Secondly, for the third time in the history of Baylor Hamilton
Heart and Vascular Hospital, we received Magnet® recognition
by the American Nurses Credentialing Center. Just 452 U.S.
health care organizations out of over 6,300 U.S. hospitals have
achieved Magnet recognition. Approximately 34 percent of
Magnet recognized organizations that have attempted three or
more designations have been successful. We are proud to have
achieved Magnet® status for three consecutive times.
Recognizing the enhanced public attention on quality
indicators and the need for transparency, we were pleased to
learn at the time of this book’s production, that Centers for
Medicare and Medicaid Services (CMS) will publicly post
several five-star ratings granted to us including in overall patient
satisfaction. Whether through CMS or other third party
reviewers, we realize that transparency in quality outcomes
will only increase over time and we are well-prepared for this.
Our focus has not only been on quality, but also on patient
experience. We are proud to have achieved the Guardian
of Excellence Award from Press Ganey Associates, Inc., for
inpatient patient satisfaction and sustaining a 95th percentile
ranking benchmarked against 1,800 hospitals nationally.
While these accomplishments were celebrated throughout the
organization, we know it is important to ensure that the care
and treatment delivered is of value – the cost is appropriate
and the quality is high with efficient and effective delivery.
The value equation is very real. In this past fiscal year, our
employees worked diligently within “lean” principles to identify
“muda” – a Japanese and “lean” term for waste. It is a time, like
no other, to strive for efficiency in the delivery of quality care
as we navigate tumultuous times in healthcare reimbursement.
Our shared governance structure provides multiple forums for
interdisciplinary collaboration focused on process improvement
and standardization to best practices via continuous process
improvement processes. And, it is because of the strength
of the organization that we will have the ability to grow and
expand not only in bricks and mortar, but in our ability to
continue to be a part of international and national research, as
well as innovation in the delivery of heart and vascular care.
OUR CARE MODEL
• Clinical Excellence (Quality)
• Patient & Family Satisfaction (Service)
• Health Care Team Satisfaction (People)
• Fiscal Responsibility (Finance)
Nancy Vish, PhD, RN, NEA-BC
President and Chief Nursing Officer
Baylor Jack and Jane Hamilton
Heart and Vascular Hospital
Quality
Care
results in
People’s
Expectations
Exceeded
results in
Satisfaction,
Excellence
& Trust
FOUNDING PRINCIPLES:
Honesty + Respectfulness + Integrity + Compassion
+ Communication + Positive Attitude
Our Care Model is the foundational model to help us define the qualities to which we aspire as a part of Baylor Scott & White
Health and as medical professionals: honesty, respectfulness, integrity, compassion, communication and positive attitude.
It is the very Care Model that drives us to excel and continually look for new and innovative ways to be a “best pract ice” for
not only the Baylor Scott & White Health system of hospitals, but for any and all specialty heart and vascular hospitals.
Together, with our Board of Managers and our engaged medical leadership, our trained staff and our compassionate volunteers,
we will always strive to exceed expectations. Throughout 2017 and into the future, our goal remains strong as a proud part of
Baylor Scott & White Health: to be known for nationally-recognized results in satisfaction and excellence in heart and vascular care.
We understand that this recognition begins with caring for patients and earning that trust and confidence in our ability to do so –
one patient at a time.
Thank you for taking time to read our 2017 outcomes book.