Baldrige Studer Magnet Summary

1. Leadership

1.1 Senior Leadership

1.2 Governance and Social Responsibilities

• Leader Development Institutes
• Senior Leader Rounding
• Rounding for Outcomes
• 6th Pillar - Community
• Leader Evaluations
• CNOs are part of Administrative team

2. Strategic Planning

2.1 Strategy Development

2.2 Strategy Deployment

• Congruence among organization’s vision and values and nursing dept strategic plan
• Organization is responsive to changes in environment
• CNO exerts influence on strategic planning

• Strategy Development – Pillars
• Strategy Deployment – 90-day plans

3. Focus on Patients, Other Customers, and Markets

3.1 Patient, Other Customer, and Health Care Market Knowledge

3.2 Patient and Other Customer Relationships and Satisfaction

• Staffing system incorporates patient needs
• Nurses perceive they provide high quality care
• Process for assessing, planning, organizing, implementing, and evaluating educational needs of all patient populations

• Key Words at Key Times
• Training on AIDET
• Discharge Phone Calls
• Individualized Patient Care methods
• Nurse loader rounding on every patientevery day
• Service recovery process hardwired -data tracked and trended to identify process improvement issues

4. Measurement, Analysis, and Knowledge Management

4.1 Measurement, Analysis, and Improvement of Organizational Performance

4.2 Management of Information, Information Technology, and Knowledge

• Comprehensive plan to assess, analyze, and evaluate clinical and operational processes and outcomes
• Access literature and databases for use by nurses in planning, providing, sand evaluating patient care.
• Collaboration with internal resources and external organizations is apparent

• Leadership Evaluation Manager
• Unit specific patient data as well as unit specific turnover
• Unit specific dashboards and leaderreport cards
• Data driven decision-making

5. Workforce Focus

5.1 Workforce Engagement

5.2 Workforce Environment

• Orientation and mentoring is provided for clinicians, administrators, and other nursing-role specialties at all levels
• Competency, skill, and educational advancement are valued attributes and are supported
• Nurse satisfaction is measured
• Performance appraisal process is goal oriented and linked to standards
• Systematic performance appraisal process

• High Middle Low discussions
• Thank You Notes
• 30- and 90-Day Reviews
• Rounding for Outcomes
• Peer Interviewing
• Employer of choice teams focus on retaining good staff
• Evaluation tied to employee satisfaction survey score and employee turnover rates

6. Process Management

6.1 Work Systems Design

6.2 Work Process Management and Improvement

• Collaborative mechanisms are evident in formulation and approval of clinical policies, standards, and/or guidelines
• Standards/structures and processes frame and shape practice of nursing.
• Care delivery models incorporate evidence-based practice
• Systems promote, support, monitor, and improve patient and staff safety
• Involvement of nurses in improvement planning and processes

• AIDET – drives clinical improvement
• Service teams drive improvement
• Improved processes so nurses have more time
• Studer Group Call Light Study
• Ancillary support service evaluation tool
• Systematic processes = hardwiring excellence

7. Results

7.1 Health Care Outcomes

7.2 Patient- and Other Customer-Focused Outcomes

7.3 Financial and Market Outcomes

7.4 Workforce-Focused Outcomes

7.5 Process Effectiveness Outcomes

7.6 Leadership Outcomes

• Measured and benchmarked clinical outcomes
• Measured and benchmarked patient satisfaction
• Measured and benchmarked overall costs
• Measured and benchmarked staff satisfaction

• Studer Group Pillar Alignment
• Quality
• Service
• Finance
• Growth
• People
• Community