Delphine Okoro-Lindqvist

Lead nursing practice, quality, and workforce strategy for 4 hospitals, 38 ambulatory sites, and 4,200 RNs, LPNs, and techs; report to the system CEO and board quality committee. Cut contract-labor spend 61% ($48M to $18.7M) in 30 months by launching an internal float pool of 310 nurses, a nurse residency, and self-scheduling. Drove system Magnet redesignation (2022) and first-time Magnet for two community hospitals with exemplars in 5 of 5 components. Raised HCAHPS nurse-communication top-box from 74% to 83% and reduced CAUTI 42% and CLABSI 37% through unit-based councils and daily safety huddles. Reduced first-year RN turnover from 31% to 14% with a 12-month residency, preceptor stipends, and a clinical ladder reaching 1,100 nurses. Co-led Epic nursing-documentation redesign that cut charting time 22 minutes per 12-hour shift.

Directed nursing operations for a 520-bed Level I trauma center with 1,600 nursing staff and a $140M labor budget. Opened a 32-bed medical-surgical acuity-adaptable unit and a 24-bed observation unit, cutting ED boarding hours 35%. Implemented acuity-based staffing (patient classification) that held hours per patient day within 2% of target for 18 straight quarters. Led Joint Commission triennial survey with zero nursing-related findings.

Oversaw 5 ICUs (96 beds) and the rapid-response team; managed 9 nurse managers and 410 staff. Launched a tele-ICU partnership covering 3 rural affiliates, lowering ICU mortality index from 1.08 to 0.91. Cut ventilator-associated events 48% with ABCDEF bundle compliance tracking.

Managed a 24-bed CVICU and 85 staff; raised RN certification rate (CCRN) from 22% to 64%. Built a post-cardiac-surgery fast-track protocol reducing average ICU length of stay from 2.9 to 2.1 days.

Provided care for high-acuity surgical and trauma patients; served as charge nurse for a 20-bed unit and super-user for barcode medication administration rollout.