Magnet Compliance Report

The Magnet Recognition Program was initially developed to attract and maintain nursing staff. According to American Nurses Credentialing Center’s (ANCC) web site, the program “was developed by the ANCC to recognize health care organizations that provide nursing excellence. The program also provides a vehicle for disseminating successful nursing practices and strategies.” Nursing administration continues to have an integral role associated with the demonstration of excellence in achieving the highest honor of nursing distinction. The exploration of force one, quality of nursing leadership, continues to be the foundation of magnet recognition.

Many healthcare organizations worldwide are striving to achieve magnet designation. Having the magnet title is essential because it recognizes healthcare organizations that act as a “magnet” for excellence by establishing a work environment that identifies, rewards, and promotes professional nursing (ANCC Magnet Designation, 2012). A magnet hospital is considered to be one where nursing provides excellent patient care, where nurses have a high level of job satisfaction, and where there is a low staff

According to literature Magnet Recognition can function as a type of organizational intervention to produce improved patient outcomes. In addition, achieving Magnet recognition acts as an indicator of the hospitals investment in nursing. This information is an accessible indicator that is often taken into account by the likes of U.S News and World Report Best Hospitals when creating high profile quality ratings (Tubbs-Cooley et al., 2017). Due to this information being published in major media reports and readily accessible to the public it can potentate an increase in clients seeking treatment at Magnet hospitals. Moreover, this makes the hospital a desirable place of employment for highly skilled competent nurses which can improve the delivery of care and patient outcomes. Specific patient outcomes that are addressed in the next sections confirm these claims and make achieving Magnet status that much more

The nursing profession is dealing with numerous issues that pertain to their role in the healthcare system. As the United States (US) healthcare system continues to expand, the nurses should acclimate to the changes it bring, including with the advancement in technology, the social issues we are facing, the knowledge from research and evidence-based project and innovation in the nursing education. With this in mind, the opportunity for nursing is unfolding and we are in the right position to capitalize on our strengths in knowledge, skills, and attitudes, being the frontline healthcare workers and the largest in numbers in taking care of our patients. The Magnet status and the Affordable Care Act (ACA) are the topics chosen for this discussion

195). As stated by Birk (2007) American Nurses Credentialing Center (ANCC) standards for magnet classification speaks of applied theoretical framework and articulated philosophy in day to day operations. Landmark and Hickey (2007) states that the components of a magnet environment that will likely contribute to high consensus within the organization are the magnet programs attention on sequences between nursing mission, vision, values, philosophy and strategic priorities and those organizations.

Leadership traits associated with nurse executives are honesty, credibility, supportiveness, visibility, and flexibility. Nurse executives analyze nursing functions and empower nurses through participatory decision making, shared governance, and employee involvement. Nurse executives share the vision and goals of the hospital and promote application of a nursing theory into the nursing care delivery system. They anticipate the future of health care and nursing and serve as monitor, role model, and preceptor to lower level management (Upeniecks, 2003). Nurse executives in the Magnet program are required to have advance practice degrees with certification in their specialty (ANCC). Understanding evidence-based management and enabling the use of evidence-based knowledge provides the nurse executive with the tools to improve patient outcomes. The transformational leader will remove barriers to improvement and encourage outcome based thinking. While nurse leaders are charged with questioning the status quo, nurse managers in the transformational approach to leadership are charged with maintaining the status quo.

Nursing profession plays an important role in the overall hospital experience for patients and their families. The Magnet status has a positive impact on nursing through the encouragement and recognition of nurses who provide superior decision making at the bedside using evidence based practice. Nurses are also awarded for advancing their education.

The history of Magnet Status began in 1992. The American Nurse Credentialing Center first developed of the idea of Magnet Status after extensive research studies were perform during the nursing shortage of the 1980’s. The goal was to find out why some hospitals were able to retain and even recruit nurses during the shortage. It was found that of the 165

The health care industry is ever changing, requiring the practice of nursing to be continually transformed. Since nurses are in direct, constant contact with patients, we are in a position to facilitate change and it is our duty to be proactive in the processes that have a positive effect in our field. Likewise, it is imperative that nurses be actively involved in education in order to stay abreast of new evidenced based processes that will result in increased positive outcomes while elevating patient care. This paper will discuss initiatives set for the Robert Wood Johnson Foundation Committee (RWJF) on the Future of Nursing and the

The ANA feel by improving patient outcome and job satisfaction it would boost the morale of the nursing environment (Health System Reform Agenda, 2008). The ANA would also like to see more healthcare facilities utilize the Magnet concept. The Magnet program is a program that recognizes healthcare organizations that deliver the best nursing care. They also feel if employers recognized that long work hours and heavy patient load can increase fatigue of the nurse and decrease positive patient outcomes. The ANA support regulation that strive to limit the number of hours a nurse can be forced to work (Health System Reform Agenda, 2008). Another rising issue is the lack of educators in the nursing world. If institutions do not have enough educators to teach incoming nurses how can class sizes increase to fill the current nurse deficit? It all stems from funding. Along with the shortage of educators comes the rising costs of college tuition and students not being able to afford the program. The ANA suggests employers offer scholarship programs and possible paid time off for students attending classes. There is also a nursing shortage in areas that are less desirable to work. The ANA suggests sign on bonuses and financial help to extend the nurses education to make the less desirable area appear more tempting. I agree with all of the suggestions made by the ANA. When I was in high school and looking at colleges and career

Slide 1: The expectations of nurses today are higher than ever with goals such as achieving top percentiles in nursing and patient satisfaction, to being among the top leaders in quality outcomes, and to build productive work relationships and environments. Nursing leaders serve as the primary link between staff, physicians, and the community. They are expected to be innovative, highly skilled, possess a certain degree of nursing knowledge, and produce qualified individuals to care for the growing population. According to Lorber, Treven, and Mumel (2016) “nursing leadership is pivotal because nurses represent the most extensive discipline in health care”. Because of this growing need for diversity in leadership and my background in the military, I decided to focus on the MSN Executive Track at Chamberlain College of Nursing.

I also agree based onmy research as well the difference between Magnet hospitals vs Non-Magnet hospitals. There is a great deal of differences including higher numbers of autonomy and job satisfaction. AS stated in my post,

In the early 1980s it came to light that while the supply of nurses had reached a record high, only 80% of hospitals nationwide had adequate nurse staffing levels (American Nurse Credentialing Center, 2011, p. 8). To address this issue a taskforce was formed within the American Academy of Nursing (AAN). Through an initial study of 165 hospitals, the AAN determined the characteristics of healthcare organizations that were magnetically attracting and retaining nurses as employees (American Nurse Credentialing Center, p. 9). In this study the AAN found “Forces of Magnetism” that contributed to the high level of job satisfaction amongst nurses, superior quality of care, low job turnover, and high level of nurse involvement in leadership, decision-making, and research. In the early 1990s, catapulted by the findings of this initial study, the American Nurses Credentialing Center (ANCC) developed the Magnet Recognition Program. The intention of the ANCC’s Magnet Recognition Program was threefold: To reward hospitals that demonstrated “excellence in the delivery of nursing services to patients;” to encourage quality in the nursing work environment to support practicing professional nurses; and to guide navigation for the dissemination of evidenced-based clinical nursing practice (American Nurse Credentialing Center, 2011, p. 14).

The American Nurses Credentialing Center (ACNN) sponsors the Magnet Recognition Program, which focuses on the development of nursing practices and evaluates the environment where nursing is practiced. This program is well recognized by organizations throughout the country, as the Magnet Journey and is considered to be one of the highest achievements that organizations can obtain (Broom, & Tilbury, 2007). Organizations that strive to achieve the Magnet designation, acknowledge the link between a healthy work environment and the development of an organization of nursing excellence. Hospitals utilizing the Magnet concept demonstrate the following characteristics; (a) authentic leadership, (b) skilled communication, (c) effective decision making, (d) quality patient care processes, (e) collaboration and teamwork among all healthcare workers, (f) professional growth and accountability, (g) clinically competent staff and (h) adequate staffing levels (Shirey, 2006). All the above components

"In 2008, the Robert Wood Johnson Foundation (RWJF) and the Institute of Medicine (IOM) began a two-year study initiative to respond, the need to assess and transform the nursing profession."("The-Future-of-Nursing-Leading-Change-Advancing-Health," 2010).An interdisciplinary committee was put together to report the nations issues impacting health care. Recommendations were set forth by the IOM in a way to improve and restructure the nursing profession to fit the future of the medical field. ("The-Future-of-Nursing-Leading-Change-Advancing-Health," 2010) The recommendation from the committee starts with an action-oriented blueprint for the future of nursing also to identify matters of medical care, research, education. (AJN, American Journal of Nursing: 2010). The Affordable Healthcare ACT (ACA) of 2010 introduced new changes to United States healthcare system. These changes were the improvement of research and evidence-based practice, health awareness, prevention screenings, and community-based wellness promotion and applied. (Affordable Care Act, 2010) Before the IOM’s action-oriented blueprint nurses came up against barriers that prevented them from being able to the start to make those transformations. Today nurses have the potential to overcome obstacles by leading innovative strategies to transform nursing education, practice, and leadership. ("The-Future-of-Nursing-Leading-Change-Advancing-Health," 2010)