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Vision for Nursing & Professional Practice
Patient-Centered Care Clinical Practice Model
Shared Governance
VISION FOR NURSING
Nursing at McLaren Northern Michigan provides exceptional patient-centered, interdisciplinary, evidence-based care. We place quality-caring relationships at the center of our practice resulting in a safe, compassionate, and healing environment.
PROFESSIONAL PRACTICE
Nursing, consistent with the mssion of McLaren Health Care, is committed to providing healthcare as we expect for our own family. We are committed to excellence. Our Professional Models of Care (right) is built upon the foundation of the Mission, Vision and Values, which we incorporate into our delivery of care. As such, at the heart of our organization, and permeating everything we do, are our SERVE values:
S afety of our patients and staff
E xcellence in all that we do
R espect for everyone all the time
V alue in all that we offer
E nthusiasm as our way of life
We acknowledge and accept the American Nurses Association (ANA) Nursing’s Social Policy Statement as the foundation of our practice. “Nursing is the protection, promotion and optimization of health and abilities, prevention of illness and injury, alleviation of suffering through diagnosis and treatment of human response, and advocacy in the care of individuals, families, communities and populations.” (ANA, 2003)
The American Nurses Association Scope and Standards of Nursing Practice guides, defines and directs nursing in all of our settings (ANA, 2004). We use this in conjunction with the Code of Ethics for Nurses with Interpretive Statements (ANA, 2001) to guide our ethical analysis and decision making across our nursing organization.
 Finally, the American Nurses Association Bill of Rights for Registered Nurses (ANA, 2001) is used as a framework to maximize the contributions McLaren Northern Michigan nurses make. The goal is to provide an environment to practice that supports dignity and autonomy in the workplace.
Integral to nursing at McLaren Northern Michigan are our beliefs and assumptions associated with Joanne Duffy’s Quality-Caring Nursing Theory (left). This framework demonstrates the importance of evidence-based practice and highlights the power of relationships. In accordance with this theory, and consistent with the McLaren Northern Michigan Vision, we believe nursing at McLaren Northern Michigan must be relentless in our pursuit of evidence-based practice and patient-centered care.
We are committed to providing an environment that continually seeks to improve delivery of patient care, facilitates change in practice, and encourages flexibility throughout all levels of care providers. The Clinical Practice Model (CPM) is utilized to support evidence-based practice and shared governance. Unit-Based Councils exist at a unit level and encourage Colleagues to participate in decisions affecting their practice and the clinical work environment. Collaborative interdisciplinary relationships are integral to the success of this model and regular participation by related disciplines is encouraged.
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McLaren Northern Michigan embraces the philosophy of a healthcare model called the Clinical Practice Model. This model creates a professional practice culture that supports the development of a healing environment for both the person receiving care as well as the provider.
The Clinical Practice Model emphasizes partnership development with all those involved in patient care, including patient and family, in the delivery of holistic care that meets the needs of that patient and his/her own family, resulting in an embracing system of patient-centered care. We believe that in order to help the patient achieve his/her best possible health we must consider the whole person with all his/her physical, emotional, cultural and spiritual dimensions.
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Communication and Shared Governance
Nursing Leadership Structure
Professional Nursing Council
Our Magnet Leaders
Magnet Steering Committee
Magnet Champion Committee
Meet Our Leaders
Meet Our Nursing Administrators
Meet Our Nurse Managers
Communication and Shared Governance
We believe communication is a major vehicle for the provision of quality patient care and for creating an optimal environment for patients and Colleagues. We also believe being the voice of nursing on issues that impact bedside nursing practice is essential in providing an environment that attracts top talent, best practice, and quality outcomes. Therefore, the Division of Nursing developed the Shared Governance Model (left).
Communication between members of nursing management and Colleagues within the organization is open and encouraged. Our philosophy at McLaren Northern Michigan is that issues should be resolved at the level at which they arise and that Colleagues fully participate in system design process changes which affect them. Communication occurs on a regular basis to provide an opportunity for Colleagues and management to share ideas and discuss concerns and problems related to the delivery of patient care and overall operations of the unit. The Shared Governance Model of Nursing is based on open communication between nursing units, governance councils, and nursing leadership.
Nursing Leadership Structure
Nursing Services is organized to ensure that nursing management functions are effectively fulfilled. The 2009 Nursing Organizational Chart (below) supports point-of-care decision making and sustains ownership and accountability. The ultimate goal of this structure is to facilitate the achievement of defined outcomes. The Chief Nurse Executive will have full authority, responsibility, and accountability for the compassionate, safe, and effective management of Nursing Services.
Professional Nursing Council
The Professional Nursing Council (PNC) is a cross-section of nursing leaders who provide a structured mechanism for the Division of Nursing to promote, communicate, and uphold the values and standards of excellence in clinical nursing practice. This Council serves as the governing body for the Division of Nursing and provides leadership and guidance to our six key operational Councils. These Councils include:
- Nursing Clinical Education
- Nursing Clinical Ladder
- Nursing Evidence-Based Practice
- Nursing Informatics
- Nursing Quality & Patient Safety
- Nursing Recruitment and Retention
Magnet Steering Committee
In addition to the core governance structure, the Magnet Steering Team of McLaren Northern Michigan has been established by the Chief Nurse Executive in accordance with the Mission, Vision, Values and Strategic Plan of the organization. The purpose of this team is to provide the structure and guidance for the implementation and development of the Magnet Certification initiative. This team is responsible for overseeing the development and achievement of all initiatives that relate to and embody the 14 Forces of Magnetism.
Magnet Champion Committee
The Magnet Champion Committee has been established by the Chief Nurse Executive and the Magnet Steering Committee. The purpose of this interdisciplinary committee is to communicate progress and feedback to both nursing and non-nursing departments regarding the Magnet initiative and Nursing initiatives as directed by the Governance Councils. The Champion Committee members are responsible to oversee the development and achievement of communication plans with the intention of sharing progress regarding Magnet, encourage story telling that supports the sources of evidence imbedded in the Magnet model, celebrate milestones of the Journey, be frontline spokespersons for the 14 Forces of Magnetism, and serve as liaisons between the Governance Councils and their units.
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