You couldn't pay me to come back here - Recensione dipendente - Administration presso La Rabida Children's Hospital

La Rabida Children’s Hospital is a truly mission-driven organization where you can feel the impact of the work every single day. What stands out most is the leadership—there is an incredible level of energy, passion, and commitment coming from the top. The CEO, COO, and CNO lead by example and have created real momentum around culture, accountability, and quality of care. Their visibility, engagement, and genuine dedication to doing what’s right for patients and staff is both refreshing and motivating. This leadership team has also brought in strong, high-caliber leaders across departments who genuinely care—about their teams, about patients, and about continuous improvement. There is a clear focus on raising standards, improving processes, and building a culture of collaboration and respect. You can see and feel the positive changes happening, and it creates excitement about where the organization is headed. If you’re someone who wants to be part of meaningful change and work alongside people who are passionate and driven, this is a place where you can grow and make a real difference

As with any organization undergoing transformation, there are still pockets of resistance to change. Some long-tenured staff continue to rely on “the way things have always been done,” which can create inconsistency in processes and slow progress at times. Continued focus on accountability, education, and alignment with best practices will help ensure everyone is moving forward together.

The hospital has a good mission.

There has been a significant and detrimental change in the La Rabida culture following the change in the hospital’s executive leadership, specifically under the new President, Rolla Sweiss/ CEO and President. The shift in the organizational climate stems from a perceived lack of fairness and trustworthiness emanating from the leadership team ( CEO, CIO/COO, CNO, Executive Director of Support Services, VP of Finance) The rules and standards appear fluid, applied selectively based on personal relationships rather than professional performance. This deeply biased approach has fundamentally destroyed the staff's belief in the hospital's capacity for objective management. The direct consequence of this perceived unfairness is the rise in employee fear. Staff members are increasingly hesitant to voice concerns, offer constructive criticism, or even ask procedural questions, fearing retribution or isolation from the favored group. When employees are afraid to speak up—whether about safety concerns, resource allocation, or procedural deficiencies—the quality and security of patient care are placed at direct risk. In a facility dedicated to the health of vulnerable children, the internal environment should be one of collaboration and psychological safety. Currently, La Rabida's culture is the opposite of this, creating a toxic environment that stands in stark contrast to its strong mission.