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RESULTS AND NEXT STEPSBefore our hospital’s quest for Magnet designation in2002, the portfolio was introduced as a component ofthe clinical ladder application process for registerednurses. One of our best practices identified by Magnetsite visit appraisers was the clinical ladder program. Webelievethattheenhancedfocusonprofessionalaccountability, which is driven by the portfolio, helpedto demonstrate added strength for the professionaldevelopment force of magnetism.In May of 2005, all registered nurses in the inpatientand perioperative services at Texas Children’s Hospitalbegan using the portfolio as a part of their perfor-mance management process. Initial feedback indicatedthat filling out the portfolio was overwhelming for manynurses but most of them could recognize the long-termbenefits of a portfolio.Feedback from the nurse managers indicated thatthe portfolio also served as a valuable tool to assisttheminidentifyingandrecognizingnurseswhoparticipate in various professional activities, of whichthey may not have been aware in the past. Nursesparticipateinmanyactivities,suchascommunityservice projects and professional organization commit-tee work, during nonworking hours and do not alwaysshare this information with their managers. The port-folio highlights this information for nurse managers.Also, being able to identify the involvement of nurses invarious professional initiatives is a critical element of asuccessful Magnet journey.Next steps are being planned to continue advancingthe use of the portfolio. One step is short-term andinvolvesthedevelopmentofformalindicatorstomeasure ongoing outcomes associated with profes-sional development of our nurses. Indicators will focuson staff nurse and manager satisfaction with use of theTABLE 1Portfolio Project Timeline.............................................WhatWhenGain agreement for the use of the portfolio2002Design portfolio template2002Solicit feedback from key stakeholders2002Introduce into application process for clinical ladder2002Pilot test use of portfolio2002Refine template2003Create and communicate portfolioimplementation plan2003Provide portfolio training2004Encourage and coach nurse managers andindividual staff nurses to plan for use of portfolio2004Implement housewide use of portfolio2004JOURNAL FOR NURSES IN STAFF DEVELOPMENT129
Copyright @ Lippincott Williams & Wilkins. Unauthorized reproduction of this article is prohibited.portfolio and the number of staff engaging in traditionalgrowth and development activities as well as nontra-ditional growth and development activities such asgrant awardees, adjunct faculty positions, inventions,and patents (Figure 3).When originally implemented, only a paper versionof the portfolio could be offered. The portfolio couldbe accessed electronically and stored on a disk, but anysupporting materials such as thank you letters andcertificates had to be stored in a binder. An electronicversion with the ability to scan documents into theportfolio is in the exploration stage.