The document discusses the Magnet Recognition Program, which recognizes healthcare organizations for nursing excellence. It describes the five components of the Magnet model: transformational leadership, structural empowerment, exemplary professional practice, new knowledge and innovations, and empirical outcomes. Examples from Massachusetts General Hospital are provided to illustrate how the organization meets each Magnet component through programs, structures, and practices that support strong nursing.
2. Overview
• Explain importance of a strong, supportive Professional
Practice Model (PPM)
• State role of Magnet Recognition Program as “evaluation”
of PPM
• Describe the five Magnet Model components
• Share examples of evidence to illustrate Magnet Model
components
• Outline components of Magnet Site Visit
4. Magnet Recognition
• Magnet Recognition is the highest recognition
the American Nurses Credentialing Center
grants to healthcare organizations for excellence
in nursing practice.
• It is a hospital award.
6. Magnet Designated Facility Information
Update for January 2013
• The Commission on Magnet Recognition Program currently recognizes 395
healthcare organizations, as well as three in Australia, one in Singapore and
one in Lebanon for their excellence in nursing service.
• Massachusetts General Hospital received Magnet designation in 2003 by the
ANCC, the first in Massachusetts; Redesignated in 2008.
7. Benefits of Magnet Designation
For patients…
• Multiple studies have shown that patient outcomes are more
favorable in Magnet hospitals. They experience fewer
complications, lower mortality rates & higher patient satisfaction
scores.
For nurses…
• Professional nurses consider Magnet designation as the Gold
Standard when looking for a practice environment where autonomy,
control over practice & professional development are emphasized.
For the hospital…
• Magnet signifies high quality care to consumers. Many Magnet
hospitals advertise through media, newspaper announcements,
billboards, radio & TV commercials. The improved attraction &
retention of nurses results in significant cost savings. Of note, 8 of the
top ten hospitals ranked by US News & World Report are Magnet
Hospitals.
10. Transformational Leadership
• Organizations can no longer just try to solve
problems, fix broken systems, and empower staff
– they must actually transform the organization to
meet the future.
• This requires vision, influence, clinical
knowledge, and strong expertise relating to
professional nursing practice.
“It is relatively easy to lead people where they want to go;
the transformational leader must lead people
where they need to meet the demands of the future.” - ANCC
11. Transformational Leadership:
In the Evidence...
• Alignment of Partners, MGH, Patient Care
Services and Nursing’s strategic and quality plans
• How nurses at every level advocate for resources
to support goals, e.g., new units (Bigelow 7 Short
Stay, Blake 12 ICU); additional staff (Lunder 9
Oncology, MGH North Shore Surgical Center); and
equipment (Dolphin mats to prevent pressure ulcers or
Biopatch dressing to prevent central line infections)
• Patient Care Services’ Strategic Plan: key focus on
patient experience, efficiency and effectiveness of care
and ensuring staff have a strong voice in care delivery
12. Transformational Leadership:
In the Evidence...
• Example of how Chief Nurse leads organizational-
wide change, e.g., design and implementation of
Innovation Unit
• How nurses lead during planned and unplanned
change
•Planned: Innovation Units, Lunder Building
•Unplanned: Pediatric ICU evacuation
• How leaders value, encourage, recognize/reward and
implement innovation: clinical recognition program,
awards, Innovation Units
13. Transformational Leadership:
In the Evidence...
• How nurse leaders use input from direct care nurses
to improve the work environment and patient care
Examples include: Staff Perceptions of the Professional
Practice Environment Survey, PLEN Survey (educational
learning needs assessment), Collaborative Governance
Committees and Ambulatory Practice Committee
•Additional examples in the evidence included:
•Newborn Family Quiet Time
•Family presence during resuscitation in CICU
•lntracranial Neuroendovascular care redesign
14. Structural Empowerment
• Solid structures and processes developed by leadership
provide an environment where strong professional practice
flourishes.
• It is an organization where the mission, vision and values
come to life to achieve the outcomes important for the
organization.
• Strong relationships and partnerships are developed with all
kinds of community organizations to improve patient outcomes.
• This is accomplished through the organization’s strategic plan,
structure, systems, policies and programs.
15. Structural Empowerment:
In the Evidence…
• Structure and processes that support nurse involvement
in organizational decision-making, e.g., Collaborative
Governance, Innovation Unit Attending Nurse role,
interdisciplinary post-op care processes team, Lunder Building
planning teams
•Structure and processes that support nurse involvement
in professional organizations and pursuit of formal
education, continuing education and certification, e.g.,
tuition reimbursement, scholarships, flexible scheduling, paid
time off, certification exam reimbursement, on-site certification
exam preparation programs, Norman Knight Nursing Center,
HealthStream on-line learning programs and simulation
programs
16. Structural Empowerment:
In the Evidence…
• Affiliations with schools of nursing, consortiums or
community outreach programs, e.g., Institute for Patient
Care, Dedicated Education Unit, Clinical Leadership
Collaborative for Diversity in Nursing, ED and ICU
Consortiums, MGH Center for Community Health, MGH/James
P. Timilty Middle School Partnership, Bicentennial Scholars,
International Twinning Programs (Huashan Hospital in
Shanghai, King Edward VII Memorial Hospital in Bermuda)
•Community partnership to address healthcare needs, e.g.,
MGH Center for Community Health Improvement, Student
Health Center at Chelsea High School, Boys and Girls & Boys
Club of Boston, Charlestown Substance Abuse Coalition,
Revere CARES
17. Structural Empowerment:
In the Evidence…
• Recognition of Nursing
•Publications (Nursing at 200), featured in MGH
publications (Hotline, Caring, MGH Magazine)
•Nurse Recognition Week
•Leadership positions in professional organizations
(MARN, New England Regional Black Nurses
Association)
•Grant funding (Ethics Residency and AgeWISE)
•Hosted national conference regarding professional
practice
18. Exemplary Professional Practice
• This component entails a comprehensive understanding of
the role of nursing; the application of that role with patients,
families, communities and the interdisciplinary team; and the
application of new knowledge and evidence.
• The goal is more than the establishment of strong
professional practice; it is what that professional practice can
achieve.
• Nurses are accountable for safe, ethical, evidence- based
care.
19. Professional Practice Model
• Provides a comprehensive view of the components of
professional practice and the contributions of all disciplines
engaged in patient care. The model reflects an
organizational commitment to teamwork in an effort to
facilitate optimal patient care.
MGH Patient Care Services
• Creates a practice setting that best supports professional
nursing practice and allows nurses to practice to their full
potential.
American Association of Colleges of Nursing, 2010
22. Exemplary Professional Practice
In the Evidence…
• Evaluation of Professional Practice Environment
•Internal: Staff Perceptions Survey
•External: Magnet Recognition
•Promotion of patient and family involvement in plan of care
•Engagement of internal and external consultants to
improve care in practice setting, e.g., Visiting Scholars,
Clinical Nurse Specialists
•How staff participate in scheduling and staffing processes
•How nursing plays leadership role in interdisciplinary
collaboration
23. Exemplary Professional Practice
In the Evidence…
• Interdisciplinary collaboration across multiple settings
to ensure the continuum of care, e.g, case management,
access nurse coordinators, clinical nursing supervisors,
interdisciplinary rounds
• Annual performance appraisals include: self-evaluation,
peer evaluation, manager evaluation and goal-setting
•Use of ANA Code of Ethics for Nurses to address
complex ethical issues
•How nurses use resources to meet unique and
individual needs of patients and families, e.g., consults,
nurse orders, Blum Patient and Family Learning Center
24. Exemplary Professional Practice
In the Evidence…
• Organizational structures and processes that are in place to
identify and manage problems related to incompetent, unsafe
or unprofessional conduct, e.g., Compliance Hotline, safety
reporting system, MGH Workplace Violence initiative, MGH Credo
and Boundary Statement
•Organization's workplace advocacy initiatives for caregiver
stress, diversity, staff rights and confidentiality, e.g., Benson-
Henry Institute for Mind Body Medicine, Employee Assistance
Program, Office of Patient Advocacy, Policies on Staff Rights,
Privacy Office, Diversity Steering Committee
•Structures and Processes to promote staff safety, e.g, Be
Well, Work Well Program, Occupational Health, Quality Initiatives,
Infection Control
25. New Knowledge, Innovation
& Improvements
• This is the nursing research component of Magnet.
• Healthcare organizations, which earn the Magnet
designation, must show they are open to, and even
developing new models of care, applying existing
evidence, building new evidence, and making visible
contributions to the science of nursing.
26. New Knowledge, Innovation
& Improvements
In the Evidence…
• Consistent involvement of nursing in Institutional
Review Board
•Structure and processes to develop, expand and/or
advance nursing research, e.g., Yvonne L. Munn Center
for Nursing Research, Research and Evidence Based
Practice Committee, Munn awards, Post-doctoral
Fellowships, Nursing Research EXPO
27. New Knowledge, Innovation
& Improvements
In the Evidence…
•Structures and processes to:
•Evaluate nursing care
•Translate new knowledge into nursing practice
•Participate in Innovation
•Involvement in evaluation and allocation of
technology and information systems to support
practice
•Participation in architecture and space design to
support practice
28. Empirical Quality Results
The question the ANCC poses to organizations seeking
Magnet status is not “What do you do?” or “How do you do
it?” but rather a focus on “What difference have you made?”
A shift from structure and process to outcomes.
• Healthcare organizations are expected to become pioneers
of the future and to demonstrate solutions to numerous
problems inherent in the health care systems today.
• Outcomes need to be categorized in terms of clinical
outcomes related to nursing; workforce outcomes; patient
outcomes; and organizational outcomes.
Key indicators that paint a picture of the organization.
29. Quality: Indicator Definitions
• Nursing-sensitive indicator
“Measures and indicators that reflect the
impact of nursing care on outcomes.”
(ANA 2004)
• Clinically-relevant indicator
Indicators for specialty areas and
ambulatory nursing practices that may
not have a national benchmark but are
clinically relevant
30. What We Measure
• Pressure Ulcers
• Falls
• Physical Restraints
• Pediatric Peripheral Infiltrations
• Central Line Blood Stream
Infections
• Catheter-Associated Urinary Tract
Infections
• Ventilator-Associated Pneumonia
• Time in Therapeutic Range
• Completion of INRs in 28 days
• Administration of Prophylactic
Antibiotics before Surgical Incision
• Universal Protocol
• Administration of Prophylactic
Antibiotic before Cardiovascular
Electronic Device Implementation
• DVT Prophylaxis +/- 24 hours before
Surgery
• Administration of Prophylactic
Antibiotics before Cesarean Section
• Administration of Appropriate DVT
Prophylaxis before Cesarean
Section
• Human Papillomavirus Vaccine
• Influenza Vaccine with Asthma
• Diabetes Self Management
• Informed Consent
• Completion of RN Machine Safety
Check Prior to Initiation of Dialysis
• Pre-operative Fall Risk Assessment
• Successful First Attempts at
Peripheral Intravenous Insertions
• Occlusion Rates in ICC Lines
• Proportion of Infants in 22 to 29
Weeks Gestation Treated with
Surfactant within 2 hours of birth
• Proportion of Infants in 22 to 29
Weeks Gestation Screened for
Retinopathy of Prematurity (ROP)
• Managing Post-operative Care
Correct Tray Set-up Protocol
• Vascular Access Time-Out
• Door to IV rt-PA in 60 Minutes
• Door to CT Scan (median time)
• Acute Myocardial Infarction (AMI):
Primary PCI within 90 minutes of
Arrival
35. • HCAHPS is an acronym for “Hospital Consumer
Assessment of Healthcare Providers & Systems”
• Random sampling of adult inpatient discharges
• Excludes psychiatry, rehabilitation, and pediatric
discharges
• Separate survey is done for inpatient pediatrics
• MGH administers through vendor (QDM) by phone
Patient Satisfaction: HCAHPS Survey Basics
36. • ED and Pediatrics: specialized surveys administered by QDM
• Radiation Oncology and Infusion center: Press Ganey
• Outpatient: CG-CAHPS “Clinician and Group Consumer
Assessment of Healthcare Providers & Systems” Survey
• currently voluntary but CMS moving towards making it publicly
reported
• MGH is exploring ways of incorporating nursing specific questions into
this survey.
• All of these surveys measure patients’ perceptions of “how
often” they felt they received high quality clinical and customer
service
Other Patient Experience Surveys
37. Nurse Listening – Indicator Results
During this hospital stay how often did nurses listen
carefully to you?
Adult Inpatient HCAHPS Item Level Top-Box Scores
Nurses Listen vs. QDM 50th Percentile
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
Quarter
Top-Box%
Nurses Listen 76.5% 75.6% 76.3% 74.9% 77.6% 77.2% 76.7% 77.9%
QDM 50th %ile 74.3% 74.3% 74.3% 74.3% 74.3% 74.3% 74.3% 74.3%
Oct - Dec
2010
Jan - Mar
2011
Apr-Jun
2011
Jul - Sep
2011
Oct - Dec
2011
Jan - Mar
2012
Apr - Jun
2012
Jul - Sep
2012
38. Nurse Explaining– Indicator Results
During this hospital stay, how often did nurses explain
things in a way you could understand?
Adult Inpatient HCAHPS Item Level Top-Box Scores
Nurses Explain vs. QDM 50th Percentile
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
Quarter
Top-Box%
Nurses Explain 72.3% 74.1% 76.4% 75.0% 77.2% 77.8% 76.2% 77.4%
QDM 50th %ile 71.6% 71.6% 71.6% 71.6% 71.6% 71.6% 71.6% 71.6%
Oct - Dec
2010
Jan - Mar
2011
Apr-Jun
2011
Jul - Sep
2011
Oct - Dec
2011
Jan - Mar
2012
Apr - Jun
2012
Jul - Sep
2012
39. Nurse Courtesy and Respect
During this hospital stay, how often did nurses treat you
with courtesy and respect?
Adult Inpatient HCAHPS Item Level Top-Box Scores
Nurses Respect vs. QDM 50th Percentile
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
Quarter
Top-Box%
Nurses Respect 87.2% 86.7% 85.6% 86.2% 87.1% 87.0% 87.2% 89.0%
QDM 50th %ile 84.7% 84.7% 84.7% 84.7% 84.7% 84.7% 84.7% 84.7%
Oct - Dec
2010
Jan - Mar
2011
Apr-Jun
2011
Jul - Sep
2011
Oct - Dec
2011
Jan - Mar
2012
Apr - Jun
2012
Jul - Sep
2012
40. Response to Pain– Indicator Results
During this hospital stay, how often did the hospital staff do
everything they could to help you with your pain?
Adult Inpatient HCAHPS Item Level Top-Box Scores
Help with Pain vs. QDM 50th Percentile
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
Quarter
Top-Box%
Help with Pain 78.5% 78.2% 77.1% 78.6% 78.5% 79.9% 79.1% 79.3%
QDM 50th %ile 77.2% 77.2% 77.2% 77.2% 77.2% 77.2% 77.2% 77.2%
Oct - Dec
2010
Jan - Mar
2011
Apr-Jun
2011
Jul - Sep
2011
Oct - Dec
2011
Jan - Mar
2012
Apr - Jun
2012
Jul - Sep
2012
41. Nurse Satisfaction Surveys
• Staff Perceptions of Professional Practice Environment Survey
– Measures: autonomy, control over practice, clinician-
physician relationships, communication, teamwork, conflict
management, internal work motivation, cultural sensitivity
• NDNQI Nurse Survey with Practice Environment Scale
Subscales)
– Nurse Participation in Hospital Affairs
– Nursing Foundations for Quality of Care
– Nurse Manager Ability, Leadership, and Support of Nurses
– Staffing and Resource Adequacy
– Collegial Nurse-Physician Relations
42. SPPPE 2011: Population Size
by Department
Department Population Surveys Overall Response
Size Completed
Rate
_______________________________________________________________
Ambulatory Care 476 217 46%
Chaplaincy 18 12 67%
Child Health Specialists 10 7 70%
Nursing 3052 1481 49%
Occupational Therapy 35 22 63%
Physical Therapy 128 70 55%
Respiratory Therapy 84 44 52%
Social Services 152 87 57%
Speech/Lang. Pathology 33 17 52%
TOTAL 3,988 1,957 49%
42
43. 43
PCS Mean Scores on 8 Professional
Practice Environment
Characteristics
C h a r a c t e r is t ic
2008
Mean
Scores
N = 1,941
2010
Mean
Scores
N = 1,664
2011
Mean
Scores
N = 1,957
A u to n o m y /L e a d e r s h ip 3.0 3.0 2.8
C lin ic ia n /M D R e la tio n s h ip s 3.0 2.9 2.9
C o n tr o l O v e r P r a c tic e 2.9 2.9 3.0
C o m m u n ic a tio n 3.1 3.0 3.0
T e a m w o r k 2.9 2.8 2.9
C o n flic t M a n a g e m e n t 2.7 2.6 2.7
In te r n a l W o r k M o tiv a tio n 3.4 3.4 3.4
C u ltu r a l S e n s itiv it y 3.2 3.2 3.2
44. 44
2011 SPPPE: Overall Work Satisfaction
2008 2010 2011
N** Satisfied* N**
Satisfied
*
N**
Satisfied
*
Total Patient Care
Services
1934 85% 1638 87% 1919 86%
Ambulatory Care = = = = 214 85%
Chaplaincy 13 92% 13 92% 12 67%
Child Health
Specialists
= = = = 7 100%
Nursing 1675 85% 1383 86% 1454 84
Occupational
Therapy
26 100% 21 100% 22 86%
Physical Therapy 83 96% 85 94% 70 93%
Respiratory
Therapy
58 95% 54 85% 44 93%
Social Services 59 66% 59 66% 80 81%
Speech/Language
Pathology
20 100% 22 96% 16 94%
* Includes satisfied and very satisfied; ** N changed due to missing data
= not measured
45. NDNQI Nurse Survey –
Nursing Participation in Hospital Affairs
Best Practices: Transformative Leadership, Collaborative Governance Committees, Clinical
Recognition Programs, Access to CNO, Input into selection process for hiring new staff at all
levels, Care Redesign Teams
Strategies for Improvement: Committee participation, Clinical Recognition Program
Massachusetts General Hospital - June 2012 Survey
Nurse Satisfaction - Practice Environment Scale of the Nursing Work Index (PES-NWI)
NDNQI Database - Academic Medical Centers Benchmark
2.93 2.87
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
MeanScore
MGH Mean NDNQI Academic Medical Center Mean
MGH Mean 2.93
NDNQI Academic Medical
Center Mean
2.87
Nursing Participation in Hospital Affairs
46. Massachusetts General Hospital - June 2012 Survey
Nurse Satisfaction - Practice Environment Scale of the Nursing Work Index (PES-NWI)
NDNQI Database - Academic Medical Centers Benchmark
3.12 3.09
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
MeanScore
MGH Mean NDNQI Academic Medical Center Mean
MGH Mean 3.12
NDNQI Academic Medical
Center Mean
3.09
Nursing Foundations for Quality of Care
NDNQI Nurse Survey –
Nursing Foundations for Quality of Care
Best Practices: Continuing Education; MGH Mission, Credo, Boundaries; Nursing Sensitive
Indicators; Unit-based Clinical Nurse Specialists; Learning bundles; Culture of Safety Survey;
Excellence Every Day Portal; Toolkits; ethics resources
Strategies for Improvement: Monitoring of resources; sharing best practices
47. NDNQI Nurse Survey – Nurse Manager
Ability, Leadership, and Support of Nurses
Best Practices: Safety Reporting system; Leadership Participation in Professional
Organizations and Professional Development; Awards and Recognition Programs; Excellence
in Action; unit-based staff meetings; unit-based orientation programs
Strategies for Improvement: Recognizing Opportunities for Improvement
Massachusetts General Hospital - June 2012 Survey
Nurse Satisfaction - Practice Environment Scale of the Nursing Work Index (PES-NWI)
NDNQI Database - Academic Medical Centers Benchmark
3.00 2.97
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
MeanScore
MGH Mean NDNQI Academic Medical Center Mean
MGH Mean 3.00
NDNQI Academic Medical
Center Mean
2.97
RN Manager Ability, Leadership, & Support of RNs
48. NDNQI Nurse Survey –
Staffing and Resource AdequacyMassachusetts General Hospital - June 2012 Survey
Nurse Satisfaction - Practice Environment Scale of the Nursing Work Index (PES-NWI)
NDNQI Database - Academic Medical Centers Benchmark
2.92 2.79
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
MeanScore
MGH Mean NDNQI Academic Medical Center Mean
MGH Mean 2.92
NDNQI Academic Medical
Center Mean
2.79
Staffing and Resource Adequacy
Best Practices: Quadramed workload activity measurement system; Exempt status; self-
scheduling; budget
Strategies for Improvement: Leave of absence, capacity management
49. NDNQI Nurse Survey –
Collegial Nurse-Physician Relations
Massachusetts General Hospital - June 2012 Survey
Nurse Satisfaction - Practice Environment Scale of the Nursing Work Index (PES-NWI)
NDNQI Database - Academic Medical Centers Benchmark
3.09 3.07
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
MeanScore
MGH Mean NDNQI Academic Medical Center Mean
MGH Mean 3.09
NDNQI Academic Medical
Center Mean
3.07
Collegial RN-MD Relations
Best Practices: Conflict resolution courses; nurse practitioner expansion; interdisciplinary
rounds; care redesign teams; attending nurse role; safety reports
Strategies for Improvement: Monitoring impact of care redesign initiatives; care providers;
roll-out of Attending Nurse role; addressing disruptive behavior
50. April 2010 – October 2012 Evidence collection and writing
October 1, 2012 Submitted evidence to ANCC
October 1, 2012 – Prepare for site visit
Site visit 2013
March 4-7, 2013 Site Visit
Approx. 2 months post site visit Magnet Commission Vote
Magnet Re-designation Timeline
51. Purpose of Site Visit
• A site visit occurs if the scores for the
sources of evidence fall within a range of
excellence.
• The purpose of the site visit is to verify,
clarify, and amplify the content of the
written documentation and evaluate the
organizational setting in which nursing is
practiced.
52. Site Visit – March 4-7, 2013
Appraisal Team
• Mary G. Nash, PhD, FAAN, FACHE - Team Leader
Chief Nursing Officer and Associate Vice President for Health
Sciences, Ohio State University Health System, Columbus, OH
• Carol “Sue” Johnson, PhD, RN, NE-BC – Team Member
Director, Nursing Clinical Excellence & Research, Parkview Health,
Fort Wayne, IN
• Linda C. Lewis, RN, MSA, NEA-BC, FACHE – Team Member
Chief Nursing Officer and Vice President for Patient Care Services,
Forsyth Medical Center, Winston-Salem, NC
• Linda Lawson, MS, RN, NEA-BC – Team Member
Chief Nursing Officer, Sierra Medical Center, El Paso, TX
53. Staff and Public Notices:
Before 1/23/13
Staff Notices:
- All-user message
- Mailing to MGH employees not on e-mail
- Have 24/7 access to Magnet evidence (Magnet Portal Page:
http://www.mghpcs.org/magnet
or in Nursing Supervisor Office on Bigelow 1406D, phone 617-726-
6718, pager 617-726-2000 #2-5101
Public Notices:
- Hospital signage (English & Spanish)
- Newspaper ads: Boston Metro, Beacon Hill Times, Charlestown
Patriot, Revere Journal, Chelsea Record, Waltham News Tribune,
Danvers Herald, El Mundo Boston
Other:
- MGH website
- Caring Headlines, Fruit Street Physician, Hotline
54. Site Visit – Agenda
• Visits to patient care settings (units, clinics, health centers)
• Numerous meetings with MGH Staff Nurses
• Breakfast and luncheon meetings (randomly-selected nurses)
• Health Centers nurses
• Nursing and Organizational meetings:
• Hospital Senior Leadership plus representatives from MGH Board of
Trustees
• Nursing Executive Leadership
• Nursing Directors
• Physicians
• Collaborative Governance committees (Ethics, Research/EBP, Informatics,
all CG committees in aggregate)
• Champions (e.g. Magnet, Pain, etc.)
• Ancillary and Support Service Departments (Departments that support
nursing care delivery)
• Additional meetings: Interdisciplinary Committees, Community, Schools of
Nursing, Human Resources, Nursing Education, Patient Satisfaction, Staff
Satisfaction, Peer Review and Clinical Advancement)
• Document review: performance evaluations for all levels of nurses, IRB
minutes, staff and patient complaints, requested information about selected
sources of evidence
55. Champions
• Staff nurse representatives from each practice area
along with all members of the Hospital community
• Role:
To influence
To communicate
To educate
• Operationalized through Collaborative Governance
structure and key linkages with off-site locations
56. Communications & Education Plan
Each week, 1 topic is covered by the 5 strategies below,
and repeated as time allows
• Magnet Monday → electronic and web portal
• Weekly Luncheon → content is covered “live” in Lunder
234 allowing for Q&A and other dialogue
• Tool Box → material is provided to the ND/CNS/CG
Champion to use (posted on portal page)
• Leadership → materials are reviewed with the ND and
CNS groups by a member of the subcommittee
• Unit-Based → tool box contents are covered at the local
level
58. Characteristics of Magnet Hospitals Include:
• Concern for patients and families is our #1 priority
• Nurses identify the hospital as a supportive place to
work
• Nursing leadership is visible and accessible
• Autonomous and empowered clinicians
• Delivery of high quality nursing care as rated by
patients and staff
• Strong and collegial nurse-physician relationships,
teamwork and communication
• Delivery of interdisciplinary patient- and family-
centered care
59. Discount! Discount! Discount!
• We are happy to announce our services at
discounted rates during this nursing week.
• The offer valid till 21st may 2014.
In 1993, the American Nurses Credentialing Center (ANCC), a subsidiary of the American Nurses Association, introduced a new Magnet Hospital certification process modeled after the 1980s study.
The program is based upon quality indicators and standards of nursing practice as defined in the American Nurses Association’s Scope & Standards for Nurse Administrators.
The Magnet designation process involves submission of written evidence addressing each of the Forces of Magnetism and an on-site review by Magnet appraisers.
Approximately 4.45% of all health care organizations in the US have achieved Magnet designation by the ANCC.
Patients, nurses and the entire hospital community benefit from Magnet designation. Some of the most visible examples are… (review points highlighted for each group).
This timeline highlights key activities that have been completed to date as well as planning and preparation that will take place in the beginning of 2008.