Jennifer M Parrotte
October 2022
Jennifer M
Parrotte
,
MSN, RN
Nursing Education, Professional Development
UPMC St. Margaret
Pittsburgh
,
PA
United States
Ms. Parrotte believes in high customer satisfaction for staff, patients, and families. She uses statistics and literature to create best practices and always looks at the experience of the nurse.
Jennifer Parrotte MSN, RN Director of Organizational Development, Nursing Education and Research and Magnet Program Director has built her Nursing Education Team to follow evidence-based practice. She shows strong visible nursing leadership. Her accomplishments as a director of Organizational Development in Nursing Education and Research are a map of how to work with a team to build active shared governance with accountable and autonomous nursing practice.
Innovation is her strong suit and she never fails to amaze our organization. Ms. Parrotte is innovative with her team. She conducts meetings to brainstorm innovations and gets a team perspective. She is a big proponent of literature review and best practices. She is a strong supporter of teamwork with peer review. Her team shares their innovations at monthly meetings. All staff are recognized for their accomplishments. Her team has been creating best practices in the past 3 years as she has led our team to new programs that have been recognized regionally, nationally, and internationally. Under her leadership, we have started 6 Institutional Review Board (IRB) research projects. Our simulated teaching program and two new simulation labs and its programs have been recognized at technology conference in Houston, Texas for the interdisciplinary program development of teaching escort, non-nursing, personnel how to respond to a code when the patient is in distress. The escort department has recognized 2 patients in distress since participating in the simulations and has appropriately responded to save the patients in distress. The assorted simulation lab programs with nurses and interdisciplinary staff were accepted as a presentation at a conference in Scotland. This simulation program has now developed into an IRB research project.
Recruiting and retaining nurses has been a challenge in our post-COVID environment. Ms. Parrotte sought out her team to implement and come up with a plan to entice nurses who are new to the nursing profession to work at our facility and they use our programs to pick the specialty areas they prefer to work in. An innovative dual-role nursing program where nurses are hired for 2 specialty areas instead of one was launched and a nursing rotational program for new graduates was also initiated. These programs are being recognized by our hospital network and at national conferences. This program rotates new nursing graduates thru multiple units and then at the end of orientation, they pick the unit they would like to work in.
Ms. Parrotte believes in high customer satisfaction for staff, patients, and families. She uses statistics and literature to create best practices and always looks at the experience of the nurse. An engaged happy nurse provides great patient care. Two meditation rooms were established at the hospital and meditation is used throughout our nursing education programs. Ms. Parrotte also saw that nurses new to the profession, working so closely with the public, also needed to build their confidence in their abilities as new nurses. She recently offered a confidence conference to new nurses that was amazing results. The hospital network would like to offer this at some of its other facilities.
Ms. Parrotte does not stop there. She is working to build a culture of communication with nursing schools and the interdisciplinary staff. Magnet® rounding on the units, both nursing and interdisciplinary departments, concentrates on the great accomplishments of all the departments, and those accomplishments are celebrated and recognized in newsletters. Fragmentation is no longer a part of our hospital culture since all departments are involved in patient care. Our orientation programs have been redesigned and are being recognized within our network. Our nursing competency program was redesigned with the Donna Wright model and was recognized nationally at a conference and presented to our network as a model to follow. Ms. Parrotte spearheaded a new Inclusion Council. Her vision is to have inclusion for all staff where everyone is represented, heard and seen and that we all matter. Events have occurred locally and the council itself is a success with many committee members. Ms. Parrotte also started an Ambulatory Council since our future lies in a move to a more ambulatory vision of patient care. Our ambulatory units have been long ignored from communication with the inpatient hospital. Our ambulatory departments do excellent projects and those projects via the Ambulatory Council are now being recognized by the hospital and they now have a voice in our hospital culture.
Building a nursing education team and a Magnet facility is a big undertaking. Her vision and guidance and her development of multiple program clinical standards are being recognized locally, nationally, and internationally. It takes an amazing leader to gather the innovative collective voices of her Nursing Education Team to create so many programs in such a short time.
Innovation is her strong suit and she never fails to amaze our organization. Ms. Parrotte is innovative with her team. She conducts meetings to brainstorm innovations and gets a team perspective. She is a big proponent of literature review and best practices. She is a strong supporter of teamwork with peer review. Her team shares their innovations at monthly meetings. All staff are recognized for their accomplishments. Her team has been creating best practices in the past 3 years as she has led our team to new programs that have been recognized regionally, nationally, and internationally. Under her leadership, we have started 6 Institutional Review Board (IRB) research projects. Our simulated teaching program and two new simulation labs and its programs have been recognized at technology conference in Houston, Texas for the interdisciplinary program development of teaching escort, non-nursing, personnel how to respond to a code when the patient is in distress. The escort department has recognized 2 patients in distress since participating in the simulations and has appropriately responded to save the patients in distress. The assorted simulation lab programs with nurses and interdisciplinary staff were accepted as a presentation at a conference in Scotland. This simulation program has now developed into an IRB research project.
Recruiting and retaining nurses has been a challenge in our post-COVID environment. Ms. Parrotte sought out her team to implement and come up with a plan to entice nurses who are new to the nursing profession to work at our facility and they use our programs to pick the specialty areas they prefer to work in. An innovative dual-role nursing program where nurses are hired for 2 specialty areas instead of one was launched and a nursing rotational program for new graduates was also initiated. These programs are being recognized by our hospital network and at national conferences. This program rotates new nursing graduates thru multiple units and then at the end of orientation, they pick the unit they would like to work in.
Ms. Parrotte believes in high customer satisfaction for staff, patients, and families. She uses statistics and literature to create best practices and always looks at the experience of the nurse. An engaged happy nurse provides great patient care. Two meditation rooms were established at the hospital and meditation is used throughout our nursing education programs. Ms. Parrotte also saw that nurses new to the profession, working so closely with the public, also needed to build their confidence in their abilities as new nurses. She recently offered a confidence conference to new nurses that was amazing results. The hospital network would like to offer this at some of its other facilities.
Ms. Parrotte does not stop there. She is working to build a culture of communication with nursing schools and the interdisciplinary staff. Magnet® rounding on the units, both nursing and interdisciplinary departments, concentrates on the great accomplishments of all the departments, and those accomplishments are celebrated and recognized in newsletters. Fragmentation is no longer a part of our hospital culture since all departments are involved in patient care. Our orientation programs have been redesigned and are being recognized within our network. Our nursing competency program was redesigned with the Donna Wright model and was recognized nationally at a conference and presented to our network as a model to follow. Ms. Parrotte spearheaded a new Inclusion Council. Her vision is to have inclusion for all staff where everyone is represented, heard and seen and that we all matter. Events have occurred locally and the council itself is a success with many committee members. Ms. Parrotte also started an Ambulatory Council since our future lies in a move to a more ambulatory vision of patient care. Our ambulatory units have been long ignored from communication with the inpatient hospital. Our ambulatory departments do excellent projects and those projects via the Ambulatory Council are now being recognized by the hospital and they now have a voice in our hospital culture.
Building a nursing education team and a Magnet facility is a big undertaking. Her vision and guidance and her development of multiple program clinical standards are being recognized locally, nationally, and internationally. It takes an amazing leader to gather the innovative collective voices of her Nursing Education Team to create so many programs in such a short time.