hematology/Oncology
• 8NT Internal Medicine
• 9CFAC BMT/HEMONC
• Medical ICU 7NT

Central Line-Associated Bloodstream Infections

• 3W Cardiac Progressive Care
• 4P URO/GYN/GYNONC/IR
• 4SE Complexity Intervention Unit
• 5NE Internal Medicine
• 5NW Neurosciences
• 5SW Acute Spinal Care
• BMH Spinal/General Rehab
• Neuro ICU

Injury Falls

• Cardiovascular ICU
• Medical ICU 7NT
• Neuro ICU

Hospital-Acquired Pressure Injuries Stage 2 and Above

• 12CFAC Surgical Specialties
• 4P URO/GYN/GYNONC/IR
• 9CFAC BMT/HEMONC
• Neuro ICU

Ambulatory, Emergency Department and Surgical Services 

Performance on 2025 nurse-sensitive clinical quality indicators across ambulatory clinics, the Emergency Department, and surgical services highlights the dedication of nursing teams and interdisciplinary partners to delivering safe, timely, high-quality care. Recognized achievements include zero falls with injury in eligible ambulatory units and rapid administration of IV thrombolytic therapy for stroke patients in the Emergency Department. These results reflect a strong culture of safety, clinical excellence, and teamwork.

Injury Falls — Ambulatory
Units achieving zero injury falls for the 2025 calendar year.

• 24-Hour Cancer Clinic
• Cancer Center Day Hospital FWBH
• Cancer Center Day Hospital Moorland Reserve
• Cardiac Rehab
• Clinic — Cardiology
• Clinic — Diabetes Care Center
• Clinic — Endocrine
• Clinic — Infectious Disease
• Clinic — Interventional Radiology
• Clinic — Maternal Fetal Care Center
• Clinic — Nephrology/Transplant
• Clinic — OB/GYN
• Clinic — Orthopaedic Surgery
• Clinic — Preoperative
• Clinic — Wound Healing Program
• Echocardiology
• Extended Recovery Unit
• GI Lab
• Manometry & Swallow Studies
• Radiation Oncology FWBH
• Recovery Room
• Urology Center

Mean Time to IV Thrombolytic Therapy — Units outperforming the national benchmark for the 2025 calendar year.

• Emergency Department
   

National Specialty Certifications

Nursing Professional Development Pathways Recipients

Level III RNs

Level IV RNs

Podium Presentations

Froedtert Hospital nurses names in bold

• Erin Viesselmann, MSN, RN, CCRN, CFRN. (February 2025). Airway Response Team- Preventing Clinical Deterioration Outside of the ICU. Critical Care Congress. Orlando, FL.
• Kathryn Schroeter, PhD, MA, MS, RN, CNOR, FAORN. (January 2025). ANA 2025 Code of Ethics Review. Association of Perioperative Nurses (AORN) Webinar. Virtual.
• Tammy Davis BSN, RN, NPD-BC, CHSE; Melissa Mark, BSN, RN, CCRN; Erin Viesselmann, MSN, RN, CCRN, CFRN. (January 2025). The ART (Airway Response Team) of Interprofessional Simulation. International Meeting on Simulation in Healthcare. Orlando, FL.
• Allison Wier, DNP, RN, APNP, AGCNS-BC, CMSRN; Elizabeth Duyser, BSN, RN, RD, CD. (September 2025). Diabetes Care and Pharmacological Management for the Pregnant Patient with Diabetes. Wisconsin Association of Clinical Nurse Specialists Annual Conference. Pewaukee, WI.
• Kristin Kingma, DNP, RN, APNP, AGCNS-BC, OCN; Eden Biltibo, MD, MS | Vanderbilt University Medical Center. (September 2025). Education & Training for Staff & Patients Regarding Bispecific T-Cell Engagers. Network for Collaborative Oncology Development & Advancement (NCODA) Webinar. Virtual.
• Jennifer Backes, MSN, RN, AGCNS-BC; Michelle Wesline, RN. (April 2025). Enhanced Follow-up Care for Individuals with Mild Traumatic Brain Injury (mTBI). Brain Injury Association of Wisconsin - 36th Annual Wisconsin Brain Injury Conference. Pewaukee, WI.
• Erika Spencer, BSN, RN; Rachel Kroening, BSN, RN; Jessica Rodriguez, RN. (November 2025). 5SE Fall Patrol. Froedtert Hospital Annual Nursing Research Conference. Milwaukee, WI.
• Melissa Mark, BSN, RN, CCRN. (February 2025). From Good to Gold: Medical Emergency Team Process Improvement. Critical Care Congress. Orlando, FL.
• Melissa Mark, BSN, RN, CCRN; Erin Viesselmann, MSN, RN, CCRN, CFRN. (November 2025). From Subtle to Serious: Sharpening Your Response to Patient Decompensation. Froedtert Hospital Annual Nursing Research Conference. Milwaukee, WI.
• Kristina Voigtschild, BSN, RN, CCRN; Melissa Mark, BSN, RN, CCRN; Danielle Wojtanowski, MSN, RN, CCRN. (April 2025). Good Communication Never Takes a (Code) Timeout. Building Bridges to Research-Based Nursing Practice. Milwaukee, WI.
• Erin Viesselmann, MSN, RN, CCRN, CFRN; Melissa Mark, BSN, RN, CCRN. (May 2025). How Our Rapid Response Team Does ART: Airway Response Team. National Teaching Institute (NTI). New Orleans, LA.
• Marloe Esch, DNP, RN, APNP, AGCNS-BC, OCN, CSC; Traci A. Owen, BSN, RN, CSC, SE. (April 2025). It's Not Taboo, It's Sexual Health: Talking Frankly to Patients About Sex During Cancer. Oncology Nursing Society 50th Annual Congress. Denver, CO.
• Samantha Gall, BSN, RN, CCRN-CMC. (November 2025). Keep 'Er Movin' - Early Mobility in the ICU. Froedtert Hospital Annual Nursing Research Conference. Milwaukee, WI.
• Amy Heidenreich, DNP, RN, AGCNS-BC, PMHNP-BC, APNP. (April 2025). Managing Delirium in the Inpatient Environment. Vizient, INC. Chicago, IL.
• Melissa Mark, BSN, RN, CCRN; Kristina Voigtschild, BSN, RN, CCRN; Danielle Wojtanowski MSN, RN, CCRN. (January 2025). Medical Emergency Simulation. International Meeting on Simulation in Healthcare. Orlando, FL.
• Mary Theisen, PhD, RN, APNP, FNP-BC, CNL; Catherine Bindel, BSN, RN; Natalie McAndrew, PhD, RN, ACNS-BC, CCRN. (November 2025). Nurses’ Experiences with Trauma-Informed Family Engagement in the Acute Care Setting. Froedtert Hospital Annual Nursing Research Conference. Milwaukee, WI.
• Colleen McCracken, MSN, RN, CMSRN, CHPN, OCN; Tabetha Frank, BSN, RN, OCN. (April 2025). Oncology Nursing Education: Innovation and Insights from an Oncology Symposium. Oncology Nursing Society 50th Annual Congress. Denver, CO.
• Colleen McCracken, MSN, RN, CMSRN, CHPN, OCN. (September 2025). Palliative Care and Oncology: Supportive Partners in Care. Oncology Nursing Society Bridge Virtual Conference. Virtual.
• Kimberly Ostrowski, MSN, RN, PCCN; Michel Hardwick, MSN, RN, CPHQ. (January 2025). Practice What We Preach: Utilizing Simulation to Reinforce Education for Arterial Access Site Management and Femoral Sheath Removal. International Meeting on Simulation in Healthcare. Orlando, FL.
• Jessica Lawien, BSN, RN, CEN; Jen Welter, MSN, RN, APNP, AGCNS-BC. (April 2025). Prediction of Alcohol Severity Scale (PAWSS) in the Emergency Department. Building Bridges to Research-Based Nursing Practice. Milwaukee, WI.
• Katie Thompson, MSN, RN, APNP, ABCNS-BC; Riley Ann McCall, BSN, RN, CCRN; Annie Klamrowski, BSN, RN; Allison Hanson, MS, RD, CD, CNSC; Olivia Gargulak, MSN, RDN, CD. (November 2025). Say “No to PO”: Improving Perioperative Nutrition Delivery in Critically Ill Patients. Froedtert Hospital Annual Nursing Research Conference. Milwaukee, WI.
• Marloe Esch, DNP, RN, APNP, AGCNS-BC, OCN, CSC; Natalie McAndrew, PhD, ACNS-BC, CCRN-K; Jayme Cotter, DNP, RN, ACNS-BC, AOCNS; Jutta Deininger, DNP, WHNP. (April 2025). Sexual Health Screening in an Ambulatory Cancer Center: Identification of Patient Needs, Perceptions, and Intentions to Seek Support. Oncology Nursing Society 50th Annual Congress. Denver, CO.
• Nicole Ladwig, BSN, RN, CMSRN. (March 2025). Spotlight on Nursing Recognition & Retention. MKE Regional ENA Conference. Brookfield, WI.
• Lindsay Nemec, MSN, RN, CWOCN; Claire Baade, BSN, RN, CWON. (April 2025). Streamlining the Would Supply Order Process for Patients Discharging Home. Building Bridges to Research-Based Nursing Practice. Milwaukee, WI.
• Di Wu, MSN, RN, APNP, AGCNS-BC, CMSRN. (November 2025). The Role of Clinical Nurse Specialist in Preventing Postoperative Falls Through Identification of Orthostatic Hypotension. Froedtert Hospital Annual Nursing Research Conference. Milwaukee, WI.
• Allison Wier, DNP, RN, APNP, AGCNS-BC, CMSRN; Amy Graske, MS; Stephanie Gresbach, MSN, RN, NI-BC. (May 2025). Transforming the Insulin Calculator with an Interprofessional Team. XGM, Epic Headquarters. Verona, WI.
• Alexandra Stubblefield, BSN, RN, CES-A, E-AEC; Molly Liddell, DNP, RN, APNP, AGCNS-BC, CMSRN; Amber Stempf, BSN, RN, CES-A; Lucian Durham III, MD, PhD. (April 2025). Utilization of Silver-Plated Dressings on ECMO Cannulation Sites to Reduce CLABSI. Building Bridges to Research-Based Nursing Practice. Milwaukee, WI.

Poster Presentations

• Jennifer Bartowitz, BSN, RN, VA-BC; Carolyn Maidl-Putz, MSN, RN, NE-BC. (April 2025). Do No Harm: Decreasing Pain with Peripheral Intravenous (IV) Insertion. Building Bridges to Research-Based Nursing Practice. Milwaukee, WI.
• Jessica Gonzalez, BSN, RN, CCRN. (July 2025). Elevate and Educate: Rapid Response Nurse Led Learning Sessions. 36th Sigma International Research Conference. Seattle, WA.
• Melissa Mark, BSN, RN, CCRN; Erin Viesselmann, MSN, RN, CCRN, CFRN; Jessica Gonzalez, BSN, RN, CCRN; Katherine Rembalski, MSN, RN, APNP, AGCNS-BC, CCRN. (April 2025). Elevate and Educate: Rapid Response Nurse Led Learning Sessions. Building Bridges to Research-Based Nursing Practice. Milwaukee, WI.
• Allison Baus, MSN, RN, TCTCN, OCN; Colleen McCracken, MSN, RN, CMSRN, CHPN, OCN; Sarah Davis, MSN, RN, TCTCN, OCN. (April 2025). Encouraging Excellence: Launching a Comprehensive Exam Prep Course to Support BMTCN Specialty Certification. Oncology Nursing Society 50th Annual Congress. Denver, CO.
• Lisa Spencer, BSN, RN, CNOR; Lisa Buttweiler, BSN, RN. (April 2025). Enhancing Cultural Sensitivity in Perioperative Care: A Roadmap to Policy Revision. Association of PeriOperative Registered Nurses (AORN) Global Surgical Conference and Expo. Boston, MA.
• Kristin Kingma, DNP, RN, APNP, AGCNS-BC, OCN. (February 2025). Enhancing Patient Safety with RN Visits for Outpatient Bispecific Antibody Administration. 2025 Tandem Meetings | Transplantation & Cellular Therapy Meetings of ASTCT and CIBMTR. Honolulu, HI.
• Corey Schuller, BSN, RN, OCN, NPD-BC; Allison Baus, MSN, RN, TCTCN, OCN; Sarah Davis, MSN, RN, TCTCN, OCN; Colleen McCracken, MSN, RN, CMSRN, CHPN, OCN. (April 2025). Expanding Chemotherapy Competence: Enhancing Nurse Training in Community Hospitals. Oncology Nursing Society 50th Annual Congress. Denver, CO.
• Kelsey Prochaska, BSN, RN, CV-BC; Lauren Young, BSN, RN, CMSRN; Erika Spencer, BSN, RN; Emily Wilson, BSN, RN, CMSRN; Rachel Hillmer, RN. (April 2025). 5SE Fall Patrol. Building Bridges to Research-Based Nursing Practice. Milwaukee, WI.
• Natalie Goniu, BSN, RN; Katie Robertson, BSN, RN, NPD-BC; Alyssa Stark, MSN, RN. (April 2025). First Five Minutes of a Medical Emergency Simulation in Acute Care Setting. Building Bridges to Research-Based Nursing Practice. Milwaukee, WI.
• Kristina Voigtschild, BSN, RN, CCRN; Melissa Mark, BSN, RN, CCRN; Danielle Wojtanowski MSN, RN, CCRN. (November 2025). From No Pulse to Go Pulse: Resuscitation Relays in Action. Froedtert Hospital Annual Nursing Research Conference. Milwaukee, WI.
• Kristina Voigtschild, BSN, RN, CCRN; Melissa Mark, BSN, RN, CCRN; Katherine Rembalski MSN, RN, APNP, AGCNS-BC, CCRN. (September 2025). Good Communication Never Takes a (Code) Timeout. Vizient Connections Summit. Las Vegas, NV.
• Lesly Evert, BSN, RN, CEN, EMT-P; Tina Nielsen, MS, RN, APNP, ACNS-BC, CEN. (April 2025). Improving Blood Culture Contamination in an Adult Emergency Department Using Sideline Technology. Building Bridges to Research-Based Nursing Practice. Milwaukee, WI.
• Samantha Gall, BSN, RN, CCRN-CMC. (October 2025). Keep 'Er Movin' - Early Mobility in the ICU. Froedtert & Medical College of Wisconsin Health Care Quality Week. Milwaukee, WI.
• Samantha Gall, BSN, RN, CCRN-CMC; Amber Stempf, BSN, RN, CES-A. (March 2025). Optimizing Charting on the Go in the EHR – RN Documentation During Inter-Facility Transports. National Association of Clinical Nurse Specialists Annual Conference 2025. Boston, MA. (October 2025) Froedtert & Medical College of Wisconsin Health Care Quality Week. Milwaukee, WI.
• Danielle Wojtanowski, MSN, RN, CCRN. (April 2025). Preventing Clinical Deterioration - The Evolution of a Rapid Response Team. Building Bridges to Research-Based Nursing Practice. Milwaukee, WI.
• Tim Tran, MD; Olivia Gargulak, MS, RDN, CD; Ann Klamrowski, BSN, RN; Riley McCall, BSN, RN, CCRN; Anu Elegbede, MD, FACS, MSc; Katie Thompson, MSN, RN, APNP, AGCNS-BC; Alison Hanson, MS, RDN, CD, CNSC. (April 2025). Say “No to PO”: Improving Perioperative Nutrition Delivery in Critically Ill Patients. Building Bridges to Research-Based Nursing Practice. Milwaukee, WI.
• Marloe Esch, DNP, RN, APNP, AGCNS-BC, OCN, CSC; Natalie McAndrew, PhD, ACNS-BC, CCRN-K; Jayme Cotter, DNP, RN, ACNS-BC, AOCNS; Jutta Deininger, DNP, WHNP. (November 2025). Sexual Health Screening in an Ambulatory Cancer Center: Identification of Patient Needs, Perceptions, and Intentions to Seek Support. 10th Conference of the Scientific Network on Female Sexual Health and Cancer. Minneapolis, MN.
• Elizabeth Duyser, BSN, RN, RD, CD; Allison Wier, DNP, RN, APNP, AGCNS-BC, CMSRN. (November 2025). Standardized Diabetes Care for the Inpatient Pregnant Patient with Diabetes. Froedtert Hospital Annual Nursing Research Conference. Milwaukee, WI.
• Erin Viesselmann, MSN, RN, CCRN, CFRN. (April 2025). The ART (Airway response Team) of Interprofessional Communication and Collaboration. Building Bridges to Research-Based Nursing Practice. Milwaukee, WI.
• Rita Reyes, BSN, RN; Stefanie Stanton-Fry, BSN, RN, CMSRN; Jen Berndt, AAS, BSN, RN, CMSRN; Christina Schaer, BSN, RN; Bea Smith, RN; Annette Locke, RN. (April 2025). Ticket To Discharge: Improving Interdisciplinary Communication and Collaboration. Building Bridges to Research-Based Nursing Practice. Milwaukee, WI.

Publications

• Prom, J. L., Manyitabot, S., Laszkiewicz, R., Cronn, S., & Schroeder, M. E. (2025). A Piece of the Puzzle: Individualized Discharge Instructions for Firearm Injury Survivors. The Journal of surgical research, 310, 309–314. Advance online publication. https://doi.org/10.1016/j.jss.2025.04.012.
• Jerofke-Owen TA, Opper K, Beiler J, Singh M. An Educational Intervention on Mutual Goal Setting for Hospital Nurses: A Mixed-Methods Study. West J Nurs Res. 2026 Jan;48(1):4-14. doi: 10.1177/01939459251384711. Epub 2025 Nov 5. PMID: 41190497.
• Jerofke-Owen TA, Opper K, Beiler J, Singh M. An Educational Intervention on Mutual Goal Setting for Hospital Nurses: A Mixed-Methods Study. Western Journal of Nursing Research. 2025;48(1):4-14. doi:10.1177/01939459251384711. Printed first online 11/5/2025. https://pubmed.ncbi.nlm.nih.gov/41190497/.
• McAndrew, N.S. & Sannes, T (chapter in preparation). Biobehavioral Considerations Related to Cancer Caregiving in Biobehavioral Oncology. American Psychiatric Association Books Division.
• Schroeter, K. (2025). Everyday ethics: Privacy and trust. American Nurse Journal, 20(4):38. McAndrew, N.S., Ferrell, B., Seaman, J.B., McCracken, C., Rosa, W.E. (2025). Meaning-Making in Palliative Nursing. American Journal of Nursing, 125(11), e7-e11. doi: 10.1097/AJN.0000000000000191.
• Aschenbrenner, E., Kingma, K., Bigger, H., Duffy, S., Bouchard, N., Stapleton, C., Tirado, V. M., & Graff, T. (2025, October 9). PQI in action: Epcoritamab (Epkinly) for relapsed/refractory diffuse large B-cell lymphoma and follicular lymphoma. NCODA. Retrieved from https://www.ncoda.org/resource/pqi-in-action-epcoritamab-epkinly-for-relapsed-refractory-diffuse-large-b-cell-lymphoma-and-follicular-lymphoma.
• McAndrew, N. S., Camarda, A., Fortney, C. A., McCracken, C., Bartowitz, J., & Rosa, W. E. (2025). Rapid Review of Family Caregiver Engagement in Hospice and End-of-Life Patient Care: Implications for Nursing Practice. Journal of hospice and palliative nursing : JHPN : the official journal of the Hospice and Palliative Nurses Association, 27(4), 172–181. https://doi.org/10.1097/NJH.0000000000001133.
• Wilson, C. M., & Esch, M. V. (2025). Sexuality and sexual function in serious illness. In T. A. Albrecht, V. Battista, A. A. Brody, & H. Coats (Eds.), Oxford Textbook of Palliative Nursing (Online 6th edition, pp. 341-345). Oxford Academic. https://doi.org/10.1093/med/9780197657461.003.0031.
• Wier, A., Hally, L., & Pieters, E. (2025). Spokesperson: Streamlining Family Communication Practices. Advancing Medical Surgical Nursing. https://doi.org/10.1016/j.amsn.2025.100017.
• McAndrew, N. S., Wallace, L., Guttormson, J., McCracken, C., Olex, M., Banerjee, A., Visotcky, A., Bartowitz, J., Seaman, J. B., Knight, J. M., Ferrell, B., El-Jawahri, A., & Applebaum, A. J. (2025). Supporting Hematopoietic Stem Cell Transplant Family Caregivers: A Pilot Study of Nurse-Led Meaning-Centered Psychotherapy for Cancer Caregivers. Psycho-oncology, 34(4), e70142. https://doi.org/10.1002/pon.70142.
• Albert NM, Phillips C, Hoffman J, Levay M, Bena JF, Morrison SL, Barley G, Collins MC, Soltesz E, Bober KJ. The Association of Maximum Hospital Daily Mobility After Open Cardiac Surgery and Patient Psychological Status, Surgical/Postoperative Factors, and Clinical Outcomes. J Cardiovasc Nurs. 2025 Oct 28. doi: 10.1097/JCN.0000000000001272. Epub ahead of print. PMID: 41148583.

Meaningful Nursing Milestones

• 2025 Nurses Week Highlights 
• 2025 Froedtert Hospital Nursing Recognition Event 
• 2025 Nursing Education Scholarship Event 
• AONL Professional Governance Conference 2025

2025 Nurses Week Highlights

Nurses Week was celebrated May 6 – 12, 2025. This annual celebration honors nursing across Froedtert Hospital and spotlights the incredible work provided by care teams every day.

Activities included all nursing practice areas across multiple locations. Team members used their creativity to design artwork that was voted on and featured on a T-shirt that was made available for purchase. The winning design was from Robert Pramono, RN, 3W, featuring the theme, “Together We Care, Together We Thrive.” Themed activities included spirit wear days, Nurses Week gifts, Nurses Week booths, webinars and increased hospital-wide recognition of award recipients.

• Thanks to generous donations from PepsiCo, BUBBL’R drinks were distributed to staff. Free coffee coupons from local McDonald's restaurants and gift cards were also donated, as well as coloring posters for each unit as a team-building opportunity.
• The Evidence-Based Practice Committee hosted an information booth with posters and opportunities to ask practice questions. Other Nurses Week booth themes included: aromatherapy “create your own” neck wrap, spin the wheel for prizes, professional development opportunities and wellness and retirement resources.
• Virtual webinars were facilitated by experts from across the organization. The webinars were also recorded for accessibility across multiple locations and times.
• Each day, the recipient(s) of the 2025 Froedtert Hospital Nursing Excellence Award was highlighted on Workplace, in addition to being recognized at the Froedtert Hospital Nursing Excellence Award event.

The care, compassion, expertise and invaluable contributions of the Froedtert Hospital nursing care team is exemplary and is greatly deserving of this annual recognition and appreciation during Nurses Week.

2025 Froedtert Hospital Nursing Recognition Event

The annual Froedtert Hospital Nursing Recognition event, held during Nurses Week, celebrated 50 nominees or teams and recipients of the 2025 Froedtert Hospital Nursing Excellence Award for: Professional Nursing Clinical Excellence; Professional Nursing Clinical Preceptor; CNS Advance Practice Nursing Excellence; Nursing Evidence-Based Practice; Nursing Quality Improvement and Compassionate Nursing Teams.

The awards are peer-nominated. They go to outstanding nurses who demonstrated exceptional compassion, skill, dedication, leadership, advocacy and commitment to their patients and profession. The atmosphere in the room during the award presentations was inspiring and invigorating. Nurses are the heart and soul of unique patient care, and we are grateful for the support and recognition from the Department of Nursing and Froedtert Hospital.

2025 Nursing Education Scholarship Event

With generous support from donors to the Froedtert Hospital Foundation, Nursing Education Scholarships were awarded in August 2025. Congratulations to the recipients! This year, 29 scholarships of $3,000 each were awarded, totaling $87,000. We also extend our sincere gratitude to everyone who applied — this year recorded a record-breaking 81 applicants. We wish all students the very best in the upcoming academic year.

AONL Professional Governance Conference 2025

The AONL (American Organization for Nursing Leadership) Professional Governance Conference, held in San Antonio, Texas, brought together nurses from around the country, including nurses from Froedtert Hospital. The conference showcased various educational sessions, allowed our nurses to engage others in their fields and shared themes including “Shaping the Future of Nursing” and “Leadership in Professional Governance.” Opportunities were available for our nurses to learn more about professional governance and gain insights on how to apply it at Froedtert Hospital. Multiple members of the Divisional Nursing Shared Governance Coordinating Council attended the conference and shared their findings internally, to be included for future planning.

Quotes From Attendees

“Being supported to attend the AONL Conference as an informal nursing leader was such a privilege. We learned about the latest trends in nursing leadership across the U.S. and heard from internationally-recognized speakers, all with the same goal of elevating the voice of nurses and improving the patient experience. It was inspiring and thought provoking, and truly a gift to attend!”

— Jen Bartowitz, BSN, RN, VA-BC

“Attending the 2025 AONL Conference offered a valuable opportunity to connect with nurse leaders nationwide. Keynote speaker, Tim Porter-O’Grady, emphasized professional governance — nurse ownership and accountability in quality, practice, development and research. Insights from the conference, including the importance of new graduates’ involvement in Froedtert Hospital’s Divisional Coordinating Council, will help strengthen early staff engagement, care delivery and our culture of excellence.” 

— Maddie Harvey, BSN, RN, CCRN

“Attending the conference reminded me how powerful our voices are as nurses. It was inspiring to learn, connect and bring back new insights that will help strengthen our teams and the care we provide. The conference was a great reminder that nursing leadership is about growth, collaboration and advocating for both our patients and our nurses. It also helped to reaffirm how important strong nursing governance is in shaping safe and innovative patient care.” 

— Norma Pribbanow, BSN, RN, RNC-OB, C-EFM

“I had the honor of attending the AONL Professional Governance Conference with our phenomenal Shared Governance Council chairs. As a nurse manager and supporter of shared governance, I am so grateful for the opportunity to learn about the professional governance framework and some steps for how to adopt aspects of the model. I was inspired to bring home ideas for my fellow nurse leaders and our teams, including a simple, yet important goal of professional governance: to create an empowering culture that as nurses we own and lead our professional practice. I look forward to working with our amazing Froedtert Hospital teams to continue to grow our already solid shared governance by looking at structures and behaviors in nursing.” 

— Andrea Tobin, BSN, RN, NE-BC

• Transformational Leadership
• Shared Governance
   

Transformational Leadership

Strengthening Nursing Leadership to Advance Nursing Excellence Across the Care Continuum

This past year marked a pivotal chapter in our nursing journey, grounded in Magnet^® principles and guided by a transformational leadership approach. These efforts support our strategic priorities of quality and safety, financial sustainability, and access to care. As our organization continues to grow and evolve, nursing leadership intentionally expanded to ensure the right structures, resources and support are in place to sustain excellence across the continuum.

Ambulatory Chief Nursing Officer

To further support expanded access and continuity of care, we introduced the role of Ambulatory Chief Nursing Officer (CNO), Tina Curtis, DNP, MBA, RN, NEA-BC. This position was established to strengthen nursing leadership and professional practice across both ambulatory and acute care settings. By promoting consistent standards and seamless care transitions, the role helps ensure patients receive high-quality, equitable care wherever they enter the system. This alignment enhances care delivery models while supporting financial sustainability through efficient, patient-centered practices.

“Stepping into this new Ambulatory Chief Nursing Officer role reflects how the future of healthcare is increasingly ambulatory. Our nurses in clinics and procedural areas are at the forefront of prevention, chronic disease management, and patient education—key drivers of value-based outcomes. This role provides the leadership structure necessary to align ambulatory nursing practice with system strategy, ensuring measurable impact on quality, safety, access, and patient experience.” Tina Curtis

Associate Chief Nursing Officer for Clinical Practice (South Region)

Nursing practice excellence remains central to our mission. Jayme Cotter, DNP, RN, ACNS-BC, AOCNS, has served as Interim Associate Chief Nursing Officer for Nursing Practice, providing leadership across the care continuum, including inpatient, ambulatory, and all settings where nursing care is delivered. In this role, Jayme has focused on strengthening nursing practice standards, aligning the South Region Nursing Practice Committee, and establishing clear systems and structures that support nurses in practicing to the top of their license in a safe and meaningful way.

In partnership with operational leaders, this role ensures nursing care is evidence-based, standardized, and aligned with organizational priorities. Responsibilities also include guiding clinical practice and policy development to enhance patient outcomes while supporting professional nursing practice across the South Region.

“I am excited to work to align and strengthen the practice of nursing across our region. Nursing practice – the fundamentals of our profession, how we care for patients – should be grounded in evidence and consistent to improve patient outcomes and enhance the care experience for those we are privileged to serve. I look forward to doing this in collaboration with all levels of nurses to promote ownership of practice and exceptional nursing care.” Jayme Cotter

Associate Chief Nursing Officers

To strengthen transformational leadership and shared accountability, we introduced two Assistant Chief Nursing Officer (ACNO) roles. These positions were designed to increase leadership visibility, support operational excellence, and promote date-driven decision-making. The ACNOs collaborate closely with nurse leaders and frontline staff to align nursing practice with organizational priorities while fostering a culture of engagement, innovation, and professional growth.

These roles were structured to align similar levels of care, promoting greater consistency in nursing practice, a more seamless experience for patients, and improved operational efficiency. Together, this leadership expansion reinforces our commitment to supporting nurses and advancing high-quality, patient-centered care.

Elizabeth (Liz) White, MSN, RN, NEA-BC, associate chief nursing officer, will oversee the Directors of Nursing for Critical Care, Progressive Care and Transplant, as well as Oncology and End-of-Life Care.

“I am excited to step into the ACNO role at a large academic teaching hospital because this is where innovation, evidence-based practice, and our next generation of nurses comes together. The opportunity to support front line teams, partner with our physicians, and shape a culture of excellence in patient care and professional development is truly inspiring. Being a part of an environment that is constantly learning, teaching, and advancing practice is both energizing and deeply meaningful.” Liz White

Sarah Cypher, DNP, RN, NE-BC, associate chief nursing officer, will oversee the Directors of Nursing for Surgical Specialties and Medicine.

“I am incredibly honored and privileged to serve those that serve our patients in my new role as ACNO. This role allows me to advocate for workflows/systems that improve patient outcomes, promote an environment that supports our nursing team members and shape a workplace that remains a destination of choice for the next generation of nurses.” Sarah Cypher

Together, these roles support consistent nursing practice, strong clinical leadership, and coordinated care across similar levels of service. Both positions were purposefully designed with room to grow, allowing the roles to adapt to ongoing organizational changes while continuing to strengthen nursing leadership and support our teams across the continuum of care.

Director of Nursing Quality and Safety

Advancing quality and safety remains central to our nursing mission and our broader commitment to supporting everyone in living their unique best life. The addition of the Director of Nursing Quality and Safety role reinforces our dedication to evidence-based practice, continuous improvement, and high reliability across all care settings.

This role partners closely with clinical nurses, Clinical Nurse Specialists, and leadership teams to translate quality and safety outcomes into meaningful, sustainable practice improvements. Key areas of focus include strengthening patient safety initiatives, reducing workplace violence, and enhancing the patient experience. By fostering strong interdisciplinary collaboration and placing patients at the center of all we do, this role supports exemplary professional practice and improved patient outcomes.

Shelby Treleven, MSN, RN, has stepped in to this role with a strong background at Froedtert, having progressed from clinical nursing practice to operation and project management. Her extensive experience brings a valuable perspective to advancing nursing quality and safety initiatives.

“I am so excited to serve as Director of Nursing for Quality and Safety! This role allows me to partner with nurses at every level and provides an incredible opportunity to translate frontline insights into sustainable improvements that protect our patients and support our teams. I am incredibly proud of our teams for the way they turn data, insight, and compassion into real improvements that keep our patients safe. I am genuinely excited to come to work each day in such a collaborative space. ” Shelby Treleven

Overall, these leadership investments demonstrate our commitment to Magnet^® excellence by empowering nurses, strengthening organizational structures, and aligning nursing leadership with strategic priorities. Through transformational leadership and intentional role development, we are well positioned to support our nursing teams, advance professional practice, and ensure the delivery of safe, high-quality, and accessible care for the communities we serve — today and into the future.

Nurse-Driven Project Enhances Quality of Life for Patients on Ambulatory Chemotherapy Pumps

A cancer diagnosis can be overwhelming, and the nurses in the Froedtert & the Medical College of Wisconsin Cancer Network are dedicated to supporting patients every step of the way. Some chemotherapy treatments require patients to continue receiving medication at home using a portable infusion pump. In the past, our Cancer Centers used an electronic pump for specific chemotherapy treatments. While effective, this pump could be heavy and noisy, with frequent alarms that disrupted daily life. There was also a risk that the needle in the implanted port could become dislodged. These challenges could affect patient comfort, independence and overall quality of life.

In July 2024, a nurse-led multidisciplinary team, including infusion nurses and pharmacists, evaluated pump options with a focus on patient comfort and ease of use. Based on the review, the team transitioned to the SMARTeZ elastomeric disposable pump. This pump is lighter, quieter and does not require electronic programming or alarms. It also simplifies pharmacy preparation and is offered at no cost to patients. This change helped reduce treatment-related burdens and improved the overall patient experience.

Building on this success, Denise Portz, MSN, RN, ACNS-BC, AOCNS, clinical nurse specialist, and Sarah Gibart, BSN, RN, OCN, infusion nurse coordinator, led a quality improvement initiative that allows eligible patients and caregivers to safely disconnect pumps at home. This approach reduces unnecessary clinic visits and supports greater independence during treatment. A team of Cancer Center nurses collaborated to establish eligibility criteria, create clear patient education materials and satisfaction surveys and integrate documentation into Epic treatment plans to ensure consistent communication and support.

Now in its pilot phase, this initiative reflects strong nursing leadership and a continued commitment to patient-centered care. By simplifying this process and empowering patients and caregivers, the project enhances convenience, supports autonomy and improves overall quality of life. It also highlights the vital role of nursing professionals in advancing evidence-based practices that positively impact patient outcomes and satisfaction.

Shared Governance

Shared governance is the foundation for autonomous, participative decision-making and integrates the components of the Magnet^® Model, including transformational leadership; structural empowerment; exemplary professional practice; new knowledge, innovations, and improvements; and empirical outcomes.

Nursing supports the organizational framework of shared governance. All professional nurses are decision-making partners in the areas of nursing practice, development and quality. The framework exists at both the departmental level and divisional level for the purpose of promoting optimal professional accountability and practice. Shared governance fosters personal and professional growth, and it empowers nurses and support team members to provide the highest quality patient care.

Coordinating Council

This council of highly motivated nurses provides oversight for division councils and local coordinating councils to support open communication among all levels of nursing. The council ensures overall coordination, alignment and prioritization of activities related to the empirical outcomes that are influenced and impacted by nursing. Council members support, promote and empower nurses to uphold a culture of nursing excellence. In collaboration with nursing management councils, they develop, implement and evaluate the annual Nursing Strategic Plan.

Accomplishments:

• Nursing Recruitment Brochure: Developed and launched a nursing recruitment brochure that is now being used across the South Region to support highlight what being a Froedtert nurse is. The brochure is live and being utilized throughout the network.
• Magnet® Booklet and Poster: Created a Magnet® booklet to serve as a reference guide for the January Magnet® Site Visit, along with a companion poster available for units to showcase information related to their unit outcomes and the Magnet^® Mission. Both resources are designed for long-term use.
• Shared Governance Video: Currently in the final stages of production, this video is designed to introduce newly hired nurses to the organization and highlight what it means to be a nurse at Froedtert.

Development Council

The Development Council is responsible for overseeing professional development, recognition and retention initiatives. The council has two primary focuses: creating and supporting professional development activities to enhance nursing practice and improve patient outcomes and recognizing nursing excellence through various initiatives and programs. In addition, members work with the Recognition and Retention Committee to plan and execute the Annual Nursing Recognition event, honoring exceptional contributions and accomplishments of nurses within Froedtert Hospital. Retention initiatives are also supported through the Professional Development Pathway (PDP) program.

Accomplishments:

• Nursing Excellence Ambassador: The role of Nursing Excellence Ambassador has been finalized and piloted. The ambassadors were instrumental during the Magnet^® site visit in January 2026.
• Recognition and Retention Committee: A formal committee that is inclusive of all nursing care staff and leaders to address recognition and retention efforts was established and implemented.
• More certified nurses at Froedtert Hospital: The Development Council created promotional and educational posts in hopes of increasing awareness and emphasizing the importance of getting certified. The posts include information such as requirements, study resources and how to apply. The information is available internally on Workvivo.

Practice Council

The Professional Practice Council is responsible for ensuring that nursing practices are evidence-based and adhere to consistent standards across all nursing environments. The council collaborates closely with the Evidence- Based Practice (EBP) Steering Committee to support the integration of research evidence, clinical expertise and patient values into practice. Guided by the Johns Hopkins Evidence-Based Practice Model, the committee conducts a systematic review process to inform these changes. The Professional Practice Council also collaborates with interdisciplinary teams to develop clinical policies that impact nursing practice.

Accomplishments:

• Pharmacy workflow: A standardized nursing and pharmacy after-visit summary (AVS) process went into effect Sept. 22, 2025. With this process, the pharmacist and the nurse will give discharge education and paperwork to the patient separately. The workflow promotes more accurate education to patients, improves workflow efficiency, and increases patient safety during the discharge process.
• Evidence-based practice: The council provided feedback and supported the implementation of new policies and practices. These include the NG/NJ Insertion Workflow Guideline, Pressure Injury Prevention (PIP) bundle and Clostridioides difficile (C. diff) bundle.
• Nursing autonomy and delegation: These two topics were identified during staff engagement surveys as opportunities for growth. Members of the council gathered additional qualitative data to enhance knowledge of the subjects. The Practice Council is developing a resource to support nursing autonomy and delegation.

Quality and Safety Council

The Quality and Safety Council serves as a central forum for nurses to support initiatives that strengthen patient safety, enhance quality outcomes and promote a culture of clinical excellence. Through shared decision making, the council evaluates current practices, reviews performance metrics through ongoing audits and recommends evidence-based strategies that improve care delivery across the organization. Our members collaborate with interprofessional partners and ancillary service lines to address system-level challenges, champion high-reliability practices and ensure alignment with national quality and safety standards. By prioritizing transparency, accountability and continuous learning, the Quality and Safety Council empowers frontline nurses to shape safer patient experiences and advance the highest standards of clinical care.

Accomplishments:

• Identified and closed gaps in supply and resource allocation and management
• Updated rubric and nomination forms for nursing excellence submissions
• Disseminated the updated restructure of methodology and policy transitions for Froedtert Menomonee Falls Hospital and Pressure Injury Prevention (PIP) domain teams.

Research Council

The Nursing Research Council (NRC) promotes and facilitates all aspects of nursing research by mentoring, consulting and educating Froedtert Hospital nurses. At NRC meetings, nurses participate in the approval process by reviewing research proposals. The nurse scientists present on topics such as developing evidence-based practice curricula, conducting research studies, ethics and reviewing research statistics. The NRC plans and conducts the annual Froedtert Hospital Nursing Research Conference and manages the council’s Virtual Journal Club.

Accomplishments:

• Live review: The council opened the “live review” to a more public hospital nursing forum, inviting nursing professionals to hear and experience the review process in person or virtually. The hope is to support research studies across all platforms in order to move nursing research and practice forward.
• Research studies: Numerous research studies are in the proposal phase and several are in active process. This includes a multi-site study focused on night-shift work, a clinical trial in wound care for the innovative use of a device and product, moral distress in nurses following rapid responses and using a swaddle device in newborns undergoing phototherapy.
• Annual Nursing Research Conference: The conference allows our nurses to highlight their evidence-based practice, quality improvement and research projects. Through poster and podium presentations, our nurses attend a day-long interactive conference to learn about the work being done and instill the many resources and support mechanisms in place for future projects.

Ambulatory Council

The Ambulatory Council is responsible for functions related to professional practice, development, quality and safety in the ambulatory setting. The council provides recommendations and approves the development and revision of nursing clinical policies and nurse-driven protocols with the goal of “top-of-license” nursing practice and workflow standardization.

Accomplishments:

• Standardized Patient Transfer Process: The council collaborated with a multidisciplinary team to standardize transfers from the outpatient setting to the Emergency Department.
• Ambulatory Mentorship Program: The council developed program guidelines and promoted the initiative by posting resources and tools online.
• Nursing Phone Triage Dot Phrase in EPIC: The council developed this tool to support ambulatory nurses in guiding practice and promoting consistent documentation.

• Professional Development
• Nursing Research, Evidence-Based Practice and Quality Improvement

Professional Development

Nursing Excellence Ambassador Program

The Nursing Excellence Ambassador role at Froedtert Hospital was established in July 2025 to strengthen a culture of nursing excellence and support department-level engagement in nursing practice. Ambassadors are clinical nurses from inpatient or ambulatory settings who serve as informal leaders, guiding and inspiring their peers to uphold Froedtert Hospital’s commitment to quality patient care and professional standards.

Ambassadors are selected based on professionalism, strong communication skills and a demonstrated commitment to continuous learning and accountability. They act as role models for nursing excellence and help create a positive work environment that values quality, safety and collaboration.

Throughout the year, ambassadors promote key nursing initiatives, share monthly topics related to excellence in practice and support their department in preparing for Magnet® readiness. They collaborate with nurse leaders to reinforce priorities through huddles, team member meetings and newsletters, ensuring consistent understanding and engagement among team members.

Ambassadors participate in unit rounds with a nursing leader on the Magnet® team to network with colleagues from different units or departments. They share nursing experiences to appreciate commonalities and understand what makes each area unique. During a Magnet^® site visit year, ambassadors help team members confidently share their professional contributions and act as departmental hosts, welcoming appraisers and representing our nursing culture.

As ambassadors, nurses also strengthen their own leadership, communication and collaboration skills — building confidence and visibility within the organization. This role offers a unique opportunity to advance Froedtert Hospital’s Nursing Mission and commitment to excellence beyond the bedside. As liaisons between frontline team members and nursing leadership, Nursing Excellence Ambassadors are essential to sustaining a high-performing and engaged nursing workforce.

Currently, more than 150 Nursing Excellence Ambassadors serve across Froedtert Hospital, reflecting the organization’s strong commitment to nursing excellence and ongoing professional development.

Nursing Milestones

Susan Loosen, RN, Ancillary Float Pool
Nursing has always been my passion. My journey began as a candy striper at Froedtert Menomonee Falls Hospital, formerly, Community Memorial Hospital, in 1974 and continued through high school working in the Health Room, where I knew caring for others was my calling. 

After graduating from Waukesha Area Technical College in 1980, I accepted my first RN position at Froedtert Menomonee Falls Hospital and spent 27 years growing my skills in various departments. In 2005, ready for new challenges, I joined the Ancillary Float Pool at Froedtert Hospital — affectionately known as “The Mother.” 

What has kept me working for our health system for the entirety of my 47-year career is the clinical autonomy I experienced and the wealth of knowledge I gained. I have been blessed to work under two amazing, supportive managers who held my coworkers and me to high standards, shaping me into a better nurse. 

As I look toward retirement, I reflect on my career — with deep gratitude — for the patients I cared for, the colleagues I learned from and for the profession that has brought me lifelong joy. 

Tamara Lindner, BSN, RN, OCN, TCTCN, charge nurse, 9CFAC 
I have been a nurse at Froedtert Hospital for more than 25 years. In 2025, I utilized all of the Meaningful Nursing Milestone Program professional development pass to join the Oncology Nursing Society (ONS) following encouragement from a coworker, and this proved to be a worthwhile decision. As an ONS member, I attended a local ONS symposium in October, which provided valuable educational content and meaningful networking opportunities with oncology nurses outside our unit. Additionally, I obtained my BMTCN certification in October and, through ONS membership, received a $120 discount on the examination fee. This financial benefit was a significant incentive, as I likely would not have joined ONS without the professional development pass. Now that I am a member, I look forward to continued participation in ONS educational and networking events throughout the year. 

Heidi Sobczack, RN, 12CFAC 
I have been a nurse at Froedtert Hospital for 30 years, and I have always enjoyed providing nursing care at the bedside. It is deeply rewarding to support post-operative patients through their recovery and to deliver high-quality patient care each day, knowing that I am making a meaningful difference in their outcomes. 

Throughout my career, I have appreciated the flexibility Froedtert Hospital offers. It has allowed me to balance my professional role with raising my three children. I began my career as a full-time RN and was later able to transition through a range of part-time roles and OPT, allowing me to focus on my family’s changing needs as my children grew. This scheduling flexibility has given me continued purpose and has allowed me to maintain strong connections within the unit. 

I am grateful for the opportunity to serve as a preceptor and mentor to new nurses and nursing students. I take pride in working in a unit with strong nurse longevity alongside colleagues who demonstrate professionalism and dedication to nursing. Froedtert Hospital fosters a culture of camaraderie, respect and collaboration between nurses and clinicians, and I feel valued and respected for my years of experience. 

Looking ahead, I plan to pursue a nursing certification within the next year and anticipate utilizing the professional development pass to support continuing education to maintain my certification. 

Beth Seiler, BSN, RN, WOCN, Spec Wound Ostomy at BMH Spinal/ General Rehab 
I was delighted to receive the Meaningful Milestones packet this year, a recognition for remaining with the organization for ten years. Retention recognition has been a long-standing ask of Froedtert Hospital nurses which I am familiar with, dating back to my time as chair of my previous unit’s Development Council (4SE) and as a member of the house-wide Development Council in 2019. I am excited to see that significant progress in this area has been made. While I am familiar with and thankful for the team member recognition event at the zoo, receiving this packet was a pleasant and unexpected surprise. I will certainly use the Professional Development Opportunity Pass provided in the Meaningful Milestones packet to help fund a CEU opportunity to put toward my Froedtert Professional Development Pathway (PDP) renewal and Wound, Ostomy and Continence Nursing Certification Board (WOCNCB) Professional Growth Program (PGP). Since I technically am the only nurse in my “department” at my facility, the Milestone pass is not currently applicable to me, but I look forward to how the contents of the packet evolves for more unique roles by my next milestone! 

Board Certifications

Emorie Harty, BSN, RN, CBCN 
I saw early on in my career that Froedtert Hospital supported and encouraged their nurses to become certified in their specific nursing areas. It was one of the many reasons I chose to start and build my career at Froedtert Hospital. Many, if not all of my preceptors were either BMTCN- or OCN-certified when I was a baby nurse on 9CFAC (then 8 CFAC). They demonstrated and taught me the importance of specialized care (certified nurses), leading to better patient outcomes while also building trusting relationships with patients, increasing safety and patient satisfaction. They shared that Froedtert Hospital encouraged certification and helped with the cost of becoming certified and offered review classes to help nurses prepare. I knew that I had found the place where I wanted to grow my career as a nurse. 

When I started at the Breast Care Clinic, I was eager to learn about the opportunity to become a certified breast care nurse (CBCN). Women’s health had always been a passion and now I had the opportunity to become certified as a breast care nurse. With encouragement and support from leadership, I did my time and I applied through Froedtert Hospital’s certification program. I studied hard and passed on my first try. Becoming a certified nurse was no easy task. It took a lot of time but thankfully, the financial component was covered by Froedtert Hospital, taking weight off my shoulders. I’m very grateful to be a part of Froedtert Hospital where they value and support their nurses becoming certified. As a CBCN, I proudly wear my certification sticker, strive to provide high quality care, build trusting relationships and improve the health and safety for my patients. I am forever grateful for the opportunity and support to become a certified nurse. 

Kayla Veit, MSN, RN, ACNP, CCRN 
My story and connection to Froedtert Hospital actually starts back in 2007 when I was 11 years old. My grandma was admitted to the hospital for a double lung transplant which she received but unfortunately had many unforeseen complications. This resulted in her remaining admitted for just over a year, and eventually went home on hospice. It was during this year we visited her so often in the hospital that Froedtert Hospital’s nurses touched my heart and ignited a passion in me. I knew I wanted to be and do everything those nurses were for my grandma and our family. 

Fast forward to 2019, I graduated from MSOE with my BSN. I started my career in Labor and Delivery. I loved this specialty, but it wasn’t what I thought it would be, so I applied to Med-Surg on 4SW. I was hired on and was to be onboarded on 9NT while 4SW was having the carpet removed. To my surprise, during orientation, 9NT was transformed into the designated COVID unit and the health care world was turned upside down. I spent the next two years on the floors, perfecting my skills, learning from everyone around me and building life-long friendships with the wonderful team we had built on 4SW (shout out to the rapid nurses who built my foundation in nursing, especially during the thick of COVID, Jay Broughton, Erin Viesselmann, Haley Johnson, Jessica Kupser and Josh Favorite). As COVID died down, so did the acuity, but I wanted to learn and do more. I decided to apply to NP school as well as the MICU. I spent another two years in MICU where I learned so much and built an even stronger foundation to my nursing skills and knowledge. I loved the MICU and the level of critical thinking. From the nurses to the doctors and the diverse patient population, the team was amazing and unstoppable. The docs were especially sweet in helping me learn some of the harder questions I had for school and taking the time to educate me when they could (Credit specifically to Dr. Khezar Syed in MICU who is literally a walking encyclopedia and loves to teach). 

At this point I was about one year from graduating as an NP and I decided I should challenge myself again. I applied and was hired with the ICU Resource Pool, which was one of the best things I’ve ever done for my career. Getting to see every ICU specialty and learn how each one handles things differently has made me a really well-rounded nurse and now practitioner. My manager Carolyn has been phenomenal through this journey with me. She worked so hard to help me schedule around my classes and clinical, allowing me to graduate on time and is something I will forever be grateful for. I graduated this year from Marquette with my MSN and now work with the inpatient medicine team as a nocturnist (I love nightshift, shout out to the NOC nurses). I decided to stay OPT with ICU resource pool to keep up my hands-on nursing skills and to be honest, I truly do love bedside care and I’m not ready to let it go. I think in staying partly at the bedside, I have been able to help bridge some of the disconnect between the nurses and clinicians on my team and help explain things to both sides, from both perspectives. I am hoping to work on a few projects to better the system on both ends and make things more cohesive, given my unique perspective. 

I am so grateful for the impact Froedtert Hospital has had on my life for so long already. It allowed me to find my love and passion for nursing at 11 years old, and it has come full circle in being where my career has blossomed. I have had so much experience and opportunity to learn having been here almost my entire career. These hospital walls could tell you so many amazing stories. As a clinician, I lean heavily on the knowledge and skillset I was able to cultivate while working as a nurse for Froedtert Hospital, and it has made me a better nurse, clinician and person all around.

Nursing Research, Evidence-Based Practice and Quality Improvement

Froedtert Hospital’s Evidence-Based Practice (EBP) Nursing Fellowship Program offers clinical nurses from inpatient and ambulatory areas a unique opportunity to advance nursing science through inquiry, innovation and collaboration. During this yearlong program, awarded fellows receive one-on-one mentorship, collaborative support, engagement with nursing leadership and multidisciplinary teams and are connected with clinical inquiry experts. Fellows gain the skills necessary to design, implement and disseminate a scholarly EBP project. Through this program, Froedtert Hospital EBP fellows cultivate core competencies in EBP and further their professional development.

The EBP Fellowship and Mentorship Program fosters a collaborative relationship between fellows and their assigned clinical nurse specialist (CNS) or clinical nurse leader (CNL) mentors. This partnership is supported by structured educational resources and guided by the Johns Hopkins Nursing Evidence-Based Practice (JHNEBP) Model and Froedtert Hospital’s EBP Steering and Project Review Committee.

Fellows receive protected time to meet with their mentors, review the literature and design and implement their project. Fellows are encouraged to gain experience with the JHNEBP model, meet with librarians and connect with nurse scientists. EBP fellows are supported as they cultivate a skillset that supports leading an EBP project in their practice area. As the EBP fellowship engages more clinical nurses across Froedtert Hospital care environments, the EBP fellowship fosters a global culture of inquiry, enhances project design, improves patient outcomes and promotes dissemination of findings.

To date, five fellows have completed the program, with four additional projects underway. All completed fellows have also presented their work at the Froedtert Hospital and regional levels, including Froedtert Nursing Research Conference, WIACNS Annual Breakfast, WIACNS Annual Conference and Building Bridges. Fellows have been invited to present their work on national platforms, including at the Extracorporeal Life Support Organization (ELSO) Annual Conference, Emergency Nurse’s Association (ENA) Annual Conference and Perinatal Clinical Nurse Specialist Conference. Additionally, two projects received the Froedtert Hospital Evidence-Based Practice Project Award in 2025. One fellow is preparing her project for publication in a peer-reviewed nursing journal. Their projects span the full EBP continuum — from literature review and implementation to outcome monitoring and sustainment planning.

Completed Fellows

• Reducing Blood Culture Contamination in the ED: Lesly Evert, BSN, RN, CEN, EMT-P, mentored by Tina Nielsen, MS, RN, CEN, APNP, ACNS-BC, led a project implementing sideline technology to reduce contamination rates. Outcomes included decreased patient length of stay and cost savings totaling $896,000.
• Improving ECMO Dressing Practices: Alexandra Subblefield, BSN, RN, CES-A, E-AEC, mentored by Molly Liddell, DNP, RN, APNP, AGCNS-BC, CMSRN, evaluated silver-plated dressings versus traditional CHG dressings. Results showed a significant reduction in dressing changes and nursing time (p<.001), with no increase in cost for dressing materials (p=.52). During this project’s implementation, there were no central line-associated blood stream infections attributed to ECMO cannulas. This work may inform future ECMO care standards.
• Alcohol Withdrawal Screening in the ED: Jess Lawien, RN, mentored by Jennifer Welter MSN, RN, APNP, AGCNS-BC, introduced the PAWSS tool during triage to proactively identify alcohol withdrawal risk. Postimplementation data revealed a 41-minute reduction in length of stay, decreased benzodiazepine use and fewer ICU admissions and seizures among patients with alcohol use disorder.
• Standardized Diabetes Care in the Birth Center: Elizabeth Duyser, BSN, RN, RD, CD, mentored by Allison Wier, DNP, RN, APNP, AGCNS-BC, CMSRN, developed and implemented a standardized care guideline and order set for pregnant patients with diabetes. The initiative improved nursing confidence, autonomy and interdisciplinary collaboration. It has since been adopted system-wide to ensure consistent, evidencebased care.
• Virtual Reality for Distraction in the ED: Jana Petersen, BSN, RN, CEN, mentored by Tina Nielsen, RN, MS, CEN, APNP, ACNS-BC, introduced virtual reality (VR) as a distraction tool during procedural sedation for orthopaedic injuries in the Emergency Department. Out of 33 sedations, VR was used in seven cases, with all patients recommending it and reporting reduced anxiety (61%) and pain (65%). Sedation medication doses were lower, and no adverse effects were noted. Nurses and clinicians supported its use, with most wanting to expand the program. Jana’s project is nearing completion and shows promise for enhancing patient comfort during procedures.

The EBP Fellowship Program empowers nurses to lead meaningful change, improve patient outcomes and elevate the practice environment. Through mentorship, education and innovation, Froedtert Hospital continues to advance nursing excellence and evidence-based care.

• Relationship-Based Care Delivery System
• Interprofessional Collaboration

Relationship-Based Care Delivery System

Envisioning Innovation for the Bedside — Opening 7NT Internal Medicine Innovation Unit

7NT Internal Medicine is an 11-bed inpatient unit at Froedtert Hospital serving an adult medicine population. A clinical team of about 30 team members, including registered nurses, certified nursing assistants, nursing leadership, a clinical nurse specialist and a nurse educator support the unit. The Innovation Unit is a dedicated space to trial new ideas, technologies and care-team models. Our vision is to build a unit with patients and team members at the center of the innovation process.

Health Care Innovation

From leveraging digital tools at the bedside to designing new team-based care models, innovation is shaping the future of nursing and patient care. Innovation doesn’t always mean big, flashy technology — sometimes the most impactful changes are small workflow improvements or new ways of partnering with patients and families. What makes innovation powerful is the opportunity to test, learn and scale what works (and stop what does not work.) Our innovation unit will reimagine how care is delivered as a living laboratory to test new solutions, gather real-time feedback and adapt quickly.

Innovation Strategy

From idea sharing to implementation, Froedtert Hospital and community partnerships drive innovation forward. New technologies and approaches are vetted through an interdisciplinary governance team. Principles of human-centered design, process improvement and collaboration guide the delivery of each innovation’s value. Feedback from both nursing team members and patients is central to the process, and 7NT team members receive change management training to serve as key stakeholders and experts, ensuring that frontline voices help shape meaningful improvements.

New Medicine Unit for 7NT

Ready, Set, Innovate: How We Might Innovate in 2026

• MyChart Bedside — Enhancing patient engagement right from the hospital bed
• Virtual Nursing — Increasing medication safety or discharge experience through a virtual partnership
• Auto-Generation of Care Plans — Reducing the documentation burden
• Precision Staffing — Leveraging data for the right nursing care at the right time
• Clinical Ambient Documentation Tools — Exploring hands-free, voice-enabled workflows

Nursing Admissions Video

In January 2025, Froedtert Hospital launched a new patient admission video to educate patients about hospital services, address frequently asked questions and support a positive hospital experience. The project was led by Katy Bindel, BSN, RN, clinical nurse, 2NT Trauma/ACS Progressive Care, and Laura O’Connell, Patient Education Program manager, with support from a multidisciplinary team across the hospital.

The video provides a consistent overview of what patients and loved ones can expect during a hospital stay. Topics include introductions to the care team, admission and discharge processes and general safety practices. To make it easily accessible, a QR code linking to the video is included on the first page of the patient admission booklet, and the video is also available at froedtert.com. This allows patients and families to access the information any time during the hospital stay, reinforcing education and enhancing the overall experience. 

Watch the Patient Admission Video

Interprofessional Collaboration

Radiology Nursing Leads Multidisciplinary Launch of MRgFUS for Movement Disorders

In early 2025, Radiology nursing partnered with MRI, Neurosurgery, Insightec Technologies, Informatics and Supply Chain to launch magnetic resonance–guided focused ultrasound (MRgFUS) for patients in the Froedtert & the Medical College of Wisconsin health network. MRgFUS uses focused ultrasound beams guided by MRI to precisely target and ablate brain tissue responsible for tremors. MRI provides real-time planning, targeting and temperature monitoring to protect surrounding healthy tissues. MRgFUS can help relieve symptoms of essential tremor – which causes involuntary shaking of the hands, head or voice – and Parkinson’s disease, which affects movement and causes stiffness and balance problems. After months of planning, the team developed integrated workflows to allow patients to be scheduled, treated, monitored and discharged on the same day.

From the outset, the Radiology nurse manager was engaged to determine nursing needs for this complex, innovative procedure. After reviewing how other institutions integrated nursing into MRgFUS patient care, it became clear that adding a dedicated full-time nurse position was necessary to fully support the program. The nurse manager successfully recruited an experienced nurse to join the team, ensuring the department was adequately staffed to provide high-quality patient care.

Radiology nursing remained actively involved throughout the implementation and participated in planning meetings, Epic build development and cross-department collaboration. An experienced Radiology nurse was designated early as the MRgFUS point person, serving as an advocate and resource for the team. Nurses worked closely with MRI technologists and neurosurgeons to design workflows across pre-procedure, intra-procedure and recovery phases, develop specialized discharge instructions and optimize the procedural setting for patient comfort and safety. They were also instrumental in building and refining Epic documentation tools to ensure accurate, comprehensive charting that reflected the complexity of care.

On Sept. 17, 2025, the Froedtert & the Medical College of Wisconsin health network treated its first MRgFUS patient, becoming Wisconsin’s first health system to offer this incisionless treatment option for patients with essential tremor or Parkinson’s disease who have not responded to medication.

The successful launch of MRgFUS highlights the power of multidisciplinary collaboration and the pivotal role of nursing in advancing patient access to cutting-edge, non-invasive therapies. The dedication of the Radiology nursing team exemplifies our commitment to patient-centered care, teamwork and advancing clinical practice through innovation.

Door-to-Operating Room in Under 12 Minutes With the Push of a Button

The multidisciplinary Trauma Video Review Committee objectively evaluates Emergency Department (ED) and Operating Room (OR) trauma activations, focusing on system improvements rather than individual blame. In early 2025, the committee identified gaps in the notification process that activates the perioperative team for emergent trauma cases requiring lifesaving surgery. For patients needing emergent hemorrhage control surgery, every second counts.

Video reviews confirmed communication delays that slowed OR preparation and prevented key team members from being present during the ED-to-OR handoff, where critical patient information is shared. Stakeholders from anesthesia, emergency medicine, trauma surgery, OR nursing, surgical and anesthesia techs, ED nurses and the blood bank determine that contributing factors included:

• Multiple disciplines involved in communication (ED nursing, OR nursing, anesthesia, surgical techs, blood bank and trauma surgery)
• Reliance on a phone call from the attending surgeon to the OR charge nurse while transporting patient to the OR, with limited preparation time
• Incomplete handoffs, resulting in missed critical information for the OR team

To address the gaps, the team implemented an OR response team for emergent trauma OR cases that included clear roles of team members and a single step (push button via Rauland) to activate the OR response team to achieve:

• An increase in preparation time for the perioperative team
• An increase in operating room nurse presence in the ED resuscitation bay
• A decrease in door-to-OR time
• Early notification to the blood blank for massive transfusion

This simple push of a button is a system improvement that allows team members to focus on patient care, not phone calls. Since the process has been implemented, the team has seen ED-to-OR times of less than 10 minutes. These record-setting door-to-OR times directly contribute to positive outcomes for injured patients.