Nursing Professional Development Specialist (NPDS) Christine Sylvia, RN, (right) recently worked with Kaela Mowrey, RN, (left) and Elizabeth Moretta, RN, on Westerly Hospital’s Medical Care Unit. With NPDSs now part of a health system department, “I feel much more a part of the team,” Sylvia said.
The launch of Yale New Haven Health’s Center for Nursing Excellence has reshaped how Nursing Professional Development Specialists (NPDSs) approach their work – shifting from siloed roles to a more unified, team-based model. While their foundational purpose remains the same – to serve as vital resources for nurses and care associates – the way they collaborate and contribute across the system has evolved significantly.
NPDS responsibilities vary based on specialty and location, but common duties include:
- Designing and facilitating orientation programs for nurses, patient care associates, clinical technicians and other support staff
- Supporting continuing education and professional development, including specialty certifications
- Assisting nurses transitioning into new roles – whether recent graduates or experienced clinicians new to a unit or specialty
- Leading and contributing to quality, safety and patient experience initiatives across delivery networks (DNs) and YNHHS
In the past, each DN had its own set of NPDSs, often requiring those at smaller sites to cover multiple specialties. For instance, a medical-surgical NPDS might also support oncology, intensive care and other units. Today, as part of the centralized Center for Nursing Excellence, NPDSs may support more than one DN but they focus more deeply on their area of clinical expertise, bringing greater specialization and depth to their roles.
Kelli Horvath, RN, previously supported surgical oncology nurses. Now she concentrates on her core specialty -- critical care – with critical care nurses for the YNHHS Central Staffing Office and for Yale New Haven Hospital’s SWAT and Adult Critical Care Transport teams.
The system-wide model has introduced greater consistency and efficiency in education and orientation across all DNs, “so we can be sure all the DNs are getting an equal education in a standard orientation,” said Christine Sylvia, RN, NPDS.
Standardizing resources has also improved collaboration.
“Before, when we had a new device or process, NPDSs at each DN would develop their own tip sheets,” said Catherine Maslan, RN, NPDS. “Now, we can collaborate to create one standardized tip sheet for nurses across the system.”
The team of NPDSs has also worked collectively to revamp orientation for nurses and care associates.
“We’re bringing nursing and care associates together in a more interactive format,” said Lisa Marks, RN, NPDS. “The feedback from participants has been really positive.”
NPDSs said one of the most impactful changes is more opportunities for cross-campus collaboration and peer support. For example, Greenwich Hospital’s Emergency Department has a small area for patients with behavioral issues, so NPDS Kelly Tokarz, RN, invited a Bridgeport Hospital psychiatry nurse educator to visit and suggest ways to best train staff to care for this patient population.
“Before, we were a little siloed,” said Tokarz. “Now, we’re collaborative. I feel very supported.”
“Through this new model, NPDSs continue to strengthen the professional development of nurses and care associates – now with the added power of shared expertise, aligned practices and system-wide connection,” said Judith Hahn, RN, PhD, executive director of nursing professional practice and education, Center for Nursing Excellence.
