Nursing Services
Overview of Nursing Services
Welcome
Lawrence Memorial and Melrose-Wakefield Hospitals perform nearly 12,000 surgical procedures each year. Approximately 100 registered nurses are specially trained to play a critical role in these operations.
"We work closely with experienced nurses for the better part of a year to achieve the competency and expertise we want them to have as operating room (OR) nurses in our hospitals," said Marie McCarthy, RN, vice president for education. "After that, they are always learning, staying current, and mastering new technologies and advanced procedures."
"Because our hospitals offer many surgical options, our OR nurses must have technical expertise in dozens of specialties, including orthopedics, gynecology, urology, and vascular surgeries," said Jim Bowden, MBA, RN, system director for surgical services.
The OR nurse is one of the many nursing specialties that requires special training and special people who love the work that they do.
"The surgical nurse is the team leader," explained Bowden, who worked as an OR nurse for 25 years. "She or he ensures that everything and everyone is fully prepared, that equipment is in order and carefully monitored, and that the patient is comfortable." The OR nurse is with the patient before, during, and after the operation, assists the anesthesiologist and physicians, and makes important decisions to ensure the safety and comfort of the patient.
"I've been an OR nurse at LMH for 25 years, and I still love it here," said Jean Cogan, RN, an OR nurse at Lawrence Memorial Hospital. "The people - the doctors, the nurses, and, most of all, the patients - are wonderful."
Nurses Week Recognition
We want to hear from our nurses about how they would like us to celebrate/recognize them during Nurses Week. Simply complete this survey by clicking on the link below.Nurses Week Survey
To join our nursing team
To join our nursing team, call our nurse recruiter at (781) 979-3055, or search our website.
Nursing Council
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Council |
Mission |
Purpose |
Meeting Schedule |
Contact Person(s) |
Government Affairs |
The mission of this council is to highlight and address government, regulatory and legislative issues that will impact nursing at Hallmark Health and mobilizes nurses to become active in government and legislative affairs. |
The purpose is: (1.) to monitor, initiate and review legislative and regulatory activities as they apply to Hallmark Health System; (2.) to educate the healthcare team and the community we serve regarding the impact of healthcare legislation; and (3.) to implement activities that enhances the voice of nursing while promoting a healthy community. |
First & Third Tuesday every month from 1-2:30pm |
Carol Downes |
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Education Council |
The mission of this council is to develop educational activities that improve patient outcomes and patient safety and foster the professional development of the staff. |
The purpose is: (1.) to encourage and promote educational initiatives that will improve patient outcomes and foster the safe passage of our patients by providing basic or advanced education and (2.) to provide opportunities for professional development by means of journal clubs and other educational activities identified as areas of interest for our staff. |
Anticipating all day meetings in the fall…to be determined . |
Please contact either Beth or Marie. Beth Campbell (306-6796)/Marie McCarthy (306-6601) |
Quality and Safety Council |
The mission of this council is to develop quality and safety initiatives that will improve patient outcomes and patient safety and inspire nurses to sustain an excellent culture of quality and safety at Hallmark Health. |
The purpose is: (1.) to identify opportunities to improve organizational nursing performance related to nurse sensitive indicators in order to implement and manage all aspects of the Nursing Performance Improvement Plan and other quality initiatives. This monitoring and evaluation of nursing care will assist in improving the quality of care delivered to our community; (2.) to highlight best nursing practices annually in order to provide opportunities to enhance patient safety by undertaking failure mode effect analyses (FMEA) to ensure a safer environment for our patients. |
All day meetings once a month as follows: |
Brian Pinelle (6783) |
Nursing Resource Management Council |
The mission of this council is to focus on the management of resources for nursing services, the availability of these resources and the development of innovative staffing programs to ensure safe and competent nursing personnel. |
The purpose is: (1.) to oversee the development of system wide float that will increase staffing flexibility and decrease premium labor costs. (2.) to review payment policies to ensure standardization and equity. And (3.) to review and analyze nursing services staffing hours and skill mix in comparison to the National database for Nursing Quality Indicators and make recommendations for achieving benchmark means |
Currently meeting on the second Thursday of each month from 9:00 am to 10:30 am at alternating campus sites |
Laurie McCadden (6387) |
Clinical Nursing Informatics Council |
The mission of this council is to oversee the development and implementation of computerized nursing documentation to ensure accurate and timely nursing documentation according to regulatory agencies. |
The purpose of this council is: (1.) to facilitate the cultural changes brought about by the technological advances associated with the implementation of the electronic health record; (2.) to assist nurses to see the advantages of integrating informatics into their daily practice to strengthen decision making at the point of care; (3.) to improve interdisciplinary communication; (4.) to identify workflow process changes; (5.) to enhance patient safety; (6.) to foster collaboration between health care providers; (7.) to impact patient health outcomes; (8.) to position ourselves to maximize future projects designed to improve patient care and workload efficiency; (9.) to develop a set of nursing informatics competencies for staff and (10.) to serve in consultative role for system information services projects (ex. Computerized Physician Order Entry) and their impact on nursing workflow and processes. |
Currently meeting every Tuesday from 8-4pm. Once project is completed would anticipate meeting monthly. |
Kathy Tayler, RN |
Nursing Practice Council |
The mission of this council is to oversee the development, revisions and deletions of nursing policies, procedures, standards and guidelines for Hallmark Health Nursing Services. |
The purpose of this council is: (1.) to ensure that all current policies, procedures, standards and guidelines are consistent with the philosophy of the Nursing Department, the Nurse Practice Act, Nursing Care and Practice standards, JCAHO standards and the standards of various professional and specialty organizations and regulatory agencies; (2.) establish a mechanism to ensure timely communication of new/and or revised policies, procedures, standards and guidelines to staff; and (3.) to incorporate quality improvement findings and recommendations into appropriate policies, procedures, standards and guidelines to enhance the delivery of high quality patient care. |
4th Tues. each month except July and Aug. Nov. Dec. only one meeting on Tues. Dec. 5 |
Diane Hanley, RN |
Nursing Leadership Council
Team Vision
We, the Nursing Leadership team at Hallmark Health, will cultivate and sustain an environment that embraces the forces of magnetism exemplifying nursing and leadership excellence.
Team Mission
We, the Nursing Leadership Team of the Hallmark Health System, integrate the standards of best practices; building upon each other's strengths, fostering collaboration, open communication and critical thinking. We promote professionalism in nursing that is centered on the ideas of caring, safety, quality, diversity, mutual respect and trust. We are committed to autonomy, accountability, lifelong learning, and a passion for excellence.
Team Values and Behaviors
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Values |
Behaviors |
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Respect |
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Integrity |
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Supportive |
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Commitment |
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Reflective Listening |
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Nursing Leadership
Diane Hanley, MS, RN, BC
Diane is currently the Associate Chief of Nursing Operations at Hallmark Health, Melrose Campus and ACNO Professional Practice and Magnet Designation for Hallmark Health System.
Diane received her BS from Saint Anselm College in Manchester NH and her MS from Salem State College in Salem MA. She has successfully completed her Executive Juris Doctorate - Health Law as a distinguished scholar.
Diane has over 30 years of nursing experience in hospital organizations in a variety of positions. Diane's professional experience includes being the Chair and member of the Massachusetts Board of Registration in Nursing for five years, the Director of Practice and Quality, and the Director of Cancer Care Education and Practice and Quality.
Among her many accomplishments she cites: Achieving Magnet designation at two institutions, developing and implementing the Nursing Quality dashboard, co-led two successful JCAHO hospital surveys, developed and implemented student placement program for area schools of Nursing.
Diane is credited with over 20 presentations and 10 publications and is a member of many professional organizations.
Laurie McCadden, M.S., R.N.
Laurie McCadden currently holds the position of Associate Chief Nursing Officer, Nursing Operations, for the Hallmark Health System. In this role, she is responsible for the operational and financial aspects surrounding the management of nursing resources at Hallmark Health System. She has held medical/surgical, pediatric and critical care staff positions, as well as education and management positions at Lawrence Memorial Hospital of Medford prior to its inception into the Hallmark Health System.
Ms. McCadden holds a baccalaureate degree in nursing from Fitchburg State College and a master’s degree in nursing from the University of Massachusetts at Lowell. She is an active member of the Massachusetts Organization of Nurse Executives.
Marie B. McCarthy, MS, RN
Marie McCarthy currently holds the position of Vice President for Education, Lawrence Memorial/Regis College Nursing Program and Associate Chief Nursing Officer, Hallmark Health System. In this dual role, she is responsible for the administration of the College's associate degree nursing program as well as continuing professional education and development for the patient services division of the health system. She has held numerous positions in educational administration in the past, as well as positions in clinical nursing as a psychiatric clinical nurse specialist.
Ms. McCarthy has been a member of the Massachusetts Board of Registration in Nursing for thirteen years, serving as Chair for four of those years. She is active in state and national regulatory matters impacting the practice and education of nurses. Ms. McCarthy also served as a Commissioner on the National League for Nursing Accrediting Commission for five years and is currently a peer evaluator for that organization. She holds a baccalaureate degree in nursing from Boston College and a master's degree in nursing from Boston University.
Ms. McCarthy is a member of Sigma Theta Tau as well as many other professional and community organizations. She presents frequently on nursing topics throughout the state.
Brian J. Pinelle, MBA, RN
Brian Pinelle currently holds the position of Associate Chief Nursing Officer-Lawrence Memorial Hospital. In this role, he assumes 24-hour responsibility and accountability for the delivery of professional nursing care and the allocation of resources within the Department of Nursing to Lawrence Memorial Hospital. He has held positions in nursing leadership in the past and has practiced in such clinical settings as telemetry and the emergency department.
Mr. Pinelle is a member of the Medford Board of Health and an active member of Hallmark Health's community teams of Stoneham and Medford. He holds a baccalaureate degree in nursing and a master's of business administration in health care from Rivier College.
Kathleen M. Charbonnier, RN
Kathy Charbonnier is currently the Director of the Intensive Care Unit (ICU) and Telemetry Unit for the Lawrence campus of the Hallmark Health System. She is responsible for implementing all operational and administrative decisions for the ICU and Telemetry unit. She has been employed at the Lawrence campus for twenty-five years, including over twenty years as an ICU staff nurse, three years as the clinical leader of the ICU, and in her current role as Director for one year.
Ms. Charbonnier has been an instructor in Advanced Cardiac Life Support (ACLS) and has given numerous presentations related to current best practice in critical care, and how to maintain an environment that promotes staff awareness of providing quality nursing care. She collaborates with the Associate Chief Nursing Officer and other directors at Hallmark Health to continually promote high quality patient care. Ms. Charbonnier is presently enrolled in Jacksonville University in the BSN/MSN program.
Roberta Coombs, RN
Roberta Coombs currently holds the position of Director of Emergency Nursing and IV Therapy at the Lawrence Memorial Campus of The Hallmark Health System. Ms. Coombs has been employed at Hallmark Health System for 38 years; 33 years at Malden Hospital and five years at Lawrence Memorial Hospital. Her background includes 32 years as an Emergency Department Nurse, including 21 years in the ED Critical Care Management role.
She has 24-hour responsibility and accountability for clinical and management functions/decisions, as well as for monitoring and evaluation activities pertinent to the operations of the Emergency Department and IV Therapy. In addition, she is responsible for overseeing nursing functions for Prompt Care.
She holds a baccalaureate degree in Health Administration from North Eastern University and is the recipient of the Dean's Citation Award for the Health Profession & Science Program. She is a member of the Emergency Nurses Association, as well as other professional and community organizations.
Deborah L. Cronin-Waelde, RN
Carol Downes, MSN/MBA, RNC
Carol Downes currently holds the position of Nursing Director for Maternal-Child Services at Melrose-Wakefield Hospital. As such, she is responsible for oversight of the Pediatric Unit, Labor & Delivery, the Mother-Baby Unit, and the Special Care Nursery.
Ms. Downes has worked at Melrose-Wakefield Hospital for more than 30 years in a variety of clinical settings within the Maternal-Child Service. She has been part of the nursing leadership team for the past seven years.
She holds a baccalaureate degree in nursing from Salem State College and is a graduate of Salem State College's MSN/MBA Program. Ms. Downes is a member of Sigma Theta Tau as well as many other professional organizations.
Elaine S. Gale, B.S., M.S., M.H.A
Elaine S. Gale has over 25 years in hospital and physician practice organizations as a critical care clinical nurse specialist, Director of Strategic Planning, Administrative Director of Ambulatory Care, and Associate Administrator for Clinical Services at a large multi-specialty physician practice. Elaine is currently the System Director for the Cardiac and Endovascular Service line for Hallmark Health System.
Elaine received her BS from the University of Massachusetts, Amherst, MS from Yale University, New Haven, and MHA from the University of Colorado, Boulder. Elaine is a member of the ACHE, HCFA, and MGMA.
Joyce Granara, RN
Joyce Granara is the Director of Surgical Services Nursing, which covers the Operating Room, Surgical Day Care, Pre-op Testing, Endoscopy, The Post Anesthesia Care Unit and Central Processing Departments at The Lawrence Memorial Campus of Hallmark Health.
She has been employed at The Lawrence Memorial Campus for 33 years, starting as an RN on the Medical/Surgical Unit. She came to the OR in 1981 as staff nurse and then Clinical Leader, and assumed the role of Director in 1989.
Ms. Granara assists in the Preoperative Program through the School of Nursing and teaches BLS. She provides in-services to her departments and maintains and promotes quality care for all areas under her tutelage.
Theresa Johnson RN BSN
Theresa Johnson currently holds the position of Director of Medical-Surgical Nursing for West Two at the Lawrence Memorial Campus of Hallmark Health. The primary responsibility of this position is to provide an environment for the delivery of professional, quality, nursing care to a variety of medical and surgical patients on the 41 - bed unit. Mrs. Johnson’s nursing background includes 16 years as an ICU/CCU staff nurse which included roles of preceptor, charge and interim manager. Theresa has also held a position as a Nurse Consultant to a major auto and home insurer. Just prior to accepting this role, she was the Clinical Resource Nurse at Lawrence Memorial for the medical - surgical units.
She holds a Bachelor’s degree in Nursing from Fitchburg State College, graduating Magna Cum Laude and as a member of Sigma Theta Tau.
Dauren Nowell, BSN, RN
Dauren Nowell currently holds the position of Director of Psychiatric Nursing at the Lawrence Memorial Hospital of Hallmark Health Systems. This position assumes 24-hour responsibility and accountability for care delivery and resource allocation on the two inpatient Geriatric Medical-Psychiatric Units (18 bed non-secured unit and a 16 bed secured unit) on the Lawrence campus.
Ms. Nowell oversees a multidisciplinary team comprised of nurses, nursing assistants, social workers, occupational therapy staff, mental health workers, and secretarial support staff. She is responsible for implementing all operational and administrative decisions for the Medical-Psychiatric Program. She works collaboratively with the Associate Chief Nursing Officer, the System Director of Behavioral Health Services, the Chief of Psychiatry and other directors at Hallmark Health to continually promote high quality patient care.
Ms. Nowell holds a baccalaureate degree in Nursing from Marquette University. She has worked at the Lawrence Memorial Hospital for the past nine years, as a staff nurse on the Medical-Psychiatric Units for seven years and in her current Director position for the past two years.
Miguel Rivera, RN, BSN
Kathleen Taylor, RN, BA
Kathleen Taylor is in the new position of the Nursing Informatics Specialist. She has a B.A. in biology from Trinity University in Washington D.C. and a baccalaureate degree in Nursing from Holy Family University in Philadelphia. Her experience has been in psychiatric nursing and as a nurse on a TCU unit. Most recently she has been a Nursing Informatics Educator. She will be part of the team that will implement new clinical information systems and monitor their impact on nursing care. " I recall the first time I was able to pull up a patient's lab value quickly because of the new computer system my hospital had just rolled out, and that planted the seed that brought me to nursing informatics. I want others to have that same positive experience with computers that I had."
Paula Thrower, RN
Sharon Turcotte, BSN, RNC, CWS
Lillian Yadgood, BSN, RN
Synergy Professional Model of Care
The Hallmark Health System professional model of care is the Synergy Model – a holistic model where patient/family needs are matched to a nurse’s level of expertise, which directly contributes to optimal patient outcomes. The Synergy Model specifically describes relevant aspects of the nurse-patient, nurse-nurse and nurse-system relationships. The Synergy Model, developed by the American Association of Critical Care Nurses, describes a patient-nurse relationship that supports the primacy of patients and families. All nurse-patient/family assignments are based upon matching patient/family needs to nurse competencies.
Introduction The Synergy Model describes a cluster of personal characteristics that each patient and family brings to a healthcare situation. These 8 characteristics are dynamic and span a continuum of health to illness and include: stability, complexity, vulnerability, predictability, resiliency, participation in decision-making, participation in care, and resource availability. Nursing competencies, derived from the needs of patients, are also described in terms of evolving professional practice. The Synergy Model describes eight dimensions of nursing practice that span the continuum from competent nurse to master clinician nurse. These include clinical judgment, clinical inquiry, caring practices, response to diversity, advocacy/moral agency, facilitation of learning, collaboration and systems thinking. These competencies reflect a dynamic integration of knowledge, skills, experience, and attitudes needed to meet patient’s needs and optimize patient outcomes. The Hallmark Health System professional advancement program is based upon evolving expertise within these eight dimensions of nursing practice.
Within the Synergy Model and consistent with patient/family-centered-care, patients and families are, or assisted to become, active participants in the patient/family-nurse interaction. The interaction is synergistic; specifically, it is reciprocating and co-constituting. The nurse comes to “know” the patient and family and the patient and family comes to “know” the nurse. When this relationship demonstrates engagement and synergistic then optimal patient outcomes are more apt to occur.
Core Values
- We believe that excellence in care is provided through meaningful therapeutic relationships with patients and their families, continuity in care is a core element of our model of care.
- In support of fostering therapeutic patient/family-nurse relationships, the Clinical Nurse Leaders and Staff Nurses work together to build continuity in nursing care over the patient’s illness trajectory by assigning a limited number of nurses to the patient/family.
- As colleagues, more experienced nurses mentor less experienced nurses.
- Since the needs of patients vary across the system, we have a varying number of Staff Nurses and Advanced Practice Nurses who provide varying levels of expertise on each unit to best accommodate patient needs.
Assumptions: Each patient and family is unique with various capacities for health and vulnerability to illness. Patients possess a singular genetic and biological makeup that establishes their capacity for health. Each individual practices various degrees of healthy behaviors, for example, healthy diet, exercise, and stress reduction. Each lives in a community with different economic structures, government, social organization and community perceptions. All exist within a macro social structure consisting of societal infrastructure, the physical environment, cultural characteristics, and population perceptions. All these factors place the patient in context of an individual within a unique environment and circumstance that impacts the nursing care required of the particular patient and family.
Patient Characteristics of Concern to Nursing
Stability is the ability to maintain a steady state. Stability can be used to describe any vacillating phenomena that impacts nursing care; for example: physiological stability, psychological stability, emotional stability, family or social stability.
Complexity is defined as the intricate entanglement of two or more systems. This characteristic includes multiple systems and/or therapies, for example, body systems, family and social systems, and/or therapeutic interventions.
Vulnerability is a susceptibility to stressors that may adversely affect patient outcomes. Patient vulnerability considers the patient’s risk for adverse outcomes. For example, individuals may present with co-morbid conditions that place them at high risk for associated adverse outcomes and/or patients receiving certain therapies may be at risk for associated complications. Anticipatory assessment and management of associated risks or co-morbid conditions impacts the patient’s nursing care and recovery.
Predictability is the characteristic that allows one to expect a certain trajectory of illness. While most patients have a predictable course of illness, some individuals do not respond in the typical fashion. When predictable, the patient’s care can be managed using traditional practice guidelines; when unpredictable, practice guidelines are not helpful. Also, when the patient or their diagnosis is unknown, one cannot anticipate the patient’s response to interventions or predict the patient’s trajectory of illness.
Resiliency is the capacity to return to a restorative level of functioning using compensatory and coping mechanisms. Given the patient’s individuality, some patients easily return to a stabile state where others do not. How a nurse approaches and plans interventions that may challenge the patient’s stability is certainly based upon the individual’s capacity to restore homeostasis.
Participation in decision-making describes the extent to which the patient or family engages in decision-making. The patient’s and family’s capacity, desire, and level of decision-making in daily management and overall treatment vary dramatically within the care environment. At different points during their illness, the nurse stands in for, or beside a patient and family to support them though a decision that will impact their care and management.
Participation in care describes the extent to which the patient and family participates in care activities. Again, the patient’s and family’s capacity, desire, and level of participation in care vary dramatically within the care environment. At different points during their illness, the nurse either provides or helps the patient and family give care.
Resource availability is the extent of resources the patient, family, or community brings to the care situation. Resources include personal, physiological, social, technical and financial. The extent of available resource impacts the level of support nurses need to provide patients and their families.
Nurse Competencies of Concern to Patients and Their Families
The Synergy Model nurse dimensions are used to frame nursing competence within Hallmark Health System. The competencies form the basis of the nursing job descriptions. Evolving expertise in each dimension is linked to the Hallmark Health System Department of Nursing Professional Recognition Program. As individual nurses level’s of expertise are determined, an optimal balance of clinician, advanced clinician, expert clinician and master clinicians on a unit is determined based upon the patient population served.
Clinical judgment is the ability of nurses to use their clinical knowledge to affect patient outcome. It is defined as clinical reasoning, which includes clinical decision-making, critical thinking, and a global grasp of the situation, coupled with nursing skills acquired through a process of integrating formal and experiential knowledge. Patricia Benner’s From Novice to Expert has enriched how the Nursing profession has come to understand clinical knowledge development. Clinical wisdom is not solely dependent on years of experience but on experience gained from years of learning and applying knowledge gained to each successive patient.
Clinical inquiry involves resolving clinical problems that occur at the bedside and in the care environment. It is an ongoing process of questioning and evaluating practice and providing informed practice and creating practice changes or innovation through research utilization and experiential learning. It is a matter of asking good questions, delving into the literature to answer those questions, and bringing the best evidence to the bedside. Clinical inquiry is all about seeing, questioning, finding the evidence, and making practice changes.
Caring practices makes our clinical judgment visible. Caring practices include a constellation of nursing activities which are responsive to the uniqueness of the patient and family and that create a compassionate and therapeutic environment with the aim of promoting comfort and preventing suffering. Caring practices, such as presence and vigilance, create a safe environment for patients to be sick in. Caring practices, extended to all members of the care team, creates a therapeutic milieu. Caring practices include not only what nurses do but also how they do it. Pain assessment and management are fundamental caring activities. Nurses are engaged during difficult situations, they help the patient and families understand and decide out how best they can get though tough situations. All patients are unique with different values and beliefs that nurses learn so they can know what is important to the patient and their family.
Response to diversity involves the sensitivity to recognize, appreciate, and incorporate differences in the provision of care. Differences may include, but are not limited to: individuality, cultural differences, spiritual beliefs, gender, racial, ethnicity, family configuration lifestyle, socioeconomic status, age, values, alternative medicine involving patients/families and members of the healthcare team. Nurses help families identify, for themselves, what is important to them as individuals and support them though difficult decisions.
Advocacy/moral agency involves working on another’s behalf and representing the concerns of the patient/family/community and serving as a moral agent in identifying and helping to resolve ethical and clinical concerns within the clinical setting. Because of Nursing’s unique relationship with patients and families, nurses often are the voice for patients who cannot speak for themselves. Nurses carry on the moral tradition of nursing and serve as the patient and family’s moral agent; the person in whom things matter, the person who takes a stand and gives voice to patient and family concerns.
Facilitator of learning refers to nurses’ competency in facilitating patient, family and staff learning. This includes supporting a learning environment characterized by safe discourse, mentoring and team development. Teaching and patient and family learning is embedded in care, from our first interaction, where we orient patients and family to the care environment, to our last interaction, where we finalize instructions for home. We also assume major responsibility in coaching and mentoring the next generation of nurses and members of the interdisciplinary team.
Collaboration includes working with others (patient, family, healthcare providers, colleagues, community) in a way that promotes and encourages each person’s contributions. Collaboration involves intradisciplinary and interdisciplinary work with colleagues and ability to negotiate and resolve conflict. The nurse is the one person who knows the care environment and can pull a team of caregivers together in the best interest of the patient and family.
Systems’ thinking includes appreciating the care environment from a perspective that recognizes the inter-relationships that exist within and across healthcare settings. Making complex systems safe for patients is a skill. Whereas competent nurses operative on a micro level (unit and shift focus) and are just beginning to develop system savvy and strategies to facilitate change, expert nurses operate on a macro level (program and episode of illness focus), possess system savvy and easily apply a variety of strategies to facilitate change within complex systems.
References
American Nurses Association (2003). Nursing’s social policy statement (2nd ed.). Washington, DC.
Expertise in Nursing Practice: Caring, Clinical Judgment and Ethics. Benner, P., Tanner, C., Chesla, C., (1996). Clinical Wisdom and Interventions in Critical Care: A Thinking in Action Approach. Springer Publishing Co.
Benner P. (1984). From novice to expert: excellence and power in clinical nursing practice. Addison-Wesley Publishing Co., Inc.
Curley MAQ. Synergy: From Theory to Practice. Synergy: Continued. Origins of Synergy. Synergy in Publication. In MAQ. Curley (Editor). The State of Synergy. Excellence in Nursing Knowledge 2004; 1(1) www.nursingknowledge.org/enk
Curley, M.A. (1998). Patient-nurse synergy: optimizing patients' outcomes. American Journal of Critical Care, 7(1), 64-72.
Curley, M., & Wallace, J. (1992). Effects of the nursing participation model of care on parental stress in the PICU: a replication. Pediatric Nursing, 7(6), 377-385.
Curley, M. (1988). Effects of the nursing mutual participation model of care on parental stress in the PICU. Heart Lung, 17(6), 682-688.
Hagerty, B., & Patusky, K. (2003). Reconceptualizing the nurse-patient relationship. Journal of Nursing Scholarship, 35 (2). 145-149.
Tanner, C.A., Benner, P., Chesla, C., Gordon, D.R. (1993). The phenomenology of knowing the patient. Image, 25, 273-280.
The Massachusetts Nurse Practice Act: Massachusetts General Laws (M.G.L) chapters 13, 14, 14a, 15, 15d and chapter 112, 74-81c of 244 CMR sections 3.00-9.00
Guiding Principles
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Consistent and Visible Support
- Mutual commitment to learn and grow together
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Trust
- Belief in the character and competence of each other, including clinical competence, interpersonal competence, cultural competence, leadership competence, and critical thinking ability
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Mutual Respect
- Recognizing the intrinsic value of each member of the care delivery team
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Open and Honest Communication
- Belief in the importance of direct, open, honest and timely communication
Hallmark Health Nursing Philosophy
In concert with the mission, vision and values of Hallmark Health, the professional nurse, with the support of the nursing care team, embraces the following commitments to our internal and external community:
- We embrace RESPECT as the cornerstone of our actions, supporting each other as well as the needs of our patients and their families while valuing cultural, ethnic and religious diversity regardless of race and social standing. We believe in upholding the DIGNITY and WORTH of every member of our health care family and every patient we serve.
- We believe that by functioning within our professional standards of practice, we provide safe, quality patient care. Through our care delivery model we promote COMPETENCE, COMPASSION, COMMUNICATION and CRITICAL THINKING in health promotion and disease prevention across the continuum of life.
- We believe as professional nurses we practice AUTONOMOUSLY with ACCOUNTABILITY and RESPONSIBILITY in managing and coordinating patient care. We are committed to ADVOCATING for patients to achieve optimal outcome oriented care.
- We are committed to COLLABORATION with the entire health care team to provide the highest quality holistic patient and family-centered care.
- We are DEDICATED to providing comprehensive care guided by ethical principles and utilizing sound judgment.
- Our unique culture of caring embraces a SHARED GOVERNANCE MODEL which promotes involvement of each individual toward the achievement of common goals.
- We believe that through a life-long commitment to our individual and collective professional growth and development, we promote optimal patient outcomes relying on the best of research and experience.
- It is in utilizing and sharing our experiential wisdom that we cultivate an environment of excellence and high professional and personal satisfaction.
Professional Recognition Program
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Nursing Service Organization & By-Laws
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Library Survey
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Mission
The mission of the Hallmark Health Department of Nursing is to provide quality care to patients and families of the communities we serve. This mission fosters a nursing culture which promotes nurse leadership and autonomy, professional development, critical thinking and cultural competence.
Vision
As professional nurses and members of the nursing care team, our most important responsibility is achieving positive outcomes for our patients and nursing staff. It is through our professional practice model that we fulfill our vision
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