Академический Документы
Профессиональный Документы
Культура Документы
E
mbarking on the ANCC Magnet
Recognition Program
journey
1
can be challenging for hospitals that are
up against resistance to change. Yet,
when opening a new hospital with the
goal of Magnet Recognition
within 2
years, it is imperative to embed the
Magnet model into the framework,
design, and opening of the hospital.
Regardless of the path taken, the role of
the chief nursing officer (CNO) of a Magnet
hospital is to be a transformational leader
who supports quality patient care and excel-
lence in nursing. Therefore, this is the exem-
plar journey of 1 CNO utilizing her skills as a transformational leader to propel a vision of nursing excellence
into the foundation of a brand- new nonreplacement hospital with the goal of Magnet designation in 2 years.
BAPTIST HEALTH SOUTH FLORIDA: A LONG-
STANDING CULTURE OF QUALITY, SERVICE,
AND CARE
Baptist Health South Florida (BHSF) was created in 1990, but
its tradition of medical excellence goes back decades. The
dynamic blend of leading-edge medical care and old-fashioned
commitment to the community is the strength and spirit of
BHSF. Its network of services extends throughout Miami-Dade
and Monroe Counties with Baptist, Baptist Children's, South
Miami, Homestead, Mariners, Doctors, and West Kendall Baptist
hospitals; outpatient diagnostic and surgical facilities, such as the
conveniently located Baptist Medical Plazas; and home health-
care services in the region. Through these and other facilities,
BHSF serves more than 100,000 people each year. Our distinc-
tive pineapple logo, an age-old symbol of hospitality, reflects a
patient-centered focus of warmth and welcome.
The mission of BHSF, a Judeo-Christian faith-based
organization, is to improve the health and well-being of indi-
viduals, and to promote the sanctity and preservation of life,
in the communities served. There exists a commitment to
maintain the highest standards of clinical and service excel-
lence, rooted in the utmost integrity and moral practice.
Therefore, BHSF is dedicated to providing high-quality, cost-
effective, compassionate healthcare services to all, regardless of
religion, creed, race, or national origin, including, as permit-
ted by its resources, charity care to those in need.
Denise Harris, MBA, MSN, RN, NEA-BC, and Tanya Cohn, MSN, MEd, RN
Designing and Opening a New
Hospital With a Culture and
Foundation of Magnet
:
An Exemplar in Transformational
Leadership
WEST KENDALL BAPTIST HOSPITAL:
ESTABLISHING THE VISION OF MAGNET FROM
THE BEGINNING
West Kendall Baptist Hospital (WKBH), which opened for
patient care on April 27, 2011, is a teaching hospital with
surgical, emergency, maternity. and diagnostic units. The hos-
pital represents the first completely new, nonreplacement
hospital built in Miami, Florida, in more than 35 years.
Designed, built, and gold certified for being a Green facility,
the hospital was built to withstand a category 5 hurricane
and incorporated design concepts and principles of patient-
and family-centered care.
The chief executive officer (CEO), appointed in January
2010, is an experienced hospital CEO from within BHSF. He
came from a twice-designated Magnet hospital and led their
hospital to achieve the esteemed Governors Sterling Award for
Quality. The CEO selected the CNO from within BHSF, also
an experienced nurse executive including Magnet designation.
This included being a contributing nurse leader during 3 suc-
cessful designations of the health systems flagship, Baptist
Hospital of Miami. This shared knowledge, understanding, and
professional commitment for quality was a foundation for creat-
ing the vision for WKBH, that of a culture of excellence within
a framework of patient and family centered care (Figure 1). The
collaborative synergistic relationship and shared vision by the
CEO and CNO set the stage for the CNO to create the vision
of Magnet for the new hospital. And so, the journey to Magnet
at WKBH began. Starting with this end in mind, the CNO
used the Magnet Model as a systematic framework in the
design, planning, and opening of WKBH.
A FRAMEWORK OF EXCELLENCE: FROM HIRING TO
INITIAL COMMITTEES
People
As Jim Collins
2
outlined in Good to Great, organizational excel-
lence first starts with the right who. With this being an
aligned principle of Magnet, the CNO and the executive team
placed great emphasis on this process through evidence-based
practices to recruit and hire the best people to create a culture
of excellence. In addition to already defined core leader com-
petencies of BHSF, planning elements included a retreat to
define key behaviors and competencies, literature review, shared
learning from other CNOs and hospital executives who opened
new hospitals, and collaborating with human resources (HR)
on their current research and practices. As a result, new compe-
tency-based leader job descriptions and behavioral-based inter-
views to fit WKBH culture were created. Also, an enhanced
leader and staff onboarding process that included components
of the ANCC Magnet Recognition Program
1
(emphasis on
research, evidence-based practice, shared governance, and clini-
cal advancement) and patient- and family-centered care were
developed. In addition, consultative feedback from other health
systems opening a new hospital showed that they were able to
recruit only 20% to 40% from within their system. To preserve
the BHSF culture, without hurting affiliate entities, WKBH set
a target of 50% and, with thoughtful planning and processes,
were able to meet this goal. In addition, prior to opening, the 8
chief nursing officers collaborated at their Patient Care
Leadership Council and changed the job requirement for all
nurse managers to minimally have a Bachelors of Science in
www.nurseleader.com Nurse Leader 63
Figure 1. Culture of Excellence Framework
Nursing (BSN). This policy change enabled WKBH to open
with 100% of all nursing managers having a BSN or higher.
Nurse leaders above the role of nurse manager were already
required to minimally hold a BSN, with the MSN being pre-
ferred and required at the CNO level.
Hiring Process and Orientation
The hiring and orientation of over 800 employees required a
systematic process and was organized by the corporate coordi-
nator of clinical learning, a nurse, in collaboration with HR and
the executive team. All staff, whether transferring from a sister
hospital or new to BHSF, were required to participate in a
general orientation session. Current BHSF employees were
engaged through storytelling to assist in the enculturation of
new staff to the BHSF culture. The facilitator engaged every-
one in team-building activities throughout the program to help
establish the new WKBH team and utilized an interactive
blended model of learning. Fun was built into the program to
enhance the experience and set the tone of the organization.
All executives played a part in the orientation of staff and were
visible role models of the expected culture. The CNO present-
ed patient- and family-centered care in all general orientation
sessions and was identified as the Pillar Champion of Quality.
The CNO also participated in all nursing orientation sessions
to introduce the WKBH vision of nursing excellence and the
Journey to Magnet Excellence