Caring Headlines - November 15, 2001 - A gratefull hospital says, Thank-You!

This is a proud and historic moment," said Jeanette Ives Erickson, RN, senior vice president for Patient Care, as she introduced Marie LeBlanc, RN, nurse manager and DMAT supervising nurse, and her presentation, "To New York City and Back: Our Mission to Ground Zero." LeBlanc narrated a riveting photographic essay of the DMAT team’s deployment and work at Ground Zero. Before a backdrop of stunning images, LeBlanc spoke about the speed and efficiency of the team’s response; the changing focus of their mission driven by the changing reality at Ground Zero; the enormity of the destruction; and the incredible and unwavering support they received from fellow team members and from other DMAT teams who had been deployed from all over the country.

Bob Droste, RN, and Sally Morton, RN, described what it was like to be part of the second wave who helped staff the Cornell Burn Center at the New York Presbyterian Hospital. They spoke about having to quickly learn new equipment and technology, the high level of security surrounding the hospital, working long hours, and the incredible outpouring of support from the community, including cards and posters sent to the hospital by school children and others.

LeBlanc recognized the New York City police and fire fighters as the ‘real heroes,’ but applauded the "high level of organization, and the strength, spirit and courage exhibited by the entire DMAT team."

I would like to take this opportunity to say thank-you to all the brave ‘unsung heroes’ who characterized the MGH community in the aftermath of the September 11th tragedies. The unsung heroes are those of you who performed with dignity, caring and courage, the most difficult task of all, the job of staying behind!

In recent times, much has been written about the power of positive energy. Many religions testify that grace and prayer can create change, promote healing and move mountains. Nurse theorist, Martha Rogers, described human and environmental energy fields as open, infinite and integral with one another. James Redfield, in his book, The Celestine Vision, talks about a ‘responsive’ universe made up of an interconnecting web of energy relationships.

If we believe that we are all connected by energy, the terrible destruction generated by the terrorist attacks in September was offset, repelled, and in many ways, neutralized by the outpouring of positive energy from the MGH community! That healing energy was created by prayer, by covering a shift for a colleague, draping flags on office doors, talking with children, appreciating your family a little bit more, juggling your schedules to fill a sudden gap, making a donation to a meaningful charity, facilitating a debriefing, making a welcome-home sign... by asking, “Are you okay?” and listening to the stories, and by keeping the everyday routine at home and at work on track.

By doing these things, you have defended our way of life and operationalized the words of Buddha: “Hatred does not cease by hatred at any time; hatred ceases by love-this is the eternal law.” Please know that you all have made a difference during these difficult times. Please know that you all are my heroes!

On Wednesday, October 10, 2001, Patient Care Services celebrated a milestone in the evolution of our professional practice model. Five years earlier, we had come together to align our work. In our hearts and minds we were already a united multi-disciplinary team. All we needed was a plan that would allow us to think together, strategize together, and craft our future together.

From our goal to develop a professional practice model, emerged four key questions:

No one can really ‘define’ professional practice model. It is a framework that guides, supports, and helps organize our work. You, the decision-makers, are the backbone of our professional practice model.

The milestone we have just achieved is about your work, about our work, around collaborative decision-making. Collaborative decision-making places authority, responsibility, and accountability for patient care with practicing clinicians. And we have been successfully utilizing collaborative decision-making in our practice for five years now.

Our collaborative governance committees have brought this aspect of our professional practice model to life.

We have come a long way from where we started five years ago. The Staff Perceptions Survey tells me we are making great strides in changing our culture for the better. But we still have important initiatives to discuss, consider, develop and implement.

Collaborative governance is still young. But with every passing year, we are weaving our committee work into the fabric of Patient Care Services. All members of Patient Care Services are accountable for an inclusive decision-making mechanism that works to better serve our patients, their families, and staff.

I thank all who have participated on collaborative governance committees, including out-going committee leaders, Regina Doherty, OTR/L, Karen Hopcia, RN, Barbara Cashavelly, RN, Kristin Parlman, PT, Clare Beck, RN, Ed Burns, RRT, and committee coach, Donna Jenkins, RN. And welcome to those who are just beginning their membership terms. We look forward to helping you and working with you as we move forward.

Rewards for PCS employees who recruit or refer clinical staff for hire within Patient Care Services

The Fielding the Issues section of Caring Headlines is an adjunct to Jeanette Ives Erickson’s regular column. This section gives the senior vice president for Patient Care a forum in which to address current issues, questions, or concerns presented by staff at various meetings and venues throughout the hospital.

Jeanette: Collaborative governance is the communication and decision-making model that is employed within the structure of our professional practice model. It places authority, responsibility and accountability for patient care with practicing clinicians. Collaborative governance is based on the belief that

Jeanette: Eight committees comprise our collaborative governance structure. They are: Diversity, Nursing in Clinical Practice, Ethics in Clinical Practice, Patient Education, Nursing Research, Professional Development, Quality, and the Staff Nurse Advisory Committee. All committees are chaired by clinicians, and each committee is supported in its work by a coach who is a member of PCS leadership.

Jeanette: Members are responsible for attending committee meetings; communicating information back to managers/directors and colleagues; and bringing to the committee the thoughts and comments of their co-workers. Members are also responsible for actively participating in meetings, initiating discussions, asking questions, and problem-solving.

Jeanette: Co-chairs and members rotate every two years so that all staff have an opportunity to participate. These appointments are staggered to maintain the necessary experience level within each committee and to allow experienced members to mentor newer members. Typically, opportunities to participate on committees arise once a year.

Jeanette: Times and frequency of committee meetings vary, so check with committee leadership for specific scheduling information. If you’re interested in participating on a committee, there’s an annual report available through The Center for Clinical & Professional Development that may assist you in selecting the committee of interest to you. Speak with your manager or director to ensure your participation is supported. For more information, contact The Center at 726-3111.

A number of special events made it possible for staff, patients and families to take part in October’s celebration of Latin Heritage Month at MGH. Presentations, Nursing Grand Rounds, and a Latino Health Resource Table provided educational materials and information, while a Friday afternoon ‘fiesta’ supplied food, fun and frivolity!

The theme of this year’s celebration, "Paving the Way for Future Generations," was evident in many of the presentations, including, "Why Healthcare Needs the Foreign Language Interpreter Law," "Care of Latino Patients," and "An Inside Look at the Latino Culture, Heritage and History at MGH and Beyond."

Among those who shared observations were Allison Rimm, vice president of External Affairs, who spoke about our many advancements in diversity as an institution; Win Williams, MD, of The Multi-Cultural Affairs Office, who spoke about the importance of increasing opportunities for Latino clinicians and increasing the number of Latino and Latina professionals in our workforce; Ernesto Gonzalez, MD, stressed that it’s every one’s responsibility to improve services to our Latino patients and embrace opportunities for advancement; and Carmen Vega-Barachowitz, CCC-SLP, director of Speech-Language Pathology, shared some personal experiences about what it was like for a Latina woman coming to America for the first time. She spoke of the different influences that contribute to diversity within the Latino population, and of the similarities. Said Vega-Barachowitz, "There are common threads that run through all of us—the importance of family, religion, community, our way of communicating, our shared sense of ‘struggle.’ This is a time to celebrate our similarities!"

Deborah Washington, RN, director of the PCS Diversity Program, shared that with all the Latino festivities going on, she really felt part of the Latino community. "Wouldn’t it be nice," she said, "if we could make that feeling last all year... not just for the month of October!"

The Latino Heritage Month Planning Committee, chaired by Elena Olson, was a multi-disciplinary, multi-cultural team that included employees from Interpreter Services, AMMP, The Multi-Cultural Affairs Office, and Food & Nutrition Services (who prepared an authentic Latino fiesta from recipes submitted by committee members!)

Program is designed to enhance participants’ knowledge of latest developments in skin care and wound management. At completion of program, participants will be able to assess, implement, evaluate and document care for a range of common wound and skin-care problems.

Friday, December 7, 2001, 7:30am–4:15pm, Training & Development, Charles River Plaza

Congratulations to Laura Ghiglione, RN, staff nurse, Ellison 14, and Nancy Schaeffer, RN, Medical Oncology nurse practitioner, the recipients of this year’s Marie C. Petrilli Oncology Nursing Award. The Petrilli award is given annually to recognize the caring, compassion and commitment of MGH oncology nurses. The award ceremony has been re-scheduled for the spring; Ghiglione and Schaeffer will be formally recognized at that time.

On Wednesday, October 10, 2001, Patient Care Services celebrated another year of collaborative decision-making as the annual collaborative governance presentations and dinner were held in O’Keeffe Auditorium and the grand ballroom of the Holiday Inn. Committee leaders were asked to summarize the work and accomplishments of their respective committees over the past year, and share their goals for the future. An overview of their reports is included here.

Inter-disciplinary collaboration, effective communication result in timely discharge

Mr. G is a 57- year-old man who was transferred to MGH from a rehabilitation hospital in February. He had multiple medical problems, including bi-lateral below-the-knee amputations precipitated by severe vascular disease, diabetes, and renal failure requiring hemodialysis and frequent hospitalizations. Mr. G also suffered from severe depression, which caused him to attempt suicide by overdosing on insulin.

For this hospitalization he had been transferred from a rehabilitation hospital with a diagnosis of abdominal pain and sepsis. Mr. G underwent surgery and because of his fragile health, his recovery was long and challenging. Mr. G was a brilliant man, but had a very strong self-destructive streak. Growing up he was poor but received a full scholarship to an Ivy League college. He soon dropped out and began a slow decline into alcoholism. He found work in construction but continued to drink despite marrying and fathering two daughters.

We met Mr. G when he was transferred to White 8, two months into what would become a nine-month hospitalization. Lisa was Mr. G’s primary nurse; Karlene was his case manager. Little did we know the journey we would be taking together.

Mr. G’s long illness and frequent hospitalizations robbed him of his sense of control over life. This was manifest by his refusal to eat after receiving insulin. While we all understood his need for control, we were concerned about his falling blood-sugar levels. His labile blood-sugar readings caused not only serious medical problems, but also many missed therapy sessions. After working with him for a little while, we realized there were certain things he could control; but we couldn’t let him put his life at risk.

Lisa would stand in front of him and say, "You have to drink this orange juice," and he would drink it. We changed the time his insulin was given so that he wouldn’t receive it until breakfast. Slowly, a relationship and a trust developed. We realized he needed to retain some independence, so with the assistance of PT and OT he was able to shower independently, get in his wheelchair, and travel the hallways of MGH. Mr. G was a frequent presence at Coffee Central. Lisa would put a note on his chart alerting others to contact his nurses if they were looking for him—we knew all his favorite haunts.

It is challenging to care for patients who have struggled with substance abuse and adherence issues in the past. Being able to remain non-judgmental allows the patient to feel valued and cared for. But as challenging as it is for clinicians, it’s harder for families who often must reconcile painful memories with the demands of a frail husband or parent. Mr. G’s family struggled with a complicated history, and we frequently consulted social worker, Marilyn Wise, MSW, who had known the family in the past.

Mr. G’s recovery was slowed by infections, primarily related to his dialysis catheter. It became necessary for us to place a permanent access device in his arm, but due to his vascular problems, we had to place it in his (dominant) right arm. Mr. G refused. He feared something would go wrong and he would lose his right arm, and with it, his independence. He asked Lisa what to do. It is a great responsibility when a patient asks for this kind of guidance, so Lisa spent time talking with him about his options and his trust in the surgeons. Ultimately, he decided to have the graft placed in his right arm.

When Mr. G returned from surgery, his arm was cool and the pulse from the graft was weak. He developed difficulty moving his hand. We carefully monitored his condition and worked with the whole team involved with his care. Everyone had an opinion but no one was doing a very good job of communicating with each other or with Mr. G and his family.

We decided we needed a family meeting so that everyone’s concerns could be addressed. The team was going to meet 15 minutes before the meeting to prepare; we met for 45 minutes. Lisa forcefully advocated for Mr. G and the need to establish a concrete plan to deal with his graft and discharge plans. Karlene helped us look at all of the conflicting views involved in the case. Then we met with Mr. G and his family.

Things could have gone very badly at this meeting—complex family dynamics, unresolved issues about the best way to treat his graft, and a myriad of unknowns about the future. But it went well. The team was united, and Mr. G and his family could see that we were working together to do what was right for him. The next day, tests showed that the graft could not be saved, and it was removed. Occupational therapist, Tricia Cincotta, OTR/L, and physical therapist, Bob Dormund, PT, aggressively worked with Mr. G to maintain function of his hand.

Mr. G’s long journey was drawing to an end. He told us he wanted to return home. We all understood, but we didn’t want him to fail once he got home. To prevent that, we felt he needed the expertise of a rehabilitation hospital, and he finally agreed.

Throughout his stay, Mr. G and his family worked with three case managers. All encountered difficulties as they planned for Mr. G’s discharge. Karlene was finally able to get the Gs to agree on a few facilities and then advocated for his admission. She enlisted the assistance of MGH therapists to talk to therapists in these facilities. The attending physician made phone calls.

Mr. G was screened and rejected by all of the facilities to which we applied. It was not going to be easy to place Mr. G with his complex medical needs. Finally, our persistence paid off when he was accepted by two rehab hospitals. The family refused one of the options, and Mrs. G expressed anxiety at the prospect of the other, saying she didn’t think it was a good idea. Knowing her, Karlene reminded Mrs. G that this had been their first choice and was probably the best place for him. Perhaps because of what we had been through together, she agreed.

The rehabilitation hospital wanted to transfer Mr. G that day right after his dialysis treatment. Lisa was off that day, and Karlene wasn’t there when he left. While we both wish we could have seen him before he left, we realized that after our long journey together, nothing had been left unsaid.

The entire team had a great feeling of accomplishment at finally getting Mr. G into an acute-level rehab facility, when so many complications could have prevented it. We felt like this might be Mr. G’s last chance to regain his independence, return home, and perhaps start picking up the pieces of his life. Mr. G’s case is a powerful example of what can be achieved when all members of the healthcare team come together to advocate for the patient and his family. While the trip was far from easy, we reached our final destination, and it was, indeed, a beautiful conclusion.

Comments by Jeanette Ives Erickson, RN, MS, senior vice president for Patient Care and chief nurse

What impressed me about this narrative was that the accountability of each discipline overlapped the accountability of other disciplines. This was truly a collaborative approach. Case managers assist patients and families in developing and implementing discharge plans, but as this narrative so beautifully demonstrates, nurses, therapists and social workers all play a key role in ensuring the success of the plan.

In caring for this medically complex patient, nurses, case managers and the entire healthcare team worked together and communicated effectively to advocate for Mr. G and his family. In the end, a timely and satisfactory discharge took place because of their efforts.

MGH observed National Case Management Week, October 9th–12, 2001, with an information/educational booth in the Main Corridor, raising awareness of the MGH/MGPO Case Management Program to all who stopped by. Patients, families, staff, and visitors had an opportunity to learn about the role of case managers and the impact they have on patient care at MGH.

The Case Management Department, under the leadership of Nancy Sullivan, originated six years ago with the consolidation of Utilization Management and Continuing Care. Case managers work to ensure that patients receive quality, patient-focused care that meets each patient’s specific needs in a timely, cost-effective manner. At MGH case managers are registered nurses who are well versed in all aspects of insurance coverage. One of the primary goals of case managers is to work with the healthcare team to devise a comprehensive discharge plan for patients. Case managers assess, implement, coordinate, monitor and evaluate all of the options and services necessary to meet patients’ healthcare needs.

The MGH/MGPO Case Management Program covers inpatient units, primary care practices, the Emergency Department and Admitting. Case managers work collaboratively with patients, families, and the entire patient care team.

As specially trained nurses with expertise in all aspects of insurance coverage and non-acute services, case managers:

A luncheon reception was held to recognize the invaluable services provided by case managers throughout the hospital. Speakers included: Jeanette Ives Erikson, RN, senior vice president for Patient Care; Elizabeth Mort, MD, assistant chief medical officer and director of Decision Support and Quality Management; Brit Nicholson, MD, chief medical officer; James Richter, MD, medical director of the MGPO, and Peter Slavin, MD, chairman and chief executive officer of the MGPO.

In my capacity as coordinator for Reference Services at Treadwell Library, I am sometimes called upon to research various aspects of the history of nursing at MGH. Occasionally, after I’ve answered a specific question, I’m so drawn to the subject that I pursue it further for my own interest. This was the case with a question I received about Miss Georgia Sturtevant, the last ‘untrained nurse’ at MGH.

Georgia Sturtevant began her career at MGH in 1862 as an assistant nurse, and after two months was put in charge of a men’s surgical ward. During that time—the Civil War era—male wards were filled to capacity because no soldier was turned away if there was an empty bed. Sturtevant was appointed hospital matron on July 31, 1868, upon the death of her predecessor. I found it particularly interesting that she was also placed in charge of Treadwell Library, which at that time was located in the Bulfinch Building. In her position as hospital matron, Sturtevant was the only female of all the officers at MGH. The stereotype of hospital matrons at that time, in the words of a 21st century British writer, was a ‘tyrannical, starched battle-axe.’ By late 1873, preparations had begun to open MGH’s training school for nurses.

After 32 years of service, Sturtevant retired, in 1894. She was given a gift of $1,000 (the equivalent of $18,482 by today’s standards). She began writing a series of articles on "Hospital Life Before the Days of Training Schools," for a nursing journal called The Trained Nurse. The fourth installment of her article, published in the April, 1896, issue, struck me as so contemporary, I thought Caring Headlines readers would enjoy seeing it. I have edited it for length, but the essence and emphasis (italicized words) remain Miss Sturtevant’s.

"Human nature is a complex problem at best, and sick human nature is sometimes incomprehensible. A nurse has two distinct conditions to consider—the individual and the case. She has not only to watch the physical symptoms, but the moods, and frequently the personal eccentricities of the patient as well, and sometimes the latter is much the hardest task of all. She is always in a state of expectancy; always on the alert for some new development.

Sometimes tokens of gratitude, in the form of kind words, come back to her from appreciative patients or their friends, and again, where she has done the most and endured the most, she receives only censure."

(Sturtevant continues with the narrative of a nurse whose name is not given; possibly, it was Sturtevant herself.)

"Willie C, a poor, haggard, emaciated boy, worn out and fractious by long years of sickness and intense suffering, was brought to the hospital. We looked upon him as a boy, though against his name we read ‘Age 22.’ The case was that of a ‘bad knee’ and it proved to be very bad indeed, and after some weeks of treatment, it finally came to amputation. It was a long, tedious case, and the nurses were quite worn out with Willie’s almost ceaseless, fretful demands upon them during the many weeks that lengthened into months that he was under our care. Even the patience of his mother, who had remained with him for a time, was finally exhausted and she left him in our hands.

"But there came a day [about six months later] when Willie was discharged. We brought out his clothes and we brushed his hair, and put on his one shoe. We wrapped him in warm blankets, and the strong ward tender took him in his arms to the carriage, and as the carriage drove out of the hospital grounds we drew a breath of relief. Yes, we were glad that Willie was gone, and yet we were sorry that we were glad.

"[After he had gone] we missed his peevish calls, and his pale face haunted us. We would ask ourselves, ‘I wonder if we were patient enough with Willie?’ and then the consoling thought would come, ‘But even his mother got out of patience with him.’ And we would fall asleep, to be wakened by the night watcher’s call, ‘Quarter of five!’

"No tidings came back to us of Willie. But a reckoning day came when we least expected it. ‘A gentleman in the reception-room to see you,’ was announced one morning by the porter [five years later], and an uncomfortable presentiment of coming disaster took possession of me. I arranged my hair with trembling fingers—no caps in those days, unfortunately, to give dignity to one’s bearing and confidence as a badge of office will—for even a nurse, an untrained nurse, cannot control her emotions under all circumstances. I went down the long flight of stone stairs, and as I opened the door of the reception room a gentleman advanced to meet me. His stern face added greatly to my discomforture, and my self-control nearly deserted me. The gentleman asked, ‘Are you Miss ------, and did you have the care of a patient by the name of Willie C? Was he very troublesome?’

"I answered in the affirmative as calmly as I was able. The picture of indignant parents, sympathizing friends, and the ‘family physician,’ whom I had every reason to believe was standing before me, passed rapidly before my mind. But though my hands had grown absolutely clammy by this time, I determined to defend myself and regain my self-control by talking very rapidly, and I answered, ‘Yes, he certainly was very troublesome indeed. We knew that he had suffered a long time, and we really pitied the boy very much, and we tried to be very patient with him, but his fretfulness did at times seem almost unbearable. Even his mother—’

"But what a remarkable change had come over the stranger. His stern features had softened and a smile transformed his face, as he answered, ‘Yes, even my mother couldn’t stand my nonsense. For I am Willie C, and I have come back to apologize for my bad behavior.’ And he held out his hand, and I noticed for the first time the artificial leg that he had learned to manage with perfect ease. Here indeed was a case of gratitude we were wholly unprepared for."

I recently returned from a trip to India, where I was part of a cardiac surgery team deployed to help develop a cardiac hospital in Punjab, India. The team included five staff from Brigham and Women’s Hospital, and was a tremendous opportunity for multiple disciplines from two different hospitals to help bridge the cultural gap and bring healthcare services to a place where those services are desperately needed.

Landing in Delhi was like entering another world. Your senses are overwhelmed with a barrage of new sights, sounds, and smells. Men in business suits and brightly colored turbans stride down the sidewalk. Women in beautiful saris sit sidesaddle behind their husbands on motor scooters as they zip down the street. Often they hold one or two children as the small scooters provide transportation for the entire family. Bicycle rickshaws rush by, laden with people and parcels. Cows wander freely down the middle of the street, stopping to graze on the side of the road. Cows are revered as sacred by the Hindus so they are allowed to graze undisturbed. The aroma of home cooking permeates the air as many people live on the side of the road in tents or makeshift huts.

And everywhere is the blare of horns. The sound of honking is constant as all the different vehicles vie for space on the crowded roads. One driver told us on the first day, "You need three things to drive in India: a good horn. Good brakes. And good luck!"

The hospital itself was located in Mohali, Punjab which is just outside the state capital of Chandigarh. It is a spacious facility with state-of-the-art equipment. Each patient’s room contains a small bed next to the patient’s bed for a family member to sleep. In India, it’s customary for a family member to stay with the patient as a personal-care attendant. The hospital is kept scrupulously clean by houseboys who seem to be constantly sweeping and mopping.

From the moment we arrived, our visit was a whirlwind of work-filled days followed by evenings of warm Indian hospitality. We were invited to several homes for dinner where we were treated to sumptuous feasts of Indian delicacies such as Tandoori chicken, and our Indian hosts were so gracious.

At the hospital, we found nurses to be very sweet and enthusiastic to learn. They had a good knowledge base about their patients but were timid about expressing opinions to physicians. Over the next several days we worked with the nurses and observed their care. We found them very receptive to our suggestions, but reluctant to initiate a primary role in planning care.

The public perception of nursing in India is very different from the US. Nursing is seen as a low-status job there, and their role is very task-oriented. A public relations consultant described the public’s view of nurses as, ‘two arms and two legs.’ So we looked at this as an opportunity to influence the development of professionalism among nurses in India.

Each afternoon one of our team members lectured on a particular topic. I gave a presentation on the importance of patient education. About 70 staff, physicians and nurses, came in on their afternoon off to attend the session. Patient-education is not a major aspect of care in India, but it is an area they want to improve on as they develop a more patient-centered philosophy.

I felt fortunate that MGH has such a well articulated philosophy of nursing. I was able to share our strong emphasis on patient-focused care and our belief that every action is guided by knowledge, enabled by skill, and motivated by compassion.

My presentation included photographs that have appeared in past Nurse Week issues of Caring Headlines. These photographs showed MGH nurses in action, and caring and compassion were evident in each picture.

One photo was of a nurse holding the hand of an intubated patient and talking with her. I told them that education was an important part of ongoing care. The message was very well received. The senior cardiac surgeon asked me to reemphasize the importance of talking to patients. He felt this was something that really needed to be developed.

Later in the week, some of us were invited to a press conference about nursing. We were very excited but nervous because none of us had ever been involved in a press conference before. We met with representatives of a public relations firm to help prepare us to talk to the press. We met with reporters from the largest newspapers in India. One was from a Hindi-speaking newspaper so there was a bit of a language gap. But overall, it went very well. I gave an opening statement describing our philosophy of nursing and how nursing is a respected and trusted profession in America. It was a wonderful opportunity to represent nursing and hopefully elevate the public perceptions of nursing in India!

One reporter asked what we had learned from nurses in India. After some reflection we talked about the respectful way that staff had treated each other and the great kindness that had been shown to us by virtual strangers. We witnessed how important the family unit is in India. With all of our technological and economic advances, sometimes we lose sight of the importance of human connections. Perhaps our visit to India taught us to stop worrying so much about the future and start enjoying each moment as it comes.

Life is short, and in the end, it’s the human relationships that make it all worthwhile.

On Tuesday, October 16, 2001, staff of Respiratory Care Services offered a day-long educational booth in the Main Corridor. Respiratory therapists were on hand to educate people and answer questions about the many services provided by their department, including: mechanical ventilation and airway management; bronchoscopy assistance; asthma care and education; extracorporeal life support; as well as a number of consultative, research-oriented, and community-service activities. For more information, please call 724-4480.

In celebration of National Pastoral Care Week, October 22-26, 2001, The MGH Chaplaincy sponsored a much-needed session of spiritual renwal and comic relief in the form of stand-up comedian, Jackson Gillman. Gillman, who prefers the description, ‘stand-up chameleon,’ because he changes his voice and appearance to create a host of ‘supporting’ characters, used song, poetry, skits, and mime to deliver a message of love and hope.

Gillman reminded listeners of the spirit and tenacity of a childhood friend with the familiar lyrics: "The itsy bitsy spider went up the water spout. Down came the rain and washed the spider out. Out came the sun and dried up all the water. The itsy bitsy spider went up the spout again!"

Evelyn Bonander, ACSW, director of Social Services and the Chaplaincy, took the opportunity to thank MGH chaplains for what they do every day, and especially for what they have done since September 11th. Said Bonander, "Thank-you for planning this session—I think we all needed to remember how to laugh!"

Reverend Mary Martha Thiel, coordinator of the Chaplaincy, introduced members of the Chaplaincy who were present, noting the great diversity of cultures and origins represented. Said Thiel, "Our hospital boasts a rich diversity of traditions, cultures and languages from all over the world. But as different as we all are, there is a palpable sense of unity for which we are all grateful."

Physical therapists celebrate National PT Month by sharing blood, sweat and years of experience

What better way to celebrate National Physical Therapy Month than sharing knowledge, information, and injury-prevention strategies with staff, patients and visitors to the MGH community? Well, giving blood was one way. That’s what a number of physical therapists did on Tuesday, October 16, 2001. The department had originally wanted to donate blood right after the attacks on September 11th, but were asked to defer their donation to a later date because of the huge number of people flooding the Blood Donor Center in response to the tragedies. So therapists decided to combine their ‘group blood donation’ with their celebration of Physical Therapy Month. On Wednesday, October 17th, it was back to business as usual as therapists took turns staffing an educational booth in the Main Corridor.

When/Where

Description

Contact Hours

Nov. 28, 8:00am–12:30pm

November 30 (Exam)

8:00–9:30am

Transfusion Therapy Course (Lecture & Exam)

Bigelow 4 Amphitheatre.

- - -

November 28

8:00am–2:30pm

New Graduate Nurse Development Seminar II

Training Department, Charles River Plaza.

5.4 (contact hours for mentors only)

November 29

8:00am–4:00pm

Clinical Evaluation of the Electrocardiogram

Stearns Auditorium, New England Medical Center.

TBA

November 29 and 30

8:30am–5:30pm

Advances in the Management of Polytramatized Patients

Training Department, Charles River Plaza.

TBA

December 3, 4, 5, 10, 11, 12

7:30am–4:00pm

Critical Care in the New Millennium: Core Program

Brigham & Womens Hospital.

45.1

for completing all six days

December 3

8:00am–4:30pm

Diversity Within Cultures: Implications for Health Care

O’Keeffe Auditorium.

TBA

December 4

7:30–8:30am

On-Line Patient Education: Tips to Ensure Success

Patient Family Learning Center.

1.2

December 4

8:00am–5:00pm

Chemotherapy Consortium

NEMC.

TBA

December 6

1:30–2:30pm

Nursing Grand Rounds

O’Keeffe Auditorium

1.2

December 6

7:30–11:30am

12:00–4:00pm

CPR—American Heart Association BLS Re-Certification

for Healthcare Providers

VBK 401

- - -

December 6

8:00–11:15am

Intermediate Arrhythmias

VBK 601

3.9

December 6

12:00–4:00pm

Pacing and Beyond

VBK 601

5.1

December 7

8:00am–4:30pm

Wound & Skin Care: Common Problems, Common Products

Training Department, Charles River Plaza

TBA

December 10

8:00am–4:30pm

Care of the Respiratory-Compromised Patient

O’Keeffe Auditorium

7.8 (RNs) .6 (SLPs)

certificate of attendance

for OTs and PTs

December 12

8:00am–2:30pm

New Graduate Nurse Development Seminar I

Training Department, Charles River Plaza

6.0 (contact hours

for mentors only)

December 12

1:30–2:30pm

OA/PCA/USA Connections

Bigelow 4 Amphitheater

- - -

December12

5:30–7:00pm

Advanced Practice Nurse Millennium Series

O’Keeffe Auditorium

1.2

December 13

8:00am–4:30pm

Preceptor Development Program: Level I

Training Department, Charles River Plaza

December 17

7:30–11:30am

12:00–4:00pm

CPR—American Heart Association BLS Re-Certification

for Healthcare Providers

VBK 401

- - -

December 17

8:00am–4:00pm

2001: A Diabetic Odyssey

O’Keeffe Auditorium

Halloween—Because MGH child life specialists and pediatric caregivers take Halloween v-e-r-y seriously, once again children on inpatient units had the opportunity to trick-or-treat in full Halloween regalia to the delight of staff and visitors! All 101 (or 102!) Dalmatians couldn’t make it, but the ones that did make an appearance were a-d-o-r-a-b-l-e !

Published by:

Caring Headlines is published twice each month by the department of Patient Care Services at Massachusetts General Hospital.

Publisher

Jeanette Ives Erickson RN, MS,

senior vice president for Patient Care and chief nurse

Managing Editor/Writer

Susan Sabia

Editorial Advisory Board

Chaplaincy

Mary Martha Thiel

Development & Public Affairs Liaison

Georgia Peirce

Editorial Support

Marianne Ditomassi, RN, MSN, MBA,

executive director to the office of senior vice president for Patient Care

Mary Ellin Smith, RN, MS

Materials Management

Edward Raeke

Nutrition & Food Services

Patrick Baldassaro

Martha Lynch, MS, RD, CNSD

Orthotics & Prosthetics

Eileen Mullen

Patient Care Services, Diversity

Deborah Washington, RN, MSN

Physical Therapy

Occupational Therapy

Michael G. Sullivan, PT, MBA

Reading Language Disorders

Carolyn Horn, MEd

Respiratory Care

Ed Burns, RRT

Speech-Language Pathology

Carmen Vega-Barachowitz, MS, SLP

Distribution

Please contact Ursula Hoehl at 726-9057 for all issues related to distribution

Submission of Articles

Written contributions should be submitted directly to Susan Sabia as far in advance as possible.

Caring Headlines cannot guarantee the inclusion of any article.

Articles/ideas may be submitted

by telephone: 617.724.1746

by fax: 617.726.4133

or by e-mail: ssabia @partners.org