Mattia Gilmartin


Mattia Gilmartin headshot

Mattia Gilmartin

Executive Director, NICHE

1 212 992 9753

250 Park Avenue South
New York, NY 10003
United States

Mattia Gilmartin's additional information

Mattia (Tia) Gilmartin is the executive director of NICHE and a senior research scientist at NYU Rory Meyers College of Nursing. She also serves as the director of the Center for Continuing Nursing Education, where she oversees the College’s portfolio of continuing education programs for practicing nurses. She is a leader dedicated to improving healthcare services. She brings 20 years of firsthand experience with organizational and management forces that drive performance improvement. Her background as a clinician, researcher, and teacher makes her particularly skilled in analyzing complex problems and translating theory into practice. She favors entrepreneurial approaches and thrives in complex environments that require creative and flexible solutions. 

Gilmartin emerged as a thought leader in the areas of organizational change and health system effectiveness. She has a broad background that spans both nursing and management, with expertise in the areas of strategic management, economics, quality improvement, chronic disease management, and organizational design and change. She has published widely for both academic and practitioner audiences. Her ability to bridge the worlds of research and practice has enabled her to design and teach leadership and organizational development programs for nursing and general management audiences.

Prior to joining NYU Meyers in 2011, Gilmartin managed an interdisciplinary research group at INSEAD, a leading international business school in France. She also implemented a three-semester specialty track for the master’s degree program in clinical nurse leadership at the Hunter-Bellevue School of Nursing.

Among her many honors, Gilmartin received the Raven Award in 2000 for her outstanding achievement and service to the University of Virginia. She is the chair-elect for the Academy of Management, Health Care Management Division, and a fellow of the New York Academy of Medicine and the National Academies of Practice.

Gilmartin holds a PhD degree from the University of Virginia, a Master's of Business in administration from the University of San Francisco, and a bachelor's and master's degree in nursing. She completed a post-doctoral fellowship at Cambridge Judge Business School in organizational improvement and comparative health systems.

Post-Doctoral Fellowship - Cambridge Judge Business School
PhD - University of Virginia
MS, Nursing & MBA - University of San Francisco
BS - University of San Francisco

Nursing workforce

Academy of Management
American Nurses' Association
Clinical Nurse Leaders Association
Sigma Theta Tau Honor Society

Faculty Honors Awards

Raven Award, University of Virginia (2000)
Fellow and Distinguished Practitioner, National Academies of Practice
Fellow, New York Academy of Medicine


NICHE members choosing wisely® to ensure high-value care

Rand, K., Pettis, J., & Gilmartin, M. J. (2021). Geriatric Nursing, 42(1), 253-255. 10.1016/j.gerinurse.2020.12.004

Thinking like a geriatric nurse: Integrating the 4Ms and the SPICES model to support age-friendly nursing care for older adults

Gilmartin, M. J. (2020). Geriatric Nursing, 41(5), 662-664. 10.1016/j.gerinurse.2020.08.014

Factors Predicting Adoption of the Nurses Improving Care of Healthsystem Elders Program

Stimpfel, A. W., & Gilmartin, M. J. (2019). Nursing Research, 68(1), 13-21. 10.1097/NNR.0000000000000327
Background Registered nurses are often underprepared with the knowledge and skills to care for hospitalized older adult patients. One strategy to bridge this gap is for hospitals to adopt the Nurses Improving Care for Healthsystem Elders (NICHE) program: A nurse-led interdisciplinary organizational intervention to improve care of hospitalized older adults. Objectives This study aimed to identify the market, organizational and managerial, and sociotechnical factors associated with the adoption of NICHE among U.S. hospitals in order to understand factors that promote and inhibit the adoption of models to improve care for elders and to provide a basis for future studies that evaluate the effects of NICHE participation on patient outcomes. Methods We used an observational, retrospective design, linking three national administrative data sources, in a secondary analysis. Data included the 2012-2013 American Hospital Association Annual Survey, NICHE database, and the American Nurses Credentialing Center Magnet database. Multivariate logistic regression models were completed at the hospital level (n = 3,506). Results Statistically significant variables associated with hospital adoption of the NICHE program include using a medical home model, being in a network, having a pain services program, being in an urban location, and having over 100 beds. Discussion Understanding factors that promote the adoption of organizational interventions like NICHE holds promise for accelerating the use of evidence-based clinical practices to promote health, function, and well-being for older hospitalized adults. Our results provide a foundation for assessing the effects of NICHE participation on patient outcomes by identifying factors that account for membership in NICHE.

Improving disaster preparedness, response and recovery for older adults

Gilmartin, M. J., Spurlock, W. R., Foster, N., & Sinha, S. K. (2019). Geriatric Nursing, 40(4), 445-447. 10.1016/j.gerinurse.2019.07.006

Motivating people

D’Aunno, T., & Gilmartin, M. (2019). In L. Burns, E. Bradley, & B. Weiner (Eds.), Shortell & Kaluzny’s health care management (7th ed.). Cengage.

Process innovation in health care

Gilmartin, M. J., & Melzer, D. (2019). In Quality in Health Care: A new model for the new knowledge economy (pp. 17-26). Taylor and Francis. 10.4324/9781315192611-2
Health systems around the world are faced with the challenge of improving the efficiency, effectiveness and responsiveness of service delivery. Pasmore defines organisational technology as consisting of the tools, techniques, devices, artefacts, methods, configurations, procedures and knowledge used to acquire inputs, transform inputs to outputs and provide services to clients. Socio-technical theory provides a framework to examine the adaptation of new technology into the organisational routines for the delivery of clinical care. A recent review conducted by the NHS Research and Development Health Technology Assessment Programme (HTAP) highlights the flaws in the existing research and development model of clinical care technologies. The principle of emergent competition provides the foundation for a new model of process innovation for clinical care technology. The durable technology sector in health care, through a combination of intellectual property rights and regulatory requirements for proof of effectiveness has produced an extraordinary flow of new effective technologies.

Redoubling our efforts-a recap from the annual NICHE conference

Gilmartin, M., Santamaria, J., & Brody, A. (2017). Geriatric Nursing. 10.1016/j.gerinurse.2017.06.011

A self-efficacy scale for clinical nurse leaders®: Results of a pilot study

Gilmartin, M. J., & Nokes, K. (2015). Nursing Economics, 33(3), 133-143.

Increasing faculty capacity: Findings from an evaluation of simulation clinical teaching

Richardson, H., Goldsamt, L. A., Simmons, J., Gilmartin, M., & Jeffries, P. R. (2014). Nursing Education Perspectives, 35(5), 308-314. 10.5480/14-1384
AIM: To compare how the use of different "doses" of simulation in undergraduate clinical teaching affect faculty capacity. BACKGROUND: Since 2008, the NYU College of Nursing has used a "high dose" of simulation to substitute for 50 percent of the clinical hours in core medical-surgical courses to address a shortage of faculty and clinical sites. Johns Hopkins University School of Nursing has used limited, "low-dose" simulation hours to supplement clinical hours. METHOD: The evaluation included program data and surveys and qualitative interviews with faculty and students in each program. RESULTS: Implementing "high-dose" clinical simulation resulted in a nearly 50 percent increase in faculty capacity at NYU, expanding undergraduate enrollment from 613 students in 2007 to 900 in 2012, with no negative impacts on faculty work life or student outcomes. CONCLUSION: Substituting simulation for traditional clinical hours can be a sustainable and educationally sound option to increase faculty capacity.

Variations in clinical nurse leaders' confidence with performing the core role functions

Gilmartin, M. J. (2014). Journal of Professional Nursing, 30(4), 307-316. 10.1016/j.profnurs.2013.11.002
Clinical nurse leader (CNL) practice, by definition, requires individuals to make career transitions. CNLs must adjust to their new work role and responsibilities and doing so also entails individual adjustment. Prior work has not examined the role of individual-level factors in effective CNL role transition. This study contributes to CNL implementation efforts by developing understanding of personal and contextual factors that explain variation in individuals' levels of self-confidence with performing the key functions of the CNL role. Data were gathered using a cross-sectional survey from a national sample of registered nurses (RNs) certified as CNLs. Respondents' perceptions of their confidence in performing CNL role competencies were measured with the Clinical Nurse Leader Self-Efficacy Scale (CNLSES; Gilmartin MJ, Nokes, K. (in press). The Clinical Nurse Leader Self Efficacy Scale: Results of a pilot study. Nursing Economic$). The CNLSES is a 35-item state-specific self-efficacy scale with established measurement properties that assesses nurses' perceptions of their ability to function effectively as a CNL. Demographic data were also collected. Data were analyzed using a general linear regression model. One hundred forty-seven certified CNLs participated in the survey. Results indicate that respondents vary in their confidence with performing the nine role competencies associated with CNL practice. Results from regression analyses also show that respondents' confidence in their abilities to carry out the core functions associated with the CNL role varied significantly across geographic region, organizational type, and by CNL graduate program model. The results of this study show important differences in CNLs' levels of self-confidence with the core competencies of their role. As a result, it may be important to develop targeted career transition interventions to gain the full benefit of CNL practice.