2009 MAGNET™ PROFILES - American Nurse Today

2009 MAGNET PROFILES 

Recognizing Nursing Excellence 

Special 

Section

MAGNET PROFILES 

Welcome to American Nurse Today’s second 

Magnet Profiles section! You will find 

articles highlighting various aspects 

of Magnet recognition, as well as information 

about specific Magnet facilities across the 

country. 

The Magnet Recognition Program ® , now in its 

16th year, engages nurses on a journey to excellence. 

A Magnet organization establishes and sustains 

a professional environment defined by nursing 

excellence and quality of care. A Magnet 

nurse strives for innovation in professional practice, 

demonstrates accountability, and takes action 

to achieve desired outcomes. 

Organizations can earn Magnet recognition 

only through collaborative relationships. Once 

designated, Magnet recognition gives a lift to the 

entire organization. Every employee shares the 

pride and commitment to excellence. What is 

good for the nurse workforce is good for all—creating 

an environment and culture that promote 

safety, provide for shared decision-making, recognize 

and reward excellence, support best practices 

and sharing of new knowledge, and encourage 

advocacy. 

The excitement and pride of magnetism draw 

others to these organizations, creating a robust 

workforce that is mutually supportive of one another. 

What could be better? It becomes an everyday 

check-up: Living up 

to the expectations of a 

Magnet organization further 

enhances teamwork 

and results in better patient 

outcomes and better 

staff retention. Nurses 

lead the journey to excellence. 

Along that path, 

they transform organizations, 

always focused on 

meeting the needs of patients 

and ensuring quality 

care. 

I would like to congratulate 

and thank all the organizations that 

have participated in American Nurse Today’s Magnet 

Profiles section. Please note that not all Magnet 

facilities appear in this section. The listings 

and advertisements that follow are paid. To learn 

about all the healthcare organizations that are currently 

part of the Magnet Recognition Program, 

visit www.nursecredentialing.org/MagnetOrg/ 

searchmagnet.cfm. 

Pamela F. Cipriano, PhD, RN, FAAN, NEA-BC 

Editor-in-Chief 

Profiles Index 

Abbott Northwestern Hospital.....................................................48 

The Acadia Hospital ....................................................................48 

Banner Health Good Samaritan Medical Center........................48 

Banner Health North Colorado Medical Center .........................48 

Barnes-Jewish Hospital ................................................................48 

Billings Clinic ...............................................................................48 

Bon Secours Memorial Regional Medical Center........................49 

Bon Secours St. Mary’s Hospital ..................................................49 

Capital Health..............................................................................49 

Carilion Roanoke Memorial Hospital .........................................53 

Centra...........................................................................................53 

Children’s Hospital Los Angeles ..................................................53 

Craig Hospital ..............................................................................54 

Dartmouth-Hitchcock Medical Center.........................................54 

Duke University Hospital, Duke Raleigh Hospital, and 

Durham Regional Hospital....................................................55 

El Camino Hospital......................................................................55 

Franklin Square Hospital Center .................................................56 

Good Samaritan Hospital, Dayton OH .......................................56 

Good Samaritan Hospital, Vincennes IN ....................................61 

Hackensack University Medical Center .......................................61 

Hunterdon Healthcare .................................................................61 

Inova Health System....................................................................61 

INTEGRIS Baptist Medical Center................................................67 

Lifespan ........................................................................................67 

Memorial Hospital and Memorial Care Center ..........................67 

The Ohio State University Medical Center—University 

Hospital and Ross Heart Hospital..........................................67 

Palomar Medical Center ..............................................................68 

PinnacleHealth System ................................................................68 

Portland VA Medical Center ........................................................68 

Poudre Valley Hospital.................................................................69 

Providence Holy Cross Medical Center........................................69 

Saint Elizabeth Regional Medical Center ....................................70 

St. Joseph’s Healthcare System ....................................................70 

St. Luke’s Health System ..............................................................70 

Sarasota Memorial Health Care System .....................................71 

Seattle Children’s..........................................................................71 

Seton Northwest Hospital ............................................................71 

Sharp Healthcare .........................................................................72 

South Jersey Healthcare ...............................................................72 

Southeast Missouri Hospital ........................................................72 

Southeastern Regional Medical Center .......................................73 

St. Louis Children’s Hospital........................................................73 

The Queens Medical Center.........................................................73 

Thomas Jefferson University Hospitals, Inc.................................74 

United Hospital ............................................................................74 

The University of Chicago Medical Center..................................74 

University Medical Center, Tucson AZ.........................................76 

University of Virginia Health System ..........................................76 

University of Wisconsin Hospital & Clinics and 

American Family Children’s Hospital ...................................76 

VCU Health System......................................................................76 

Winchester Medical Center..........................................................76 

Wellspan Health—York Hospital .................................................76 

46 American Nurse Today Volume 4, Number 8

Just words 

to some people... 

respect 

integrity 

compassion 

words we live by, 

at Bon Secours. 

At Bon Secours service is our passion. Moments of good help 

happen every day, every hour, every minute. It’s who we are and 

what we believe in. We touch your heart, we serve your spirit. 

We are proud to extend our sincere congratulations to all of the nurses 

at Bon Secours Memorial Regional Medical Center and St. Mary’s 

Hospital who work so hard to live our mission of bringing good help 

to those in need and for achieving one of the most prestigious honors 

bestowed upon hospitals in the United States, Magnet Recognition 

Program from the American Nurses Credentialing Center (ANCC). 

It’s just another way Bon Secours is working hard to provide you 

with world-class, compassionate healthcare. 

BON SECOURS VIRGINIA 

Bon Secours Health System 

Good Help to Those in Need® 

Bon Secours Memorial Regional & St. Mary's Hospital achieve Magnet® status for excellence in nursing.


Abbott Northwestern Hospital 

800 E. 28th Street 

Minneapolis, MN 55407 

612-262-4590, or 

nurserecruitment@allina.com 

Terry Graner, RN, MS, NEA-BC 

Vice President, Patient Care Services 

terry.graner@allina.com 

www.abbottnorthwestern.com 

952 Beds 

Abbott Northwestern Hospital is the 

tertiary and quaternary hospital for 

Allina Hospitals & Clinics—the largest 

system provider of health services in 

Minnesota. We are recognized for 

world-class heart care, cancer care, 

neuroscience and spine care. Our partners 

in excellence include the Minneapolis 

Heart Institute ® , Sister 

Kenny ® Rehabilitation Institute and 

the Penny George Institute for Health 

& Healing. 

The Acadia Hospital 

268 Stillwater Avenue 

Bangor, Maine 04401 

Darla Higgins 

dhiggins@emh.org 

www.acadiahospital.org 

Licensed for 100 beds, we provide psychiatric 

care for children through adults 

and substance abuse treatment services. 

Acadia’s Nursing Leadership promotes 

professional practice, autonomy in nursing 

practice and a culture that is supportive 

of staff. 

Banner Health 

Good Samaritan Medical Center 

1111 E. McDowell Road 

Phoenix, AZ 85006 

1-866-377-JOBS (5627) 

Drew Krempin 

drew.krempin@bannerhealth.com 

www.BannerHealth.com 

650+ Beds 

Cancer Services, Emergency & Level I 

Trauma Care, Heart Care Services, 

Medical Imaging, Neurosciences, 

Obstetrics & Gynecology, Orthopedics, 

Rehabilitation Institute, Surgery, and 

Transplant Services. 

Banner Health 

North Colorado Medical Center 

1801 16th Street 

Greeley, CO 80631 

970-350-6801 

Dan Curtis, Recruiter 

dan.curtis@bannerhealth.com 

www.BannerHealth.com 

398 Beds 

Level II Trauma Center, Western States 

Burn Center, North Colorado MedEvac, 

Cancer Center, Women’s Services, 

Cardiovascular Acuity Adaptable unit 

Barnes-Jewish Hospital 

4353 Clayton Avenue 

St. Louis, MO 63110 

314-372-0070 

Talent Acquisition Specialist 

www.barnesjewish.org 

1,228 beds 

Consistently included in the Honor Roll of 

America’s Best Hospitals by U.S. News & 

World Report. http://www.barnesjewish.org/ 

groups/default.asp?NavID=2216. 

Barnes-Jewish Hospital is known as a 

National Leader in medicine with a vast 

array of specialties.” 

Billings Clinic 

2800 Tenth Ave. North 

Billings, MT 59101 

800-332-7156 ext. 2638 or 

406-238-2638 (jobline) 

Wendy Dailey 

wdailey@billingsclinic.org 

www.billingsclinic.com/careers 

272 Beds with multi-specialty clinic 

280 physicians and midlevel providers 

Level 2 Trauma Center, Stroke Center, 

Level 3 NICU, NCI designated Community 

Cancer Center Program, Chest 

Pain Center, Heart Center, Research 

Center, Orthopedics Center, Clinic with 

38 specialties 

Billings Clinic, the first MAGNET designated 

organization in Montana and 

Wyoming, is nationally-recognized for 

exceptional quality. Serving a fourstate 

region, Billings Clinic is an integrated 

hospital and clinic with over 

500 RNs. Teamwork is a core value. 

Billings, Montana is located near the 

magnificent Rocky Mountains—a 

friendly college community with affordable 

housing, great schools and 

300 days of sunshine! 

A 2006 Institute of Medicine 

report found nurses 

intercepted 

86% 

of errors made by physicians, 

pharmacists, and others. 1 


Bon Secours Memorial 

Regional Medical Center 

8260 Atlee Road 

Mechanicsville, VA 23116 

804-627-6245 

LaKishah White – Nurse Recruiter 

lakishah_white@bshsi.org 

www.bonsecours.com/hospitals/memorial 

225 Beds 

Cancer Institute; Heart and Vascular Institute; 

“NoWait” Emergency Services; 

Orthopaedic Institute; Stroke Services; 

Surgical Services; Thoracic Surgical 

Services; Women’s and Children’s Services. 

100 Top Hospitals: Everest Award 

for National Benchmarks and Thomson 

Reuters; Magnet Recognition for Nursing 

Excellence; HealthGrades ® 2009- 

2010 Women’s Health Excellence 

Award ; Health-Grades ® 2007 Awards: 

Distinguished Hospital Award for Clinical 

Excellence and Best in the Nation 

Award for Stroke Care. 

Bon Secours St. Mary’s 

Hospital 

5801 Bremo Road 

Richmond, VA 23226 

804-627-6245 

LaKishah White – Nurse Recruiter 

lakishah_white@bshsi.org 

www.bonsecours.com/hospitals/stmarys 

391 Beds 

Joint Replacement; Cardiac Care; 

Pediatric/Neonatal Intensive Care Units; 

Bariatric Surgery Center of Excellence 

(named by the American Society for 

Bariatric Surgery); Surgical Center including 

da Vinci ® Surgical System (robotic); 

Women’s Health; Comprehensive 

Community Cancer Center (approved 

by the American College of Surgeons 

Commission on Cancer); Primary Stroke 

Center (Gold Seal of Approval from 

the Joint Commission); Behavioral 

Health; Sports Medicine; Pediatric and 

Adult Emergency Department. 

Capital Health 

Fuld Campus & Mercer Campus 

Trenton, NJ 

Capital Health in Hamilton 

Hamilton Township, NJ 

Sharin Phillips, Nurse Recruiter 

609-394-4173 

www.capitalhealth.org 

Twice received Magnet designation 

Level II Trauma Center, Stroke & Cerebrovascular 

Center of NJ, Regional Cancer 

Center (including da Vinci and Cyber- 

Knife), Regional Perinatal Center (including 

level III NICU), and Pediatric ED 

For5years straight, 

nurses have been identified 

as the most honest and 

ethical health care 

professionals according USA 

Today/Gallup annual polls. 2 


Experience first-hand the difference 

Magnet Designation makes 

We are now seeking qualified nurses to join us in the following 

areas: 

Education Specialist, Oncology (BSN required) 

Education Specialist, OB (BSN required) 

Family Nurse Practitioner, Family Health Center 

Psychiatric Nurse Practitioner, Psych Liaison to Med/Surg 

Nurse Practitioner, to coordinate hospital wide pressure 

ulcer prevention/wound care program 

Patient Care Manager, Cath Lab, Imaging, 

Imaging Recovery Unit 

What does Magnet-designation mean 

at Franklin Square Hospital Center? 

As a Magnet-designated facility, our 

nurses deliver a level of excellence in 

patient care that has earned them this 

coveted designation. Our nurses meet 

the daily challenge to produce 

superior patent outcomes and to serve 

as an integral part of the 

hospital-wide team in making 

decisions about how patient care 

is organized and delivered. 

Franklin Square nurses are 

well-supported in return, with 

professional development 

opportunities, a real voice in patient 

care and administrative decisions and 

collegial partnerships with 

physicians and other patient care team 

members. In short, they are recognized, 

rewarded and respected. 

Do you have what it takes to be a Magnet Nurse 

and a Strength of the Square? 

Call our Nurse Recruitment Office at 

443-777-7045 or visit us online at 

www.franklinsquare.org/nursing. 

September/October 2009 American Nurse Today 49


Nursing research sheds light 

on key nursing-care values 

To prepare for their hospital’s Magnet redesignation, 

nursing leaders formulated a philosophy of patient-care 

delivery. 

By Lori Neushotz, DNP, PMHCNS-BC, NP, CASAC; Kathleen Parisien, MA, RN; Carol Porter, DNP, MPA, RN; 

Pamela Hoar, MSN, RN; Patricia Holloman, BSN, RN, CNOR; and Joyce J. Fitzpatrick, PhD, MBA, RN, FAAN 

Having a philosophy of patient-care delivery 

gives nurses a framework, values, and beliefs 

to guide their professional practice. The philosophy 

should directly reflect the relationships 

through which care is planned, coordinated, and 

delivered. Identifying nurses’ top values is a critical 

first step in formulating a philosophy of nursing 

practice that has relevance and meaning for all 

nursing staff. 

As nursing leaders at our hospital prepared for 

Magnet redesignation, they were particularly interested 

in exploring such a philosophy. Overall 

goals were to: 

• identify the relevance of the existing philosophy 

to nurses, particularly those providing bedside 

care 

• engage nurses at all levels in developing a new 

philosophy of nursing—one that reflects core 

values from their perspective. 

Before the formal project was implemented, the 

chief nursing officer (CNO) asked staff nurses about 

their understanding of the existing philosophy of 

nursing. The CNO found they had little 

awareness of the philosophy and saw it as 

only barely related to the care they provided. 

work environments. However, while these reports 

were relevant to the nursing department’s overall 

goals, they weren’t specific to the philosophy of 

nursing project, and thus aren’t included in this 

report. 

Phase 2: Research 

In August 2007, the task force designed a formal survey 

and distributed it to all registered nurses (RNs) 

employed at the hospital. The survey focused on 

identifying the values nurses considered most important 

to the care they provided. (See Understanding the 

study methods.) 

Results 

Of the 1,800 surveys distributed, 839 responses 

were returned, for a response rate of 46.6%. Clinical 

nurses accounted for 81% of respondents; nurse 

leaders, advance practice nurses, and educators accounted 

for 19%. 

RNs from all inpatient and ambulatory care ar- 

(continued on page 52) 

Phase 1: Planning 

The formal project had two phases—planning 

and research. During early 2007, two 

forums were held to generate discussion 

about the need for a more clinically relevant 

philosophy that was meaningful to direct 

patient care. The first discussion occurred 

among nursing leaders (directors and nurse 

managers) at a regularly scheduled meeting. 

Then during Nurses Week, nurses were 

asked to list concepts relevant to nursing 

care. Next, a task force was appointed to 

launch a formal survey among all nurses. 

A literature review found that no similar 

projects had been conducted. It did find 

several papers focused on creating healthy 


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Providence Holy Cross Medical Center 

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(continued from page 50) 

eas were represented, including 

medicine, surgery, heart hospital, 

maternal-child health, psychiatry, 

transplant, and rehabilitation. 

Nurses from the risk management, 

hospital quality, infection control, 

and research departments also were 

represented. Respondents’ years of 

experience as an RN ranged from 1 

to 54; 29% had less than 10 years’ 

experience, 22% had 11 to 20 years, 

28% had 21 to 30 years, and 17% 

had more than 30 years. 

Frequently reported nursingcare 

values 

The five most frequently reported 

nursing-care values were: 

• respect and teamwork (each 

identified by 30% of respondents) 

• caring (identified by 26%) 

• integrity (26%) 

• compassion (24%). 

Less frequently reported values were: 

• professional compensation/benefits (13%) 

• education; safety (11% each) 

• competence; nurse/patient ratio (10% each) 

• quality (9%) 

• dedication; knowledge (7% each) 

• patient satisfaction; excellence (6% each) 

• autonomy (5%). 

All other values listed were identified by less 

than 5% of respondents. 

When it came to the value of teamwork, researchers 

found a significant difference based on 

years of experience: RNs who had less experience 

were more likely to identify teamwork as a value 

than those with more experience. 

Departmental and position differences 

Nursing-care values also differed significantly by 

department: 

• Nurses in medicine, surgery, rehabilitation, 

and ambulatory units more often identified respect 

as a value. 

• Nurses in the heart and medicine units more 

often identified caring as a value. 

• Nurses in the heart hospital more often identified 

integrity as a value. 

• Nurses in the psychiatry and transplant units 

more commonly identified compassion as a 

value. 

Researchers also found significant differences 

in values based on the respondent’s position. 

Those in leadership roles (nurse educators, managers, 

and nurse practitioners) were more likely 

Understanding the study methods 

After the Institutional Review Board approved the philosophy of nursing study, 

all hospital registered nurses (RNs) received a 1-page, open-ended questionnaire. 

Besides collecting demographic data (such as department, current position, 

number of years as an RN, and number of years employed at the hospital), the 

survey asked respondents to indicate the three values they considered most important 

to nursing care. 

Researchers computed descriptive data for background variables. All nursingcare 

values identified by respondents were listed and the frequency of their occurrence 

was tabulated. The task force then held focus groups with Magnet 

champions from each unit to help validate the responses and collapse categories 

where responses were similar. For example, the values “patient respect,”“respect 

for patients,”“respectful,” and “respect for others” were all collapsed into the “respect” 

category. Then the identified values were collapsed into similar categories 

based on group consensus. 

Data analysis included identifying the most frequently cited categories of values. 

T tests were done to determine differences in reports of values based on respondents’ 

years of experience. Researchers used single-predictor logistic regression 

analyses to examine how the top five values varied by position type and 

clinical department. 

than others to identify competence, research, and 

evidence-based practice as core values. 

Implications 

Developing and revising a philosophy of nursing 

care hinges on clinical nursing staff involvement. 

For the work to have direct relevance and meaning 

in guiding everyday clinical practice, stakeholders 

at all levels must be involved. 

Outcome 

After analysis of the research data, each nurse received 

a clip badge listing the top five nursing-care 

values to add to her or his nametag. Immediate 

plans are to add unit plaques with the top nursing 

values and to disseminate information about core 

nursing values throughout the hospital system in 

grand rounds and research day presentations. In a 

qualitative study component subsequently initiated, 

nurses from each unit were asked how the topidentified 

values guide their nursing care; data will 

be available to inform the next phase of the study. 

Nurse leaders in other hospitals have expressed interest 

in replicating the study so they can update their 

facilities’ nursing philosophy. Comparative analyses 

are likely to be initiated to determine similarities and 

differences based on hospital type, patient and nurse 

characteristics, and facility mission and goals. Based 

on presentation of this project’s core research at an 

international nursing conference, cross-cultural 

projects are likely to be initiated as well. 

■ 

The authors were members of the Philosophy of Nursing Task Force at the 

Department of Nursing, Mt. Sinai Hospital, New York, New York, when this article 

was written. 


Carilion Roanoke Memorial 

Hospital 

1906 Belleview Avenue 

Roanoke, VA 24014 

1-800-599-2537 

Nurse Recruiters: 

Dejohnson@carilion.com or 

wshell@carilion.com 

www.carilionclinic.org 

825 Beds 

Level I Trauma Center, Chest Pain Center, 

Level 3 NICU, and Carilion Clinic 

Children’s Hospital complete with a 

Pediatric Emergency Department. 

Nursing openings worthy of talent like 

you, Carilion’s Total Rewards Package includes 

competitive salaries, attractive signon 

bonuses and comprehensive benefits. 

Centra 

1901 Tate Springs Road 

Lynchburg, VA 24501 

(434) 200-7290 

Robin Moore 

robin.moore@centrahealth.com 

www.centrahealth.com 

592 Beds 

Magnet Hospital; Beacon Award Winner; 

Certified Stroke Center; Level 2 Trauma 

Center; Forbes Safest Hospital. 

With more than 5,500 skilled health care 

professionals, Centra provides a comprehensive 

array of medical services 

through Lynchburg General, Virginia 

Baptist, and Southside Community hospitals, 

skilled nursing and rehab facilities, 

medical practices, and more. 

Childrens Hospital Los Angeles 

4650 Sunset Boulevard, MS #48 

Los Angeles, California 90027 

323.361.2193 

Andreé Mulia 

AMulia@chla.usc.edu 

www.childrenshospitalLA.org 

286 Beds 

Level I Pediatric Trauma Center verified 

by the American College of Surgeons; 

Centers of Excellence in Endocrinology, 

Diabetes and Metabolism; Fetal and 

Neonatal Medicine; Cancer and Blood 

Diseases; Orthopaedics; Heart; Vision. 


The Commission on Magnet ® recognizes 348 healthcare organizations in 44 states and the 

District of Columbia, as well as four international entities; two healthcare organizations in 

Australia, one in New Zealand, and one in Beirut, Lebanon for their excellence in nursing service. 3 

 

 

 

® 

 

 

 

 

Available Positions 

 

- Acute Rehab - Critical Care 

- Behavioral Health - Emergency 

- Labor & Delivery 

- Med/Surg 

 

 

 

 

 

 

 

 

 

 

 

A Magnet® Designated Health System 

For a complete list of opportunities, 

please visit www.pph.org, 

or call 888.645.5556 



Craig Hospital 

3425 So Clarkson St. 

Englewood, CO 80113 

303-789-8463 

Susi Szaltzer, RN, BSN, MS 

sszaltzer@craighospital.org 

www.craighospital.org 

93 Beds 

Exclusively dedicated to the Rehabilitation of patients with 

Spinal and Traumatic Brain Injuries. 

The Nursing Department at Craig Hospital offers staff the 

unique opportunity to blend acute neuroscience knowledge 

and skills with rehabilitation expertise—an inspiring and fulfilling 

experience not found in other health care settings. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Dartmouth-Hitchcock Medical Center 

One Medical Center Drive 

Lebanon, NH 03756 

(603) 653-0467 

Mark Pageau 

NurseJobs@hitchcock.org 

www.dhmc.org 

396 Beds 

DHMC is home to leading specialists and researchers who 

provide care in almost every area of medicine. Our services 

include: 

• Norris Cotton Cancer Center (a National Cancer Institutedesignated 

Comprehensive Cancer Center) 

• The Children's Hospital at Dartmouth (CHaD) 

• An interdisciplinary Spine Center 

• 8,000-square-foot, state-of-the- art Patient Safety Training 

Center (PSTC) 

• Comprehensive Cardiology services 

• The region's only Level I Trauma Center 

• In addition to our main campus in Lebanon, we have four 

major sites in Concord, Keene, Manchester, and Nashua, 

New Hampshire. We also have many smaller practices 

throughout New Hampshire and Vermont. 

Dartmouth-Hitchcock Medical Center includes a modern 396- 

bed tertiary care hospital with level one trauma center, research 

and clinical facilities for Dartmouth Medical School, 

Norris Cotton Cancer Center, The Children’s Hospital at Dartmouth 

and the Dartmouth-Hitchcock Clinic. U.S. News & 

World Report has consistently rated Dartmouth-Hitchcock 

Medical Center one of America’s Best Hospitals. The area offers 

an academic and professional community in a beautiful, 

rural area. 

There are 2.9 million licensed RNs 

in the United States. 4 


Duke University Hospital, Duke Raleigh 

Hospital, and Durham Regional Hospital 

Durham and Raleigh, NC 

1-800-BE-A-NURSE 

www.dukenursing.org 

Duke University Hospital - 924 acute care beds and 

19 psychiatry beds 

Duke Raleigh Hospital - 186 beds 

Durham Regional Hospital – 369 beds 

As one of America’s elite healthcare networks, Duke has 

continued to define excellence. We’re one of only a few 

systems in the US to have achieved Magnet designation at 

all three of our hospitals: Duke University Hospital, Durham 

Regional Hospital, and Duke Raleigh Hospital. For nurses, 

Magnet designation means an extraordinary place to work. 

For patients, it means extraordinary care. 


Caring. 

El Camino Hospital 

2500 Grant Road 

Mountain View, CA 94040 

Go to website or use email address (below). We will route 

inquiries to the recruiter handling a specific area. 

hr@elcaminohospital.org 

www.elcaminohospital.org/jobs 

542 Beds 

Specialty areas of the hospital Heart & Vascular, Cancer, 

Neuroscience, Women’s Hospital, Stroke Center, Accredited 

Chest Pain Center, Genomics Medicine, Dialysis Services 

El Camino Hospital is ranked among the top 5% of hospitals 

nationwide for clinical excellence by HealthGrades. Also recognized 

as a pioneer and national leader in health information 

technology, including CPOE, electronic medical records 

and wireless communications. Specialties: cancer heart & 

vascular, neuroscience, genomic medicine, orthopedic, spine, 

women’s services. 542 beds, not-for-profit. Campuses in 

Mountain View and Los Gatos, California. 

The first step in building 

your career with us. 

 

 

 

 

 

 



At The Forefront of 

Nursing Excellence 

Franklin Square Hospital Center 

9000 Franklin Square Drive 

Baltimore, MD 21237 

443-777-7045 

www.franklinsquare.org/nursing 

380 Beds 

1,000 Nurses 

Franklin Square Hospital Center is a Magnet-designated, 

community teaching hospital located in the White Marsh 

area of eastern Baltimore County. It has the busiest Emergency 

Department and is ranked third in admissions among 

all Maryland hospitals. To meet the needs of a growing community, 

it is currently undergoing a major expansion project 

that includes a new seven-story patient care tower scheduled 

to open in Summer 2010. 

At The Forefront of Nursing Excellence stands The University 

of Chicago Medical Center, one of the nation’s leading academic 

medical centers. Our employees enjoy a Magnet environment 

that provides a multitude of professional challenges in 

which to grow, learn and make a difference. We believe in 

the importance of investing in our hospital to pioneer new 

technologies and to provide the highest level of quality care to 

the community we serve. 

In its annual survey, U.S. News & World Report selected 

The University of Chicago Medical Center as one of the very 

best hospitals in the United States. The Medical Center has 

been consistently ranked as one of “America’s Best Hospitals” 

in 11 specialties. 

To learn more about our Magnet 

environment or career opportunities, 

visit our website at: www.uchospitals.edu 

Good Samaritan Hospital 

2222 Philadelphia Dr. 

Dayton, OH 45406 

(937) 278-2612 

www.goodsamdayton.org 

600 Beds 

Key Services: 

Cardiovascular, cancer, orthopedic services, advanced diagnostics, 

women’s health services, as well as outpatient treatment 

and rehabilitation services. 

Good Samaritan Hospital is a full-service teaching facility 

in Dayton, OH. It’s been awarded more Joint Commission 

gold seal certifications than any hospital in Ohio, including 

for heart failure, heart attack, coronary artery bypass surgery, 

breast cancer, total hip and knee replacement, and 

stroke care. Good Samaritan is also a recipient of Health- 

Grades 2009 Distinguished Hospital Award for Clinical 

Excellence. 

EOE 


The Transformational 

Leadership Team 

1999 2003 2008 

Creating a visionary practice environment for staff and excellent quality 

outcomes forourpatients. 

www.StJosephsHealth.org • 877.757.SJHS (7547) 

St. Joseph’s Healthcare System • St. Joseph’s Regional Medical Center, Paterson, NJ • St. Joseph’s Wayne Hospital, Wayne, NJ 

St. Joseph’s Children’s Hospital, Paterson, NJ • St. Vincent’s Nursing Home, Cedar Grove, NJ • Visiting Health Services of NJ, Inc. 

Sponsored by the Sisters of Charity of Saint Elizabeth

life works here. 

• New Hampshire rated No. 1 for the best place to raise children 

(Annie E. Casey Foundation) 

• Just a short drive to Boston or Montreal 

• Skiing, hiking, boating, theaters, galleries...we have it all. 

Dartmouth-Hitchcock Medical Center in Lebanon, NH 

has always been innovative. In today’s nursing environment, 

innovation, education and flexibility are what drive 

superior organizations. From our first-in-the-state Magnet 

status to having a nurse as our CEO, DHMC is nursingcentric. 

We offer stimulating work, world-class 

educational opportunities and a diversity of specialties 

that lead to a challenging and rewarding nursing career. 

But, don’t just take our word for it. The American 

Nurses Credentialing Center agrees – they designated 

DHMC as the world’s 95th Magnet hospital in 2003, 

and they awarded re-designation in 2009 after a 

second, very rigorous review. 

Dartmouth-Hitchcock Medical Center (DHMC) is an 

academic, Level 1 Trauma Center located in Lebanon, 

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We are an equal opportunity employer.

One hospital’s “peanutty” 

path to Magnet 

designation 

A peanut-butter taste test helped staff nurses 

learn about the nursing research process. 

By Sally Bennett, MS, RN; Debra Raupers, MSN, RN; Mary Hicks, MS, RN; and Lois Schoener, PhD, RN, CNE 


Typically, nursing research is overseen by 

nurses with advanced degrees who work in academic 

settings. Nurses at nonacademic hospitals 

have less exposure to nursing research, so 

when these hospitals seek Magnet designation, 

they may have difficulty meeting the nursing research 

expectations of the American Nurses Credentialing 

Center (ANCC). 

This was the situation facing Robert Packer Hospital, 

a rural, 238-bed, tertiary-care nonacademic 

teaching facility in Sayre, Pennsylvania. As it began 

its Magnet journey, only about one-third of its staff 

nurses had bachelor’s degrees. The remainder held 

associate degrees or nursing diplomas and had little 

experience with nursing research and evidencebased 

practice (EBP). To engage the staff in these 

endeavors, nursing leaders at the hospital created a 

Nursing Research Council (NRC). 

Problem statement: Limited experience with 

research and EBP 

The nursing profession expands its knowledge base 

through research, which in turn drives nursing theory, 

substantiates what nurses do, and guides nurses’ 

decision making. To demonstrate nursing excellence 

and establish credibility among healthcare 

professionals, nurses must pursue new knowledge 

and apply it to their practice so they can provide 

high-quality care. The ANCC Accreditation Program 

Application Manual states that “Magnet 

organizations conscientiously integrate evidencebased 

practice and research into clinical and operational 

processes. Nurses [should be] educated 

about evidence-based practice and research, [which] 

enables them to appropriately explore the safest 

and best practices for their patients and practice environments, 

and to generate new knowledge.” 

Believing the nursing staff had many characteristics 

of Magnet nurses, Robert Packer’s nursing 

leaders quickly identified the opportunity for nurses 

to get more involved in EBP and nursing research. 

But they knew that less than half had received adequate 

exposure to the nursing research process and 

that overall, staff nurses rarely used evidence to 

change potentially harmful, outdated, or ineffective 

practices. They realized the staff would require 

education in these areas before they could become 

engaged in research and EBP. However, the facility 

lacked a doctorally prepared nurse to address these 

issues. 

Solution: Partner with nursing school 

faculty 

To overcome this hurdle, nursing leaders decided to 

partner with the nursing school of a local private 

college to tap into the expertise of its doctorally prepared 

program director. Establishing an NRC also 

was crucial in creating a culture that valued research. 

The NRC consisted of 10 staff nurses and 

five master’s-prepared clinical nurse educators. Its 

two mentors were nonvoting council members. One 

was the doctorally prepared program director from 

the local college; the other was one of the master’sprepared 

clinical nurse educators. 

The mentors collaborated with the NRC’s elected 

chairperson (who was a staff nurse and graduate 

student) to provide it with foundational education 

about nursing research and EBP concepts. To extend 

itself to the rest of the nursing staff and create excitement 

about nursing research and EBP, the NRC 

planned educational sessions for nurses, poster presentations, 

policy updating, and journal article critiques. 

But before these events could take place, 

NRC members realized they needed to get firsthand 

experience with the research process so they could 

more effectively engage the nursing staff. 

Literature review 

After deliberating over the best way to gain experience 

with nursing research and engage coworkers in 

the process, the NRC decided to conduct a literature 

review to find articles describing unique methods of 

teaching nursing research. They found three articles; 

two focused on educating nursing students, the third 

on educating nursing staff. All three concluded that 

participating in the nursing research process is a 

valuable learning tool. (See Teaching nurses about research: 

Key articles.) 



Methodology 

Using an active learning strategy is 

one of the best ways to learn and 

retain knowledge. Initially, this 

strategy was developed to teach 

nursing students. 

As a model for this nursing research 

project, the NRC chose an 

active learning strategy described 

by Theil in 1987, in which learners 

participated in planning a mock 

study (including study design), the 

informed consent process, and the 

collection, analysis, and evaluation 

of data to compare two different 

chocolate-chip cookie recipes. After 

obtaining informed consent from 

mock study participants, the learners 

conducted a cookie taste test 

and elicited tasters’ opinions. From 

their data analysis, they drew conclusions 

about the tasters’ cookie 

preferences. This simulated research 

was an effective firsthand experience 

that helped nursing students 

learn the nursing research process. 

For its own nursing research, the 

NRC chose to adapt the Theil project, 

replacing chocolate-chip cookies with peanut 

butter. It wrote a study protocol and developed a 

study consent form and data collection tools. The 

protocol required NRC members to conduct a 

peanut-butter taste test, concealing the identity of 

two different peanut butter brands and offering 

samples to interested hospital staff. NRC members 

took the role of nurse researchers, coworkers served 

as study participants, and NRC mentors oversaw 

project development. 

To round out the nursing research process, the 

project was submitted for presentation to professional 

nursing audiences. It was selected by peer review 

as a podium presentation at two nursing conferences, 

one regional and the other national. As 

NRC members presented their research, they focused 

on the innovative style and advantages of the 

educational strategy. 

Teaching nurses about research: Key articles 

The Nursing Research Council at Robert Packer Hospital used the three articles 

below to help them devise a method for teaching staff nurses about nursing research. 

Author and citation Study purpose Findings 

Thiel CA. The cookie To describe a technique The experiment provided 

experiment: A creative for teaching the research a flexible approach for 

teaching strategy. Nurse process to undergraduate students to learn about the 

Educ. 1987;12(3):8-10. nursing students research process in a 

nonintimidating manner. 

Hudson-Barr D, Kenney S, To replicate the Great The project allowed staff to 

Watters C. Introducing the American Cookie participate in an exciting 

staff nurse to nursing Experiment for the experiment as a starting 

research through the purpose of educating point for research. 

great American cookie and engaging staff in 

experiment. J Nurs Adm. nursing research 

2002;32(9):440-443. 

Morrison-Beedy D, Cote- To develop an The project serves as a 

Arsenault D. The cookie “icebreaker” for an creative and effective 

experiment revisited: initial research class teaching strategy that can 

broadened dimensions for that provided be adapted at various 

teaching nursing research. exemplars throughout levels. 

Nurse Educ. 2000;25(6): the course. 

294-296. 

NRC members believe this hands-on approach 

made nursing research real to bedside nurses at 

Robert Packer Hospital. Firsthand experience with 

this process helped the nurses better understand 

published nursing research and their role in conducting 

such research or collecting research data for 

other nurses, and increased their appreciation of 

EBP in the clinical practice setting. 

By educating coworkers and sharing their work 

at the local and national levels, NRC members 

completed the nursing research process, illustrating 

the importance of disseminating nursing research 

outcomes to the larger nursing community. 

By the time of the hospital’s Magnet site 

survey, staff nurses were actively engaged in several 

EBP and nursing research activities and were 

able to show ANCC reviewers they were indeed 

Magnet-caliber nurses. 

■ 

Plaudits for the “Peanutty” project 

Dubbed the “Peanutty over nursing research” project, 

this study generated much excitement and pride 

among NRC members. It enabled them to articulate 

the steps of the nursing research process and serve 

as unit resources to peers. Eager to share what 

they’d learned, they assembled posters that defined 

basic research terms and applied them to the study 

to illustrate the basic steps of the research process. 

They presented the posters at unit staff meetings 

and displayed them on nursing units. 

Selected references 

Visit www.AmericanNurseToday.com/Archives.aspx for a complete list 

of selected references. 

Sally Bennett and Mary Hicks are Clinical Nurse Educators and Debra Raupers is 

the Magnet Coordinator and Director of Nursing Education and Research at 

Robert Packer Hospital in Sayre, Pennsylvania. Lois Schoener is Director of the 

Nurse Education Program at Elmira College in Elmira, New York. The authors 

wish to acknowledge the members of the Nursing Research Council at Robert 

Packer Hospital, as well as Dr. Robert Bienkowski, PhD, Director of Research 

and Clinical Innovation at Guthrie Healthcare System, for their support and assistance 

with this project. 


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EOE M/F/D/V 

September/October 2009 American Nurse Today 61 

© 2009 NAS 

(Media: delete copyright notice)


Mission: Achieve continual 

readiness for Joint Commission 

surveys 

An impossible goal? Perhaps not, if you follow the author’s 

“E” approach. 

By Barbara C. Sorbello, PhD, RN-BC, NEA-BC 

It’s 8:30 A.M. Monday, and the hospital is bustling. 

The operating room has a heavy schedule. Six emergency-department 

patients have been admitted and 

await open beds. All of a sudden, you hear “Code J” announced 

over the PA system—and the nightmare begins. 

The nurse manager on 2-North starts barking orders 

to her staff. “Peter, clear the hallways and hide the 

Christmas decorations in the storage room. Julie, make 

sure our I.V. sites and irrigation sets are dated. Cathy, 

check the charts and see if all our patients have up-todate 

care plans and discharge plans.” 

The charge nurse scrambles to verify that the crash cart 

logs and refrigerator logs have been completed. “Oh my 

gosh!” she suddenly exclaims. “Who took the refrigerator 

thermometer? And where did all this old food come from?” 

Meanwhile, the nurse manager heads for the medication 

room to check drug expiration dates. She finds 

the medication cabinets unlocked and sees donuts and 

spilled coffee on the counter. Taking a deep breath to 

calm herself, she opens the cupboard under the sink. 

There she spots unit supplies, a box of cookies, and 

staff members’ purses. No amount of deep breathing 

can prevent her from losing her cool now! 

Most of you can relate to this tale of a surprise 

Joint Commission (JC) visit. It could happen on 

any nursing unit on any given day. Meeting the 

myriad standards and regulations established for 

healthcare facilities by federal, state, and local 

agencies can be challenging enough. Keeping staff 

members in continual readiness for an unannounced 

survey may seem nearly impossible. 

Yet being in a continual state of readiness diminishes 

the stress of last-minute preparations. This article 

describes how nurse leaders can make sure 

their staffs are perpetually prepared—and confident—for 

surprise surveys. 

JC’s survey approach 

In 2004, the JC rolled out a new survey approach: 

Their surveyors now spend more time reviewing patient-care 

activities, processes, and outcomes by using 

“tracer” methods and talking with staff members involved 

in direct patient care. Tracer surveyors trace 

the care processes patients experience during the continuum 

of their hospital stays and discuss standards 

with the care providers closest to the patient situation. 

In 2006, JC began its unannounced survey 

process, in which facilities don’t have the luxury of 

preparing for surveys. Long gone are the days 

when JC surveyors sat in a hospital’s conference 

room all day reviewing manuals, committee minutes, 

and closed patient records. Now they spend 

less time on document review and more time discussing 

effective care with clinicians. 

Many healthcare organizations have created 

teams linked to each JC standard of care. The teams 

conduct gap analysis and develop performance improvement 

plans for organizational readiness related 

to the assigned standard. This strategy promotes a 

systems-oriented approach to process improvement 

and quality outcomes. Unit leaders and staff members 

are responsible for implementing the teams’ recommendations 

and conducting unit-based initiatives 

to ensure high-quality care at the unit level. 

Developing a culture of readiness 

Continual quality improvement is a way of being, not 

just a periodic activity. If employees merely try to get 

through a survey using scripted responses, they may 

perceive that the survey and their participation in it 

have little value to themselves or their patients—an attitude 

not conducive to feeling engaged in the process. 

Instead, nurse leaders and the shared governance 

committee of the nursing unit must set standards 

for, and promote conditions that foster, a culture 

of safety, quality, and readiness. The focus 

needs to shift from merely doing what’s needed to 

meet requirements, to ensuring continual performance 

and process improvement. 

Using the “E” approach 

To achieve a culture of continual readiness for sur- 

(continued on page 64) 


NURSING EXCELLENCE 

SOUTHEAST MISSOURI HOSPITAL 

DESIGNATED AS MAGNET HOSPITAL AGAIN 

Southeast Missouri Hospital has once again been recognized as a 

Magnet hospital by the American Nurses Credentialing Center 

for excellence in nursing services, making it one of a select number 

of hospitals in the nation to receive this prestigious recognition. 

The recognition is the highest honor that a hospital can 

receive for nursing care. 

Southeast first earned Magnet recognition in 2004. At the time, 

it was only the fourth hospital in Missouri and the first outside a 

metropolitan area of the state to achieve such status. Fewer than 5 

percent of the nation’s hospitals have achieved Magnet status. 

The Joint Commission on Accreditation of Healthcare 

Organizations notes that the Magnet Recognition Program ® 

provides consumers with “the ultimate benchmark to measure the 

quality of care they can expect to receive.” 

“Only 2% of the 

hospitals in the 

country are able 

to sustain the energy 

it takes to be 

redesignated. 

— Gail Wolf, RN, DNS, FAAN 

American Nurses Credentialing Center


(continued from page 62) 

veys, try using what I call the “E” approach. It assigns 

activities to four categories starting with the 

letter E—expectations, education, engagement, and 

evaluation. 

Expectations 

Leaders of each nursing unit must be clear about 

their expectations for staff members. They must 

spell out the unit’s mission, vision, and goals 

(which should support the overall goals of the nursing 

department and organization). The unit’s quality 

initiatives must align not just with these goals 

but with established best practices, as delineated in 

such resources as: 

• JC’s National Patient Safety Goals 

• evidence-based clinical practice guidelines from 

the Agency for Healthcare Research and Quality 

• quality measures from the Centers for Medicare 

& Medicaid (CMS) 

• safe medication practices from the Institute of 

Medicine and Institute for Safe Medication 

Practices 

• nursing-sensitive indicators from the American 

Nurses Association. 

Unit leaders must stay current on these organizations’ 

standards, databases, and measurement 

tools for quality monitoring. They must incorporate 

the expectation for meeting standards in everyday 

interactions with their staff and when evaluating 

care processes and outcomes on their units. As a 

leader, you need to set the stage for safety and 

quality. You must “walk the talk” every day. 

Education 

Staff members should be educated on quality initiatives 

and unit-based outcomes on a continual basis. 

Such education should focus on standards of care 

and error avoidance, and should be delivered in a 

way that emphasizes systems rather than casts 

blame and metes out punishment. 

The following educational strategies have 

worked for many nursing units and departments: 

• “Quality care” is a standing agenda item at 

monthly meetings to ensure that qualityrelated 

issues, current performance, and improvements 

are discussed. 

• Unit-based shared governance councils focus 

on quality initiatives and share updates at unit 

meetings. Decision making centers on patient 

safety and quality of care. 

• Unit bulletin boards have a designated “Quality 

Corner” where staff members post nursing 

report cards, performance improvement plans, 

patient satisfaction data, and pertinent graphs. 

• Unit leaders take advantage of informal 

“teachable moments.” When making rounds, 

for instance, they look for evidence of quality 

To be here with the best.How can that not be inspiring? 

At UWHC, we are proud to be a Magnet hospital and proud of our NDNQI designation as 

the #1 Academic Medical Center for Nursing Quality. Together, it says everything about 

the care we provide and the nurses who make it all possible. As a nurse here you should 

have great expectations. We hope that you will always push us to go further, to do more, 

to exceed and excel. 

To you and to all of our Magnet colleagues let’s raise the bar even further and show the 

world the difference we can make together. 

uwhealth.org/futureofnursing 

The future of nursing is here. 


as well as evidence that standards aren’t being 

followed. Providing frequent constructive feedback 

and giving kudos where due are crucial 

and effective. 

• Units partner with other hospital units or departments 

to provide in-service sessions for 

staff. For example, a pharmacist provides insight 

into safe medication practices, an infection-control 

practitioner discusses how to prevent 

nosocomial infections, and a quality 

management/utilization review specialist presents 

data on CMS quality measures, length of 

stay, readmission, and utilization. 

Engagement 

Staff members can provide high-quality care and 

maintain continual readiness only if they’re engaged 

and working together as a team. Nurses have 

a professional responsibility to be safe practitioners 

and keep their knowledge and competencies up to 

date through continual education and participation 

in professional practice decisions. Environments 

that empower nurses and give them some 

control over their practice contribute to improved 

quality and patient safety. Creating a safe culture 

where nurses feel empowered also promotes interdisciplinary 

dialogue that can help identify important 

issues and barriers to success. 

All staff members must play a role in quality initiatives. 

Such roles may include assigned activities—for 

instance, safe-environment checks, chart 

reviews, purposeful patient rounds, performanceimprovement 

data collection, committee participation, 

and sharing with colleagues. 

In addition, all staff members (including unlicensed 

assistive personnel) should be included in 

unit readiness. Patient-care technicians, certified 

nurse assistants, and unit secretaries can help 

monitor, correct, and report on environmental safety, 

as by keeping halls and storage areas clear, 

keeping patient rooms tidy, logging refrigerator 

and freezer temperatures, and covering linen carts. 

These activities should be assigned, not assumed. 

Using a monthly signup sheet, registered nurses 

and licensed practical/vocational nurses can sign 

up to give updates for the “quality care” agenda 

item during meetings. (See Sample signup sheet for 

quality-care topics.) Let staff members know you expect 

every nurse to participate. Such participation 

increases nurses’ engagement in comparing their 

unit’s performance to benchmarks. 

Evaluation 

Evaluation is most effective when conducted concurrently 

rather than retrospectively, so that feedback 

can be given to staff members and changes implemented 

where necessary. I can’t overemphasize the 

importance of giving positive feedback, ranging 


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from a pat on the back to formal 

recognition. Everyone wants to be 

recognized for a job well done. 

Handwritten notes, letters placed in 

employee files with copies sent to 

appropriate administrators, and 

small tokens of appreciation (such 

as gift certificates to the coffee shop) 

go a long way toward recognizing 

and rewarding good performance. 

Many organizations have peerrecognition 

activities that include 

thank-you-note bulletin boards 

where staff members post appreciation 

notes to each other. 

When necessary, leaders should 

provide constructive criticism in a 

timely fashion. Along with such 

criticism, reinforce your expectations 

for the employee. If a staff 

member fails to meet these expectations, 

convey this conclusion 

honestly in a structured performance 

appraisal. (The same goes 

when an employee meets or exceeds 

expectations.) Use your organization’s 

performance management 

policies to address the 

deficiency. Don’t sweep poor performance 

under the rug or simply 

transfer it to another department. 

In addition, invite representatives 

of other departments to visit 

your unit so they can provide information on their 

care processes and outcomes and help staff members 

see how the various disciplines can work better 

together to improve patient care. 

Finally, participate in mock tracer studies to aid 

assessment, using leaders from other departments 

who can assess your unit’s processes objectively. This 

also helps prepare staff to feel comfortable discussing 

patient care processes and outcomes with others. 

Sample signup sheet for quality-care topics 

This sample signup sheet shows potential topics staff nurses may wish to present 

for the “quality care” agenda item during monthly unit meetings. 

RNs, LPNs: Sign up for 

Month Topic your topic of interest 

January Preventing bacteremia and UTIs Shelly Alvero 

February Pressure ulcer prevalence, incidence, Melissa Shaw 

and prevention 

March Preventing medication errors Jim Maddison 

April Preventing falls Doris Weber 

May Culturally competent/sensitive care Rachael Verrango 

June Reducing restraint use Chris Davidson 

July 

August 

September 

October 

November 

December 

Pain management 

Informed consent and operative procedures 

Patient education practices 

Functional and nutritional screening 

Evidence-based practice/quality measures 

appropriate for the nursing unit 

Advance directives and patient rights 

supporting a culture that demonstrates Magnet 

principles in daily practice. 

Consistently providing the safest and best care 

possible isn’t negotiable—but being in continual 

compliance isn’t as daunting as it may seem. You 

can achieve this goal by exhibiting visionary leadership, 

creating a culture of safety and high expectations, 

and using effective communication, education, 

feedback, and teamwork. 

■ 

A final “E” for excellence 

Setting clear expectations, providing staff education, 

engaging staff in quality initiatives, and evaluating 

outcomes can help your work culture 

achieve both continual readiness for surveys and 

excellence in performance. A culture of excellence 

empowers nurses to create innovative solutions to 

help achieve excellent clinical outcomes, which in 

turn supports the Magnet principles of the American 

Nurses Credentialing Center. Magnet hospitals 

demonstrate better quality, as shown by decreased 

patient morbidity and mortality. By maintaining a 

laser focus on high standards of patient care, leaders 

and their staff can help ensure their units are 

complying with regulatory requirements and are 

Selected references 

Adamski P. Implement a handoff communications approach. Nurs 

Manage. 2007;38(1):10,12. 

Adamski P. Prepare for the next patient instead of the next survey. 

Nurs Manage. 2006;37(11):9. 

American Nurses Credentialing Center. Announcing a New Model for 

ANCC's Magnet Recognition Program. www.nursecredentialing.org/ 

Magnet/NewMagnetModel.aspx. Accessed August 24, 2009. 

Comeau E, Lowry D. Unannounced JC survey. J Nurs Care Qual. 

2005;20(1):5-8. 

Gant NR, Sorenson L, Howard RI. A collaborative perspective on 

nursing leadership in quality improvement. Nurs Adm Q. 2003; 

27(4):324-329. 

Barbara C. Sorbello is Administrative Director for Acute Care Services at Bon 

Secours-St. Francis Medical Center in Midlothian, Virginia. 


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Robotic Surgery; Transplant; 

Women and Infants—Level III NICU. 

Ross Heart Hospital: 150 Universal patient 

rooms; Cath/EP; Sterotaxis; Chest 

Pain Center; Regional STEMI program; 

CV Surgery—Heart and Lung Transplant 

Center; Vascular and Endovascular Surgery; 

VAD accredited. 


It’s All About You... 

There are a lot of nursing jobs out there, and selecting the 

right one for you is a big decision. We place a strong focus on 

professional development, rewards, recognition, and work-life 

balance. Join us at Centra, where you will see the difference. 

Magnet Designation 

Level II Trauma Center 

Certified Stroke Center 

Top Cardiovascular Hospital 

Forbes’ 

Safest Hospitals in America 

Hospitals & Health Networks Magazine 

Most Wired and Wireless Hospital 

Beacon Award 

VICU, CVRU, MICU 

Press Ganey Summit Award 

Society of Thoracic Surgeons 

3-Star Rating 

Closed Staffing 

Benefits Package 

Flexible Scheduling 

Tuition Reimbursement 

To learn more about your choices, visit www.CentraHealth.com. 



Redefining Nursing 

Palomar Medical Center 

555 East Valley Parkway, Escondido, CA 92025 

1.888.645.5556 

Amanda Macias • Amanda.Macias@pph.org 

www.pph.org 

319 Beds (Palomar Medical Center), 109 Beds (Pomerado Hospital) 

Level 2 Trauma Center, Bariatric Surgery Center, Stoke Center, 

Center for Wound Care and Hyperbaric Medicine, Wound Care 

Palomar Pomerado Health, California’s largest public health 

system is the only Magnet ® Recognized system in the state. It is 

nationally recognized for clinical excellence in cardiac care, 

women’s services, cancer, orthopedics, trauma, rehabilitation 

and behavioral health services. 

Leading the 

Lisa Wus, RN, CRNP 

As a MAGNET®-recognized hospital, Thomas Jefferson 

University Hospitals, Center City Campus, offers a 

distinguished academic setting in which to practice and 

excel as a nurse. As a Jefferson nurse, your knowledge, 

clinical experience and proven decision-making abilities 

are highly valued. Here you are part of a collaborative 

healthcare team focused on providing advanced medical 

therapies and improving quality of life. 

Jefferson is seeking candidates for the following positions: 

Vice President for Nursing Research 

MAGNET Program Director 

Please visit our website for more details and 

information about our attractive and generous 

employee benefits program and other 

employment opportunities. 

www.JeffersonNursing.org 

EOE 

1-866-JEF-NURSE 

or 1-866-533-6877 

PinnacleHealth System 

111 S Front Street, PO Box 8700, Harrisburg, PA 17105-8700 

(717) 231-8600 

Kimberly Etter • KEtter@pinnaclehealth.org 

www.pinnaclehealth.org 

628 Beds 

Stroke Center, Top 100 Heart Hospital, Organ Transplant, Hospice, 

Bariatric Surgery, High Risk Pregnancy, Level III NICU 

In 2006, PinnacleHealth received the prestigious designation as 

a Magnet organization from the American Nurses Credentialing 

Center. We continue to be sought as a mentor and partner 

for hospitals on their own Magnet journey. 

Portland VA Medical Center 

3710 SW Veterans Hospital Road, Portland, OR 97293 

(800) 949-1004 ext. 52920, or 

(503) 402-2920 

Traci Charlton, Nurse Recruiter 

303 Beds 

This Magnet hospital offers primary, tertiary and long-term care, including 

mental health, renal and liver transplant and home care. 

Working as a Nurse Professional at the Portland VA Medical Center 

means “Keeping the Promise” in caring for Veterans. Shared 

decision making, professional growth opportunities, salary and 

award systems based on performance/achievement. Competitive 

salaries with an excellent benefit package; earn 5 weeks of 

vacation yearly. Pre-employment physical and drug testing may 

be required. All positions are open to qualified US Citizens. The 

Portland VA Medical Center is an Equal Opportunity Employer. 



Poudre Valley Hospital 

1024 South Lemay Avenue 

Fort Collins, CO 80524 

970-495-7807 

Sherry Buer 

sab5@pvhs.org 

www.pvhs.org 

281 Beds 

Level IIIa NICU, Oncology/hematology, Orthopedic, 

Bariatric, Robotic-assisted Surgery 

Poudre Valley Health System received the 2008 Malcolm 

Baldrige National Quality Award—the highest Presidential 

honor given to United States businesses and organizations 

that demonstrate performance excellence. Become part of 

our team at one of the top 100 places to work (Modern 

Healthcare) in one of the best cities in America (Money Magazine). 

For more information visit www.pvhs.org. 

Providence Holy Cross Medical Center 

15031 Rinaldi Street 

Mission Hills, CA 91345 

818-365-8051 

providenceiscalling.org 

Providence Holy Cross Medical Center is nationally recognized 

for exceptional care. Our not-for-profit medical center 

is in the top 5% in the nation for clinical performance, has a 

99% rating in core measures and has been honored with 

awards in Cardiac, Women’s and Stroke Care. It’s also the 

only facility in the San Fernando Valley to achieve the coveted 

ANCC Magnet designation. 

Surrounded by the northern Shenandoah Valley’s breathtaking natural 

beauty, Valley Health meets the healthcare needs of a vibrant community 

with state-of-the-art facilities, leading-edge technology, advanced 

treatment options, and a superb staff of dedicated professionals. As a 

non-profi t organization that provides a full spectrum of inpatient and 

outpatient services, we regularly invest in new programs and equipment, 

continuously work to improve quality and service, and empower our 

people to achieve at the highest level. Join us at the V for an exceptional 

career, including our superb Magnet facility, the Winchester Medical 

Center! 

ASK ABOUT OUR $5,000 

SIGN-ON BONUS! 

UP TO $3,000 FOR RELOCATION! 

STAFF RN OPPORTUNITIES 

WINCHESTER 

MEDICAL CENTER 

CORONARY CARE UNIT 

CARDIOVASCULAR ICU 

CRITICAL CARE FLOAT POOL 

OPERATING ROOM 

HOME HEALTH 

We’re looking for nurses with a dedication to excellence that matches our 

own. Valley Health is just 70 miles from Washington, D.C., yet removed 

from the day-to-day hassles of today’s busy metropolitan areas. We 

offer competitive salaries and a dynamic professional practice ladder 

program. Our benefi ts are outstanding and include up to 100% tuition 

and textbook reimbursement to further advance your degree. We look 

forward to telling you more! For prompt consideration, apply online at 

www.valleyhealth.jobs. 

Office of Nurse Recruitment 

Valley Health 

1840 Amherst Street 

Winchester, VA 22601 

EOE 

© 2009 NAS 

(Media: delete copyright notice) 

September/October 2009 American Nurse Today 69 

American Nurse Today


Saint Elizabeth Regional 


555 South 70th Street 

Lincoln, Nebraska 68510 

402-219-7377 

Lisa Rickers, RN - Nursing 

Recruitment Specialist 

lrickers@stez.org 

www.saintelizabethonline.com 

269 Beds 

Saint Elizabeth is a 100 Top Hospital ® 

(Thomson Reuters) for the fifth time. 

We have a certified Stroke Center and a 

Chest Pain Center. Our regional burn 

center is verified; our Radiation Oncology 

Center is accredited and is home to 

the state’s only CyberKnife. Saint Elizabeth’s 

Baria tric Center is a Center of 

Excellence by the ASMBS and a Blue 

(Cross/Shield) Center of Distinction. Our 

innovative orthopedics department is 

raked among the top 50 in the nation 

(U.S.News & World Report). Our Cancer 

Institute and heart programs have 

earned various national recognitions. 

The medical center has 269 all-private 

rooms; outlying affiliated clinics and 

services; and is a member of the 77- 

hospital Catholic Health Initiatives 

system. 

Saint Joseph’s (New Jersey) 

address St. Joseph’s Healthcare System 

text 703 Main Street, Paterson, NJ 07503 

Nancy Hill, BA, PHR, Nurse Recruiter 

973.754.4614 

hilln@sjhmc.org 

www.StJosephsHealth.org 

1,030 Beds 

One of NJ’s most prominent healthcare 

systems, St. Joseph’s provides compre - 

hen sive integrated services at 

St. Joseph’s Regional Medical Center, 

an academic tertiary medical/trauma 

center and state-designated specialized 

St. Joseph’s Children’s Hospital (Magnet 

designated since 1999); St. Joseph’s 

Wayne Hospital, an acute care hos pital; 

and St. Vincent’s Nursing Home, a 

long-term residential facility; largest 

employer in Passaic County; establish - 

ed by the Sisters of Charity of Saint 

Elizabeth in 1867. 

St. Luke’s Health System 

190 E Bannock St. 

Boise, ID 83712 

(866) 554-1401 

Pamela Jordan, RN, Nurse Recruiter 

jordanp@slrmc.org 

www.stlukesonline.org 

Boise 403 beds, Meridian 144 beds 

Specialty Areas: Children’s Hospital, 

Heart and Vascular, Labor and Delivery, 

Level III Neonatal Intensive Care 

Unit, Mountain States Tumor Institute. 

In 2001 St. Luke’s became the 39th hospital 

in the country and the first hospital 

in Idaho to be recognized as a Magnet 

organization. St. Luke’s achieved re-designation 

in 2006, the 19th hospital to 

attain that honor. As a Magnet organization, 

St. Luke’s provides an environment 

in which all healthcare professionals 

work and grow together, while 

providing excellent patient care and 

achieving superior patient outcomes. 

Wow 

Take a Look at 

Northern Colorado 

POUDRE VALLEY HEALTH SYSTEM 

Poudre Valley Hospital was 

named a Top 100 Hospital 

for five consecutive years. 

Poudre Valley Hospital has 

held Magnet designation 

since 2000. 

Poudre Valley Health System 

named one of the 100 Best 

Places to Work in Healthcare. 

Poudre Valley Health System received the 2008 Malcolm Baldrige National Quality Award - the highest Presidential 

honor given to United States businesses and organizations that demonstrate performance excellence. 

Become part of our exceptional team at one of the top 100 places to work (Modern Healthcare) in one of the 

best cities in America (Money Magazine). 

Our award winning facilities include two state-of-the-art hospitals in two of the most desirable cities in the 

United States in which to live – Fort Collins and Loveland. 

CURRENT OPENINGS: 

• Advanced Practice RN’s/Clinical Nurse Specialists: ICU, Emergency 

Services Support, Medical Unit Departments 

• Cardiovascular OR RN 

We invite you to apply online at www.pvhs.org or contact our Human Resources departments to learn more 

about these and other employment opportunities and to see if you qualify for an all expense paid trip to 

Northern Colorado and/or relocation assistance. Poudre Valley Health System is an Equal Opportunity Employer. 

Medical Center of the Rockies 

named “Exemplary Service 

Overall Best Performer” and 


received the “Five Star 

Inpatient Care Award” in 

customer satisfaction. 


1024 S. Lemay Avenue 

Fort Collins, CO 80524 

970-495-7800 

Medical Center of the Rockies 

2500 Rocky Mountain Avenue 

Loveland, CO 80538 

970-624-1240 

pvhs.org 


Sarasota Memorial Health Care 

System 

1700 S. Tamiami Trail 

Sarasota, FL 34239 

941-917-9000 

Ron Bass 

ron-bass@smh.com 

www.smh.com 

800+ Beds 

Cardiac, Oncology, Geriatric, Bariatric, 

Orthopedic, Level III NICU, Behavioral 

Health, Rehab, Robotic Surgery 

The only Magnet hospital in SW Florida 

and the only SW Florida hospital ranked 

among America’s Best Hospitals by US News 

& World Report for six consecutive years. 

56.2% 

of RNs work in hospital 

settings. 4 

Seattle Children’s 

4800 Sand Point Way NE 

Seattle, WA 98105 

800-874-6691 

Mary Davis or Judy Shorr 

RNjobs@seattlechildrens.org 

www.seattlechildrens.org 

250 Beds 

U.S.News & World Report’s 2009 America’s 

Best Children’s Hospitals issue reported Seattle 

Children’s ranked 4th in the country for 

kidney disorders, 6th for cancer, 8th for 

urology, 9th for respiratory disorders, and 

9th for neurology and neurosurgery. 

Other highly rated programs include 

neonatal care, orthopedics, digestive disorders, 

and heart and heart surgery. 

For over a century, Seattle Children’s has 

provided compassionate state-of-the-art 

family-centered pediatric care in the Pacific 

Northwest. Affiliated with the re nowned 

research and training facilities at University 

of Washington and Fred Hutchinson 

Cancer Research Center, Children’s employees 

practice in an innovative, educational 

and nurturing environment. 

Seton Northwest Hospital 

11113 Research Blvd., Austin, TX 78759 

512-324-1776 


setonjobs@seton.org 

www.seton.net 

124 Beds 

Seton Northwest features therapeutic and 

diagnostic services through our Emergency 

Department, Medical Surgical 

Floor, Intensive Care, Maternity and Surgical 

Services. Recognitions include the 

Codman Award for Perinatal Safety and 

Beacon designation for excellence in ICU. 

240,461 RNs are 

prepared to practice in 

at least one advanced 

practice role. 4 


INTEGRIS Baptist Medical 

Center, part of Oklahoma’s 

largest non-profit health system, 

has career opportunities for 

dedicated individuals. We are the 

only Oklahoma-owned hospital to 

achieve MAGNET recognition and 

have been voted as one of 

Oklahoma’s Best Places to Work 

for four consecutive years. Our 

team of the most dedicated 

people treat the most challenging 

healing with innovative techniques 

and advanced technology. If you 

have an unwavering commitment 

for excellence and want to work 

with top notch healthcare 

professionals, apply today. 

Our outstanding benefits include: 

• Tuition Assistance 

• Patient Satisfaction Bonuses 

• On-site Child Care Facility 

dedicated only to our 

employees 

• Retirement Savings Plan 

• Onsite Fitness Center 

• Medical/Dental/Vision Plans 

Explore Our Opportunities 

integrisOK.jobs 

Equal Opportunity/Affirmative Action Employer 



Sharp Healthcare 

San Diego, CA 

jobs@sharp.com 

www.sharp.com 

1,955 Beds 

Sharp HealthCare, a not-for-profit regional 

health care delivery system, includes 

four acute-care hospitals, three specialty 

hospitals and provides medical 

services in virtually all fields of medicine. 

As San Diego’s health care leader, Sharp 

has an unwavering commitment to excellence 

and passion for caring. Sharp was 

named a recipient of the 2007 Malcolm 

Baldrige National Quality Award and has 

two Magnet ® -designated hospitals: Sharp 

Memorial HEALTHCOM Hospital and MEDIA Sharp Grossmont 

Hospital. 

+250,000 

nurses have been certified 

by ANCC since 1990. 3 

South Jersey Healthcare 

1430 W. Sherman Avenue 

Vineland, NJ 08360 

(856) 641-7765 

Debbie Gianchetti, Director, Recruitment 

gianchettid@sjhs.com 

www.SJHealthcare.net 

262 Beds 

Comprehensive hospital services are provided 

at both SJH Elmer Hospital and the 

SJH Regional Medical Center in Vine land. 

A satellite emergency department located 

at the SJH Bridgeton Health Center. 

The American Nurses 

Credentialing Center (ANCC) 

2009 National Magnet 

Conference will bring 

Southeast Missouri Hospital 

1701 Lacey 

Cape Girardeau, MO 63701 

573-651-5520 


hr@sehosp.org 

www.southeastmissourihospital.com 

266 Beds 

Recognized as one of Missouri’s healthcare 

leaders, Southeast Missouri Hospital 

serves nearly 600,000 people. 

Southeast’s centers of excellence are the 

Regional Heart Hospital, American Regional Nurse Cancer 

Center, Regional Brain and Spine 

Today 

LIFESP0006 

Center, Emergency Services, Orthopedic 

and Joint Replacement Center and the 

Center for Women’s and Children’s 

Services. Southeast offers a full continuum 

of healthcare/wellness services for 

individuals, families and businesses. 

more than 

BOS013654B 9/16/2009 

NDIRIENZ 

5,000 

7 x 4.75” 

ach/jb/rv/jb/rv/reh 

6 

nurses to the Louisville, KY 

Convention Center on 

October 1-3, 2009. 3 

Taking the 

Best Care of Rhode Island 

• • • • • • 

The Miriam Hospital 

Lifespan is the first and largest health care system of its kind in Rhode Island, serving patients within the state, and throughout New England. 

As a comprehensive, integrated academic health system comprised of four outstanding hospitals, we offer diverse opportunities that can 

place you in the career environment of your choice. Our commitment to nursing excellence is demonstrated by the fact that two of our 

affiliates, The Miriam Hospital and Newport Hospital, have been recognized with Magnet designation. 

As one of only three hospitals in the country to receive the distinctive Magnet 

designation for the third time—and the first in New England to achieve this 

feat—The Miriam Hospital in Providence offers big-city excitement in a warm, 

community setting. As a private 247-bed, not for profit, acute care general 

hospital, we provide a broad range of medical and surgical services, and serve 

as a major teaching hospital for the Warren Alpert Medical School of Brown 

University. We have been ranked among the top hospitals in the country for 

cardiovascular services in the Thomson 100 Top Hospitals: Cardiovascular 

Benchmarks for Success study, having earned this honor five times. 

Newport Hospital 

Recognized with Magnet designation twice, Newport Hospital is the only hospital 

in the region to hold both Magnet designation and Baby Friendly designation, 

which is awarded to its birthing center by the World Health Organization and 

UNICEF. A 129-bed progressive community hospital, we are located in the beautiful 

seaport community of Newport, RI. Our state-of-the-art facility provides a broad 

array of critical and acute care medical and surgical services, and features 

a collaborative, compassionate and supportive culture. 

We offer an outstanding benefits package and the opportunity 

to grow and advance within the Lifespan network. To learn 

more and apply online, please visit www.LifespanCareers.org. 

EO/AA Employer. We welcome and promote a diverse workforce. 

www.LifespanCareers.org 


Southeastern Regional Medical Center 

300 West 27th Street 

P.O. Box 1408 

Lumberton, NC 28358 

910-272-3024 

Natalie Russ, RN, BSN 

Nurse Recruiter/Retention 

www.russ04@srmc.org 

www.srmc.org 

452 Total Licensed Beds 

Heart Center, Lap Banding, Participant with Carolina Organ 

Procurement Association and Organ Donation, Wound Healing 

Center, Sleep Center, NICU Level II, Gibson Cancer Center, 

Critical Care Transport, Adult Psychiatric Unit, Long Term 

Care Facility, Home Health and Hospice, Hospice House, Outpatient 

Clinics (Medical, Urgent Care, Diabetes and Arthritis, 

Pain Management, Digestive), Community Health Services, 

Cardiopulmonary Rehabilitation, Hospitalist and Intensivist 

Programs. 

At Southeastern Regional Medical Center, you’ll find a technologically 

advanced facility with an open, collaborative culture. 

I discovered my 

as a Magnet ® nurse. 

I’m empowered to use my clinical expertise and 

encouraged to share ideas for improving care through 

unit-based practice councils. But as a South Jersey 

Magnet ® nurse, I also enjoy: 

 

 

 

 

through our unique professional ladder 

 

www.sjhealthcare.net 


St. Louis Children’s Hospital 

One Children’s Place 

St. Louis, MO 63110 

314-286-0913 

Jean Heafner 

jmh2737@bjc.org 

www.StLouisChildrens.org 

250 Beds 

Specialty areas of hospital: 

75-bed Level III NICU 

PICU 

Dedicated 12-bed CICU 

ER designated as Level I Pediatric 

Trauma Center 

Neonatal/Pediatric Transport team 

Our Nurses are committed to doing 

what’s right for kids and families. 

The Queens Medical Center 

1301 Punchbowl Street 

Honolulu, HI 96813 

808-538-9011 

Cindy Kamikawa, VP Nursing 

ckamikawa@queens.org 

www.queens.org 

505 acute Beds, 28 sub-acute Beds 

Founded in 1859, Queens is Hawaii’s largest private hospital 

with 505 acute beds and 28 sub-acute beds. Queens is Hawaii’s 

leader in cancer, cardiac, trauma, and orthopedics. Nursing 

excellence, education, and research are priorities at Queens. 

Proud to be an equal opportunity employer 

www.inova.org/careers 

make your career 

moment. 

Be where multiple Magnet recognition 

flourishes. 

There are moments you remember. Like the 

moment you find a health system where multiple 

Magnet recognition is business as usual. It’s 

about providing the very best environments 

for patients, nurses, everyone. Get to know 

Inova Health System in Northern Virginia near 

Washington D.C. 

Inova Magnet Hospitals are: 

• Inova Fairfax Hospital 

• Inova Loudoun Hospital 

• Inova Fair Oaks Hospital 

EOE/Pre-employment drug screening required. 

Tobacco-free environment. 



Thomas Jefferson University 

Hospitals, Inc. 

111 South 11th Street 

Philadelphia, PA 19107-5098 

1-866-JEF-NURSE or 1-866-533-6877 

Mary Marczyk, RN, MSN, Nurse Recruiter 

Mary.Marczyk@jeffersonhospital.org 

www.JeffersonHospital.org 

755 licensed beds at Jefferson’s 

Center City Campus 

957 licensed beds at all locations in 

Philadelphia 

One of the nation’s leading academic 

medical centers, Jefferson is a Level One 

Trauma Center, a Regional Spinal Cord Injury 

Center and accredited Stroke Center. 

78% of nurses are 

satisfied with their 

United Hospital 

3339 Centerville Rd., St. Paul, MN 55102 

612-262-4590 or 

nurserecruitment@allina.com 

Jeff Wicklander, RN, MS, APRN, NE-BC 

Vice President, Patient Care Services 

Jeffrey.wicklander@allina.com 

www.unitedhospital.com 

550 Beds 

United Hospital, the largest tertiary hospital 

in the Twin Cities east metro area, 

provides a full range of services. United is 

nationally recognized for programs including 

cardiac care, emergency services, 

oncology, orthopedics, neurosciences 

and epilepsy, rehabilitation, medical 

imaging and surgery. See www.united 

hospital.com for more information. 

The University of Chicago 


5841 S. Maryland Ave. 

Chicago, IL 60637 

773-702-1734 

Cheryl Portner 

www.uchospitals.edu 

597 Beds 

Multispecialty Academic Medical Center, 

Level II Adult & Level I Pediatric Trauma 

Center, Oncology, Stroke Center, Organ 

Transplant Center, Robotic Surgery, 

Cardiology. 

nursing vacancies are 

estimated by the 

Department of Labor 

by 2020. 5 

current job. 4 800,000 

Skillfull 

Ivy 

Registered Nurse 

Melissa 

Registered Nurse 

At University Medical Center, we continually advance 

the practice of nursing by providing the finest 

nurses with a working environment that features 

advanced technology, professional development, 

and attractive 1:4 nurse-to-patient ratios. In short, 

we combine both the science and art of nursing to create the 

ideal healing environment for our patients. The results are clear 

as demonstrated by our Magnet accreditation, our Top 100 

national status, and back-to-back workplace excellence awards 

in 2008 and 2009. 

With our brand new 61-bed ED that opened in June, the Diamond 

Childrens Medical Center opening in January and our new adult 

IMC and ICU’s opening soon, now is the perfect time to join us. 

For more information, please 

contact UMC Nurse Recruitment at 

www.umcarizona.org or e-mail us at 

nurserecruitment@umcaz.edu Phone: 

520.694.4937 Fax: 520.694.2408, EOE. 

[This is where good nurses become great] 

If you’re ready for greatness, discover VCU Health System. 

A great place to learn and practice, we’re recognized as a 100 Best 

Companies for Working Mothers by Working Mother magazine 

and our VCU School of Nursing has a Top 20 national ranking by 

NIH. We offer a range of benefi ts that include on-site child day 

care and flexible scheduling, helping you to maintain a work/life 

balance. Discover all that VCU Health System has to offer. 

EOE/AA. Women, minorities and persons with disabilities are encouraged to apply. 

To learn more about career opportunities at VCU visit discoverVCUHS.com. 


AMERICAN NURSE TODAY 

9/7/2009 

9100580-IN66906 

DUKUNH 

7” x 9.75” 

Laura Dauginas v.1 

REWARDING WORK WITHIN A MAGNET FACILITY 

Whether you seek the fast-paced, yet personable environment of a communitybased 

hospital or the bustle of a hub facility of a large system, you’ll find an 

atmosphere that matches your goals and career path. Not to mention, you’re 

backed by one of America’s elite healthcare networks, one of the few that has 

achieved Magnet designation in all three hospitals. 

Join our team of compassionate caregivers, and be rewarded with unmatched 

career paths, flexibility, education, technology and benefits. 

Visit our website today to apply online or call 1-800-BE-A-NURSE to learn more. 

opportunities for a lifetime • dukenursing.org 

Duke University Hospital, Durham Regional Hospital and Duke Raleigh Hospital are very proud to have achieved 

Magnet designation, and are also recognized, in part or in whole, by the NCNA as Hallmarks of Healthy Workplaces. 

Duke Medicine prohibits discrimination and harassment, and provides equal employment opportunity without regard to 

race, color, religion, national origin, disability, veteran status, sexual orientation, gender identity, sex, or age.


University Medical Center 

1501 N. Campbell Avenue 

Tucson, AZ 85724 

520-694-4937 

Nurse Recruitment 

nurserecruitment@umcaz.edu 

www.umcarizona.org 

365 Beds 

University Medical Center is Arizona’s 

first Magnet Hospital and the only Level 

I trauma center serving southern 

Arizona. A private, non-profit hospital 

with an expanding 365 bed capacity. 

University of Virginia Health 

System 

1215 Lee Street 

Charlottesville, VA 22908 

866-RNS-4UVA 

Melanie Morris, George Thompson, 

and Kara Vass – Nurse Recruiters 

Uvajobsbeyondmeasure.com 

579 beds 

Level 1 Trauma Center, Organ Transplant, 

Cancer, Heart, Robotic Surgery, 

Women’s Place, Digestive Health, Neurosciences, 

Musculoskeletal, Children’s 

Hospital 

UVA Health System, an integrated network 

of primary and specialty care, offers 

services ranging from wellness 

programs and routine checkups to the 

most technologically advanced care. 

The hospital is complemented by numerous 

clinics on campus, throughout 

Charlottesville and in neighboring 

counties. 

University of Wisconsin 

Hospital & Clinics 

and American Family 

Children’s Hospital 

600 Highland Avenue 

Madison, WI 53792 

800.443.6164 

uwhealth.org/futureofnursing 

4,383 FTEs 

1,667 RN FTEs 

74% hold a BSN or higher degree 

Signature nursing programs: 

UHC-AACN Post-Baccalaureate 

Nurse Residency Program 

Clinical Leadership Collaborative 

Collaborative Governance Council 

Structure 

536-bed, world-class academic medical 

center with a rich history of caring for 

Wisconsin residents and beyond. In addition 

to the esteemed Magnet designation, 

UWHC is proud to have been recognized 

by NDNQI as the #1 academic medical 

center in the nation for nursing quality. 

VCU Health System 

1250 E. Marshall St., Richmond, VA 23298 

866-289-5374 

Gale Rose 

grose@mcvh-vcu.edu 

www.vcuhealth.org 

779 Beds 

Level 1 Trauma Center; over 200 Specialty 

areas, to include Hume-Lee Transplant 

Cen ter, Stroke Center, Massey Cancer Center, 

Harold F. Young Neurosurgical Center, 

Evans-Haynes Burn Center and the 

Pauley Heart Center. 

VCU Medical Center is an internationallyrecognized, 

Magnet-designated regional 

referral center, offering virtually every 

form of contemporary medical service. 

Winchester Medical Center 

1840 Amherst Street 

Winchester, Virginia 22601 

800-776-8773 

Sharyn Gaither, Valley Health Director of 


sgaither@valleyhealthlink.com 

www.valleyhealthlink.com 

Can directly apply for employment at 

www.valleyhealth.jobs 

411 Beds 

Winchester Medical Center is a nonprofit 

regional referral hospital center offering 

a broad spectrum of services that 

includes diagnostic, medical, surgical 

and rehabilitative care. In addition to being 

a Magnet Facility, Winchester Medical 

Center is designated as a Level II 

Level Trauma Center; a Nationally Certified 

Chest Pain Center; an Advanced Primary 

Stroke Center; and for the past five 

consecutive years, continues to be ranked 

as a Health Grades Distinguished Hospital 

for Clinical Excellence. Winchester 

Medical Center serves as a comprehensive 

healthcare resource for over 400,000 

residents throughout Virginia’s northern 

Shenandoah Valley, neighboring West 

Virginia, and Maryland. 

WellSpan Health—York Hospital 

1001 South George Street 

York, PA 17405-7198 

717-851-2249 


nurserecruitment@wellspan.org 

www.wellspan.org 

570+ Beds 

WellSpan Health’s York Hospital is a 

Level I Trauma Center with a Level III 

NICU. It is a nationally recognized 

teaching hospital with seven residency 

programs, five allied health schools and 

other training programs. 

Factoid Sources: 

1 www.icn.ch/matters_errors.htm 

2 www.gallup.com/poll/1654/honesty-ethics-professions.aspx 

3 Information provided by ANCC. 9/4/09. 

4 The Registered Nurse Population: National Sample Survey of Registered 

Nurses. March 2004. 

5 www.pubmedcentral.nih.gov/articlerender.fcgi?artid=1955371

2009 MAGNET™ PROFILES - American Nurse Today

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