Transformational leadership speaks to how our nursing leaders at all levels communicate and role model our organization’s mission, values and our Keck Culture.  It speaks to the kind of leadership that supports nurse engagement, recognizes clinical excellence, fosters healthy environments and promotes innovative change.

 

Transformational leadership embodies the following key components:

  • Strategic Planning – Nursing’s mission, vision and values
  • Advocacy and influence – how the organization supports leadership development, how nurse leaders encourage, recognize and reward nurses
  • Visibility, accessibility and communication – how direct care nurses access nurse leaders

Examples of Transformational Leadership at Keck include:

  • Keck Culture is our service culture
  • Communication avenues such as Keck Huddles, Leadership Huddles and Daily Huddles
  • Nursing SharePoint Site
  • Breakfast with the CNO
  • Leadership rounding
  • The nurses.KeckMedicine.org website
  • Staff nurse participation in performance improvement initiatives

 

Firm structures and process improvement methodologies cultivate an environment where a strong professional practice guides sound decision making. Here at Keck, the mission, vision and values come to life to achieve our credo – “We are the USC Family, working together to serve the lives entrusted to us.”

 

Structured Empowerment embodies the following key components:

  • ​Professional engagement
  • Commitment to professional development
  • Teaching and role development
  • Image of nursing
  • Recognition of nurses by our organization
  • Collaborative relationships with community organizations​

​Examples of Structural Empowerment at Keck include:

  • Professional development – advanced education and certification supported through tuition reimbursement and free CEU courses
  • Participation in nursing and Interprofessional Shared Governance Councils
  • Participation in Unit Practice Councils
  • Professional development through the Nurse Residency Program (Versant®)
  • Development of a Clinical Ladder

Council opportunities for nurse engagement and process improvement
Council opportunities for nurse engagement&process-improvement

Our Professional Practice Model is foundational to nursing practice at Keck as it graphically represents how we care for our patients.  It speaks of our desire to transform the art and science of nursing through personal excellence, teamwork commitment and a passion to deliver uncompromising service.  Our Care Delivery Model/System describes how all interprofessionals across the various disciplines provide patient and family centered care that is beyond exceptional.

 

Exemplary Professional Practice embodies these key components:

  • Professional Practice Model
  • Care and Delivery Model
  • Staff and scheduling processes
  • Interprofessional care and collaboration
  • Collaborative relationships with community organizations
  • Accountability, competency and autonomy
  • ​Ethics, privacy, security and confidentiality
  • Diversity and workplace advocacy
  • Culture of Safety
  • Quality care monitoring and improvement

​Examples of Exemplary Professional Practice at Keck include:

  • Development of the Professional Practice Model of the Nurses of USC
  • Development of the Keck Medical Center Care Delivery Model/System
  • Quality Committee
  • Formalizing structure for our APNs (Advanced Practice Nurses)
  • Encouragement and invitation for clinical RNs to participate in organization quality improvement committees
  • Utilization of Just Culture to promote reporting and system review of medical errors

 

Integration of evidence-based practice and research into clinical and operational processes are essential to the delivery of high-quality, effective and efficient care.  Our organization incorporates the design and implementation of clinical improvement initiatives using the PDCA model and Lean methodology to improve nurse-sensitive indicators and patient and staff satisfaction scores.​

 

New Knowledge, Innovation and Improvements embody the following key components:

  • Utilizing evidenced-based practice and research to improve clinical practice
  • Continuous process improvement
  • Creating innovative strategies to improve operational processes
  • Creation and revision of policies and procedures

Examples of New Knowledge, Innovations and Improvements at Keck include:

  • Clinical RN involvement in the creation of KeckCare
  • Registered nurses participation on the Clinical Data Management Committee
  • Registered nurses participation on the Technology and Informatics Council
  • Development of strategies to improve nursing specific indicators including falls, hospital acquired pressure ulcers, CLABSI and CAUTI 

 

Our journey to excellence will be demonstrated by measuring outcomes, displayed by using data in graphs and tables. It is our results that define how we, as organizational partners, contribute to quality patient outcomes, advance our professional practice, support interprofessional process improvement efforts and promote community outreach.

 

​To achieve and sustain Magnet® designation, the majority of inpatient and ambulatory nursing units must outperform the benchmark of specific indicators the majority of the time.

 

The empirical outcomes Keck measures for patient safety and service include the following Nursing Quality and Patient Satisfaction Indicators:

 

Nursing Quality Indicators

  • Patient falls with injury
  • Hospital Acquired Pressure Ulcers, stage II and above (HAPU)
  • Central Line Associated Blood Stream Infections (CLABSI)
  • Catheter Associated Urinary Tract Infections (CAUTI)

Patient Satisfaction Indicators

  • Friendliness/Courtesy of the nurse
  • Nurses kept you informed
  • Instruction care at home
  • How well your pain was controlled