| Even 15 years ago, colleagues referred to Martha | | | | managers would say things like the nurses you |
| "Marty" Minniti, BS, RN, CEO at Skilled Nursing Inc. | | | | send are different they hit the ground running," |
| (SNI), Flourtown, PA, as a "visionary in nursing." | | | | Minniti reported. |
| Minniti, has been described as having a keen | | | | One Step Ahead |
| business sense, the courage to take risks with | | | | Operating SNI successfully for 26 years continues |
| the commitment to empower nursing. | | | | to challenge the CEO to provide hospitals with |
| She models her innovative thinking skills for other | | | | nurses who can adapt to healthcare changes. To |
| nurses. For example, in the early 1990s, home | | | | do this, she has partnered with a number of |
| care nurses employed by SNI were skilled in | | | | associations and organizations. |
| computerized patient documentation, long before | | | | She has been a long-standing member of the |
| this technology was implemented in acute care. | | | | Delaware Valley Healthcare Council of the Hospital |
| Today, with 26 years experience as an | | | | and Health System of Pennsylvania. In recent |
| entrepreneur, taking the good with the bad, Minniti | | | | years she has been a member of the Life |
| keeps pace with changing times. | | | | Sciences Career Alliance, formed by the |
| Innovative Model | | | | Southeastern Pennsylvania Regional Workforce |
| Minniti's entrepreneurial talent surfaced in 1980 | | | | Investment Board Collaborative. |
| during a nurse shortage; something hospitals and | | | | SNI is one of only a few staffing agencies |
| administrators hadn't had to deal with before. | | | | involved in the Partnership for Patient Care, a |
| There was no precedent on how to meet minimal | | | | Delaware Valley collaborative to improve safety |
| staffing needs. What emerged out of this crisis | | | | through risk analysis and evidence-based practice. |
| was a new venture - temporary nurse staffing | | | | In 2005 and 2006, SNI was awarded certification |
| agencies. Unfortunately, many hospitals weren't | | | | by the Joint Commission, one of only 20 |
| happy with the quality of nurses some agencies | | | | healthcare staffing services to achieve this. |
| provided. | | | | Always the Risk Taker |
| Minniti, then a 28-year-old critical care nurse, knew | | | | Since 1980, Minniti created seven companies - |
| she could offer a better product to hospitals in | | | | staffing, consulting/management company, |
| need. She saw a win-win solution for patients, | | | | pediatric private duty and home care, home |
| nurses and hospital administrators. From her | | | | infusion, home care network and a holistic |
| home, she pioneered SNI, a small business | | | | healthcare center. |
| employing nurses as independent contractors to | | | | Minniti quickly discovered entrepreneurs have to |
| healthcare facilities. | | | | take risks and not all ventures are successful. |
| "SNI's main goal has always been to provide | | | | "Two of my businesses were not successful - the |
| opportunities and choices for nursing," explained | | | | holistic healthcare center was 20 years ahead of |
| Minniti. "This includes practicing independently, a | | | | its time and the adult home care business was |
| choice physicians and other professionals have | | | | needed but the lack of reimbursement at the |
| always had. We set out to help hospitals by | | | | time made it hard to get paid," she admitted. |
| providing the best nurses. Our goal has always | | | | But this nurse wasn't about to give up. A long |
| been to be 'the special forces of nursing,' i.e., | | | | time ago she learned from a professor at the |
| recruit nurses with a high degree of confidence, | | | | Wharton Business School of the University of |
| competence and professionalism." | | | | Pennsylvania, Phildelphia, the keys to successful |
| Nurse & Hospital Benefits | | | | entrepreneurship were "not brains or good ideas, |
| From the beginning, Minniti wanted her | | | | but drive and persistence. It's what keeps you |
| independent contractor model for nurses to | | | | going once you see the benefits for your clients, |
| increase their financial control, provide pre-tax | | | | staff and the profession. Then it all makes sense. |
| benefits and retirement plans independent of an | | | | You have to like problem solving and fighting |
| employer. What she didn't factor into the nurse | | | | upstream." |
| benefits initially is how skilled the nurses would | | | | On Balance |
| become from working in multiple settings, such as | | | | Minniti's prescription to maintain balance in her life |
| hospitals and school systems. | | | | includes quiet time in a chapel for 15-20 minutes |
| Minniti explained SNI guarantees its clients that its | | | | each day saying her novenas coupled with |
| nurses are not just experienced nurses, but | | | | physical exercise and reading. |
| nurses who practice by standards and protocols | | | | The message this successful nurse entrepreneur |
| and can adapt these standards to any hospital | | | | wants to pass on to other nurses who might |
| that functions at a high level. For example, as part | | | | want to follow her career path is to believe in |
| of the interview process for all SNI candidates, | | | | nursing. "The common denominator in all the |
| the entrepreneur conducted behavioral interviews | | | | companies I started is nursing. We have a unique |
| to assess their competencies. | | | | and valued place in our communities and the ability |
| "I realized our nurses stood out when hospital | | | | to use our intellect and skills constructively. |