Nursing
Strategic Plan
With the Vision as its core, the Nursing Strategic Plan takes a 4-prong approach:
- Evidence Based Quality Care
- The implementation of best practices through policy and procedure
- Educate for best practices
- Collect quality data that is disseminated to all disciplines
- Practice
- Shared governance
- Magnet Status designation of excellence
- Improved clinical resources
- Effective support systems
- Core competencies
- Education
- Educational opportunities for nursing
- Increase certifications
- Retention
- Employee recognition
- Adequate staffing
- Partnerships with colleges
- Resources
Vision
To foster a culture in nursing that is centered around nursing excellence for patients through implementation of best practice standards and personnel development.
What’s New
Accreditation
Hospital is currently moving toward Joint Commission Accreditation in 2009.
Nursing Councils
These shared decision making councils have been developed to give nurses a strong voice in establishing nursing practices and standards of care that support efficient and effective patient care.
- Professional Development Council is responsible for
- Orientation
- Core Competencies
- Continuing Education “Health Stream”
- Certifications
- Excellence Awards
- Clinical Ladder
- Nursing Practice Council is responsible for
- Standards of Nursing Care & Practice maintenance
- Utilization of Evidence Based Practice in development of policy and procedures
- Consistency of nursing practice across health care system
- Interdisciplinary planning
- Quality Control Council is responsible for
- National Patient Safety goals
- Performance improvement activities “scorecards”
- “Save 5 million Lives Campaign”
- Core measures
- Management Council is responsible for
- Policy and procedures implementation
- Center for Medicare Services and State regulatory preparation
- Management practices
Chief Nursing Officer
Kathy Kendrick, RN, MBA
Kathy Kendrick brings 25 years of progressive clinical, quality assurance, public relations, policy development and leadership experience in an acute care setting to her position at AMH. She has a master’s degree in Business Administration from Lemoyne College, Syracuse, New York; a B.S.P.A. with concentration in Business Administration from St. Joseph’s College, North Windham, Maine; and earned her nursing diploma from Crouse - Irving Memorial Hospital School of Nursing, Syracuse New York.
She began her nursing career at AMH as a staff nurse in the Critical Care Unit. She spent the next 19 years working as a nurse in intensive care, telemetry and orthopedics. In 2002 became the Director of Acute Care Services at Community General Hospital in Syracuse, then interim CNO/VP of Nursing before coming to AMH.
For 2006 & 2007 she was a member of the American Heart Association’s Go Red for Women luncheon committee; since 1989 a member of the American Association of Critical Care Nurses; and a member of the Central New York Organization of Nursing Executives.
She has either authored or coauthored articles throughout her career. She authored
“Health Management Improvement Model through Healthcare Alliance” as well as “Managing Hospital Length of Stay Reduction: A Multihospital Approach” in Health Care Management Review — Lagoe, Westert, Kendrick, Morreale, and Minch.
Nurse Managers
Barb Perkins, RN
Administrative Supervisor and Interim Nurse Manager of the Emergency Care Unit/Urgent Care Centers
Sherry Gunnip, RN
Nurse Manager of 4C
Emilie Hauger, RN
Nurse Manager of Perioperative Services
(Operating Room, Day Surgery, Recovery Room and PAT)
Teresa Fabrize, RN
Nurse Manager of 3M and CCU
Joseph Willson, RN
Nurse Manager of Behavioral Health Center
Tammy Sunderlin, RN
Nurse Manager of 2M
Elizabeth Kenneally, RN
Nurse Manager of OB/GYN
Michelle Rathbun, RN
Nurse Manager of Outpatient Surgical Services