Strategic Implementation of Quality Initiatives
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lbenson_MagnetStatus_DeliverableThree_02_05_2023.pptx
MAGNET RECOGNITION PROGRAM
Presenter:
LaToya T. Benson, Clinical Analyst
Brief history of Magnet Recognition Program
In December 1990, the American Nurses Association (ANA) Board of Directors approved creation of the Magnet Hospital Recognition Program for Excellence in Nursing Services (“History of the magnet recognition program,” n.d.). Based on a 1983 study by the American Academy of Nursing (AAN), the program identified characteristics of healthcare organizations that excelled in recruiting and retaining registered nurses (“History of the magnet recognition program,” n.d.). The ANCC initiated a pilot program involving five hospitals in Seattle in 1994. ANCC awarded the first Magnet recognition to the University of Washington Medical Center three years later. In 1997, ANCC changed the program's official name to the Magnet Nursing Services Recognition Program (“History of the magnet recognition program,” n.d.).
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Magnet History Timeline
1983 The American Academy of Nursing (AAN) Task Force on Nursing Practice in Hospitals conducted a study to identify work environments that attract and retain well-qualified nurses who promote quality patient, resident and client care. Forty-one of 163 institutions possessed qualities that enabled greater capacity to attract and retain nurses and were therefore described as “magnet” hospitals. The characteristics that distinguished these organizations from others are known to this day as the "Forces of Magnetism."(About magnet, 2019)
1990 June. The American Nurses Credentialing Center (ANCC) was incorporated as a subsidiary nonprofit organization through which the American Nurses Association (ANA) offers credentialing programs and services. (About magnet, 2019)
December. The ANA Board of Directors approved a proposal for the Magnet Hospital Recognition Program for Excellence in Nursing Services, building upon the 1983 magnet hospital study conducted by the AAN. ."(About magnet, 2019)
1994 The University of Washington Medical Center, Seattle, WA, became the first ANCC Magnet-designated organization. (About magnet, 2019)
1997 The program became known as the Magnet Nursing Services Recognition Program and qualification criteria were revised using The Scope and Standards for Nurse Administrators (ANA, 1996).
1998 Magnet expanded to include long-term care facilities. (About magnet, 2019)
2000 Magnet expanded to recognize health care organizations outside the US. ."(About magnet, 2019)
2002 The program name officially changed to Magnet Recognition Program®.."(About magnet, 2019)
2007 ANCC commissioned a statistical analysis of Magnet appraisal team scores from evaluations conducted using the 2005 Magnet Recognition Program ® Application Manual. This analysis clustered the Standards of Excellence into more than 30 groups, yielding an empirical model for the Magnet Recognition Program ."(About magnet, 2019)
2008 The Commission on Magnet introduced a new vision, and a new conceptual model that grouped the 14 Forces of Magnetism (FOM) into five key components: Transformational Leadership; Structural Empowerment; Exemplary Professional Practice; New Knowledge, Innovations, & Improvements; and Empirical Outcomes. (About magnet, 2019)
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Five Magnet Model Components
Transformational leadership refers to the ability to adjust to changing demands within the healthcare industry by updating an organization's behaviors, values, and processes when necessary (“Achieve & Maintain Magnet Status, “. n.d.). For example, a nurse leader with a transformational style would find creative ways to inspire staff with a vision for the future, including meeting with groups of staff or using staff e-mails to lay out goals and methods of reaching them. Structural empowerment means that nurses in a facility can contribute to establishing the standards and processes they use at work (Moura et al. 2020). For example, nurses gain access to support by receiving feedback and guidance from subordinates, colleagues, and superiors, which enables autonomous decision-making. Access to resources involves the nurses' ability to obtain the supplies, resources, and materials needed to achieve the organizational goals (Moura et al. 2020). Exemplary professional practice refers to nursing practices that showcase effective patient care and highlight the nursing staff's willingness to dedicate extra time and work to ensure each patient receives the care they need (“Achieve & Maintain Magnet Status, “. n.d.). For example, a nurse pursuing her master's degree works full-time, coordinates activities for the unit (such as a Christmas party) and is involved with the unit-based practice council and many outside projects. She strives to help and provide for the community. The presence of new knowledge, innovation, and improvements are typically the primary goals of a Magnet organization, so identifying them during the evaluation process is an essential element of the Magnet model (“Achieve & Maintain Magnet Status, “. n.d.). For example, for nurses, new knowledge takes place through education, research, debating, and clinical learning. A predictive model is a nursing innovation (“Innovation in nursing, “. n.d.). The model relies on an algorithm to identify patients at risk for decline while hospitalized so that staff can proactively treat them and prevent patient mortality innovation (“Innovation in nursing, “. n.d.). An example of an improvement is a plan to reduce postoperative infections or uses data-driven approaches to shorten the average length of hospital stays. The final component of the Magnet model is empirical outcomes. This standard focuses on determining how solid processes and structures can positively impact the nursing staff, the entire organization, and the care systems (“Achieve & Maintain Magnet Status, “. n.d.). For example, through observation and practice, nurses learn how to find veins, insert intravenous fluids or medications, check vital signs, give immunizations, and aid doctors in medical procedures.
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Transformational Leadership
Structural Empowerment
Exemplary Professional Practice
New Knowledge, Innovation, Improvements
Empirical Quality Results
Why become Magnet Status
The Magnet Recognition Program provides a roadmap to advance nursing excellence, with contented staff at its core. Optimum job satisfaction results in lower nurse attrition and an improved patient experience (Moody, 2021). To attract and reward the best in nursing talent, Magnet-recognized organizations embody a collaborative culture where nurses are valued as integral partners in the patient’s safe passage through their healthcare experiences (Moody, 2021). Magnet status is a designation for hospitals committed to providing outstanding healthcare services. These hospitals offer nurses continued or advanced educational opportunities to develop or improve their skills while gaining more knowledge about patient care. Also, magnet status can lead to better work environments for nurses and improved patient outcomes. For example, magnet hospitals are better able to attract the best nurses and retain these employees, resulting in improved patient care and satisfaction and lower mortality rates (Moody, 2021). These hospitals also report improved financial success and a competitive advantage in regional markets.
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Lower nurse dissatisfaction and nurse burnout
Higher nurse job satisfaction
Lower registered nurse (RN) turnover
advanced educational opportunities
improved patient outcomes
Demographic Data Collection Tool (DDCT)
(“Demographic Data Collection Tool Data Elements collected,”.n.d.)
This Demographic Data Collection Tool (DDCT) is a web-based portal for managing the compilation of the required demographic data into a report ("DDCT - American Nurses Association,".n.d.). This report is submitted to the Magnet Program office by the fifteenth of the month (or the next business day) before Written Documentation submission for initial or redesignating organizations. The ANCC awards Magnet recognition status for four-year terms. Upon receiving Magnet designation, however, hospitals must continue to follow program guidelines and complete interim monitoring requirements established by the ANCC. By predetermined annual deadlines, facilities must submit Demographic Data Collection Tool Reports ("DDCT - American Nurses Association,". n.d.). During the second interim year, facilities must submit an Interim Monitoring Report and complete a series of phone conversations with a Magnet analyst ("DDCT - American Nurses Association,".n.d.).The Magnet Commission may require a site visit or additional data if facilities no longer meet program guidelines and standards.
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Data Collection
Magnet designation applicants must collect nurse-sensitive quality indicators at the unit level and benchmark that data against a database at the highest/broadest level possible (i.e., national, state, specialty organization, regional, or system) to support research and quality improvement initiatives ( Eligibility criteria, 2019). For example, nurse-sensitive quality indicators such as patient fall with and without injuries, RN satisfaction survey, Nosocomial infections, and Nursing hours per patient day are specific patient outcomes influenced by nursing care (Moody, 2021). These measures monitor the quality of care and patient safety at hospitals nationwide (Moody, 2021). The purpose is to collect applicable and value-added data for the particular unit and organization. Organizations must contribute their data (patient and nurse satisfaction, clinical nurse sensitive indicators) to a national database that compares the organization's data against cohort groups at the national level (Eligibility criteria, 2019).
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nurse-sensitive quality indicators
benchmark that data
support research and quality improvement initiatives
collect applicable and value-added data
Four Goals that align to Magnet status
I. Improve medication adherence -Taking your medicine as prescribed or medication adherence is essential for controlling chronic conditions, treating temporary conditions, and overall long-term health and well-being. Studies have shown that patients with good adherence to treatment had a lower mortality rate.
II. Improve finances with cost-effective tools- Cost-effectiveness can help compare the health and cost impacts of different interventions affecting the same health outcome. It can also help understand how much an intervention may cost
III. Enhance provider relations and staff retention - Improving employee retention allows organizations to avoid the high cost associated with replacing employees, improves patient care, and enhances the overall quality of service to the communities served.
IV. Enhance patient engagement and satisfaction- Engaging patients in collaborative care, shared decision-making with their providers, and chronic disease self-management have improved health outcomes, increased functioning, reduced pain, and decreased costs.
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Improve medication adherences
Improve financials with cost-effective tools
Enhance provider relations and staff retention
Enhance patient engagement and satisfaction
References
References
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