In a state long-plagued by nursing shortages, Mercy Hospitals nursing vacancy rate has decreased in the last two years and stands at less than 2 percent, compared to the states average of 12.5 percent. What is our formula for success? We believe there are no secret ingredients. We are simply committed to re-tooling our organization to ensure that we offer the best working environment where nursing professionals feel they have opportunities for advancement and are valued and respected.
Last year, we expanded our School of Practical Nursing (for LPNs) the only hospital-operated program in Miami. From one program in a small 1,500 square foot facility, to an expanded program in an 8,500 square foot facility in the fall of 2003. The Mercy LPN School now graduates three classes a year, producing skilled LPNs every six months. The LPN school is not only a way to fill the gaps in the community, it is an effective means to reduce employee turnover and promote from within. More than 90% of Mercy LPN graduates take the strategic step in advancing their careers by going on to a RN program. We are currently in the process of establishing a LPN to RN bridge program, which will be offered in conjunction with one of our local educational institutions. This program would provide employees who desire to continue to go up the ladder in the field of nursing a ready opportunity. We also provided funding for a program that enables foreign-trained physicians to obtain a Bachelor of Science degree in nursing (BSN) at F.I.U. In 2003, we launched the “MercyBid” program, allowing nurses to bid online for their preferred shift and nursing unit. This innovative option featured in a Miami Herald article in September 2003 and in Business Week in November 2003, among others is a perfect example of our commitment to employee satisfaction. In October, Mercy Hospital adopted the nursing shared governance model, which aims to give staff nurses a voice in decision-making processes that pertain to nursing practice, standards and quality of care. At Mercy Hospital, we believe the shared governance model reflects the nursing staffs professional stature within our hospital and gives it the respect and recognition that it merits. The staff is empowered to make decisions using interdisciplinary collaboration and are held accountable for those decisions and ultimately how they affect patient outcomes. Mercys shared governance model addresses the areas of leadership and allocation of resources, education and development, professional practice as it refers to defining standards of clinical practice, and performance improvement. All these areas have a council structure that works with an Executive Council to ensure that each councils goals are met and that their work is communicated throughout patient services. In addition, we recently created a new position the director of nursing quality and research and recruited a top-notch professional, Karen A. Thornton, Ph.D., R.N. to fill it. Dr. Thornton will lead the hospitals bid for “Magnet” status, overseeing the lengthy organizational and self-assessment process healthcare institutions must undergo to achieve this recognition bestowed by the American Nurses Credentialing Center (ANCC). We have tried to create a working environment where nurses are appreciated and valued. Beyond attracting a good workforce, we are aiming for teamwork and loyalty. In turn, we are seeing increases in both our patient and employee satisfaction surveys, while our turnover rates continue to decrease. We see the implementation of the shared governance model and the pursuit of the magnet status as a constant process of revitalization and renewal. It is part of our tradition of living up to the spirit of faith and compassion with which the hospital was founded. Our mission drives our continued efforts to remain the employer of choice for nurses today and tomorrow.
