Creating a comprehensive hospital-based skin and wound care program to improve outcomes and decrease pressure injuries D uring my early tenure as a hospital chief nurse executive (CNE), there were concerns about the fragmentation of the skin and wound care program. An initial assessment was conducted to look at expert resources, quality, outcomes, and value (cost). Findings included: • There were two wound, ostomy, and continence (WOC) nurse specialists (NSs) providing consultations to inpatient units with little presence in ambulatory care.• The hospital's Skin & Wound Care Committee (SWCC), a required hospital committee, wasn't meeting because of a lack of interest from staff and leaders. The WOCNS committee chair felt frustrated that the staff, leaders, and providers lacked knowledge of contemporary, evidence-based care.