Magnet Recognition Case Study

This paper will describe current quality outcome measures and the significance for improving medical care. Organizational accountability and transparency has improved with the emergence of Hospital Inpatient Quality Reporting (IQR) programs and Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPs). This article will review the role of the nurse manager in creating a culture for quality care as well as the nurse for meeting organizational and patient expectations. Organizations like The Joint Commission (JC), Agency for Healthcare Research and Quality (AHRQ), Centers for Medicare and Medicaid Services (CMS), and The American Nurses Association (ANA) have been critical in establishing standards for quality. This paper will also report on the most recent hospital statistics and steps taken to improve HCAHP scores and reduce readmission rates at the University of Tennessee Medical Center in Knoxville (UTMCK). Statistics at UTMCK will also be compared to the Tennessee and National averages found on the Medicare website Hospital Compare. The aim of this paper is to explore if healthcare system initiatives are improving quality and enhancing patient outcomes.

Forces of magnetism, nurse-sensitive quality indicators, which reflect elements of patient care that, are directly affected by nursing practice (Schmidt and McFarlane 2015). These indicators are said to reflect three aspects of nursing care: structure, process, and outcomes. The establishment of Forces of Magnetism (14) by the American Nurses Credentialing Center (ANCC) 2013 was created to provide the conceptual framework for the Magnet appraisal process. Must of the original design was to differentiated organizations best able to recruit and retain nurses during the nursing shortages of the 1970s and 1980s (Schmidt and McFarlane 2016 and Forces of Magnetism 2018).

The third key message of IOM report says “Nurses should be full partners, with physicians and other health professionals, in redesigning health care in the United States”. A well-built

Patients want and expect to receive high quality care. Nurses want to provide the best care possible to their patients and like everybody else; want a pleasing job environment. Hospitals, on the other hand, are expected to provide a safe environment to patients, have enough nursing staff and remain profitable (Keller, Dulle, Kwiecinski, Altimier & Owens, 2013). The ultimate goal is to improve quality of care and patient safety across the United States; therefore, all the different interests of these major stakeholders should be taken into

This paper is going to give a little background on how magnet status was developed, how transformational leadership is used and discuss in more detail some of the more important characteristics of these magnet organizations that help to establish a culture of quality and why these are essential components to implement in today’s successful Magnet status healthcare organizations.

The application process for Magnet recognition can take several years and involves the hospital as a whole. The application and appraisal process is evolved, lengthy and voluntary. It takes dedication from all involved with the institute, from the bedside nurse to the highest level of management. A facility begins the process years prior to the actual application time. During this year all in the hospital begin to implement and practice the fourteen forces of Magnetism. These forces center on nursing, from quality to leadership to monument to autonomy and even interdisciplinary relationships and professional development. (Association) Once a facility as met all of the application requirements, paid the fees, a site visit is arraigned. If all goes well, a hospital is awarded Magnet Recognition.

In today’s world, healthcare is under a microscope. Surveys are done, standards are set, and patients have the option to choose where they receive their care. Research is conducted on physicians, quality of care, and cost of care are becoming the main thoughts when choosing a hospital. When you hear “Magnet Status Hospital” (MSH) it immediately grabs your attention. What exactly sets an MSH on a higher level than one that’s not? More importantly, how does this affect the nurses? The purpose of this paper is to explain the increasing rise of MSH ‘s, why healthcare, specifically nursing, is trending in this way, how it affects nurses, and the benefits of attaining magnet status.

The American Nurses Credentialing Center (ANCC), through the Magnet Recognition Program aims to raise quality of patient care while utilizing evidence based nursing practice (Jayawardhana, Welton, & Lindroth, 2014). An article published in the Journal of Nursing Administration reports that “application fees, appraiser fees, site visit costs, and document preparation” can range from $46,000 to $251,000 depending on the institution. While there can be some drawbacks to the financial implications of obtaining a Magnet status, it is important to understand why such recognition exists in the first place (Drenkard, 2010). The Magnet certification of the ANCC, encourages nurses to utilize research and evidence base practice to improve the delivery

The Magnet Recognition Program symbolizes the highest level of nursing excellence, quality patient care, and innovations in professional nursing practice. Magnet Recognition has become the “gold standard” for nursing excellence, making more hospitals aspiring to achieve this status. A Magnet hospital is said to be one where nurses deliver excellent patient outcomes, there is a low nurse turn over rate, and a high level of job satisfaction in nurses. Healthcare organizations have been able to gain ample opportunity and reflection through the process. Yet, Magnet Recognitions has its own limitations and benefits. The Magnet Recognition Program strengthens the institution in which it represents their opportunities for advancement, team building, and quality improvement.

Hospitals must work together with local institutions and work with nursing faculty in order to assist with promoting and leading research (Gaguski, 2006). The hospitals must develop internships for staff nurses that are evidence based, and they must develop research skills in staff nurses (Gaguski, 2006). Hosting journal clubs is also one of the requirements hospitals must fulfill (Gaguski, 2006). Hospitals must also host research seminars, academic courses, and annual research conferences(Gaguski, 2006). In order to meet the criteria, hospitals have to find mentor opportunities for the advanced practice nurses along with all of the faculty nurses (Gaguski, 2006). Developing research committees and presenting nursing research at medical staff meetings is a main criteria hospitals must complete in order to be give the credential as a magnet hospital (Gaguski, 2006).

Maya Angelou once said, “As a nurse, we have the opportunity to heal the heart, mind, soul and body of our patients, their families and ourselves. They may forget your name, but they will never forget how you made them feel” (4 Inspirational quotes that nurses value). To improve quality of patient care, in 1983, American Academy of Nursing started a program that helped identify traits of a hospital which would attract and retain nurses, that provide exceptional quality of care. This study founded what we today know as Magnet Recognition program and hospitals which have all the “forces of magnetism” known as Magnet Hospitals. The forces of magnetism described for 1984 study includes fourteen main points-1. Having nurse leaders who are

University of California Davis Medical Center (UCDMC) is known for it’s high-performance in the Sacramento region (UC Davis health, 2017) and has received “A” rating on from the Leapfrog Group’s Hospital Safety Score in 2013 (UC Davis Medical, 2014). UCDMC had a total of 33,002 admissions and 627 licensed beds in 2016 (UC Davis Facts, 2017) and remained an “A” rating despite of the high number of patients. However, the rating has dropped to a “B” since the Fall of 2016. UCDMC updates the Nursing Sensitive Indicators (NSI) quarterly and every unit has its own data to compare within its organization. The safety performance is accomplished by enforcing the Quality Assurance (QA), Quality Improvement (QI), and Quality Control (QC). Cheryl

The American Nurses Credentialing Center has one of its initiatives as recognizing health care organization for good and quality patient care through the use of evidence base practice (EBP). The magnet recognition is the of the world’s most ultimate credential that a health care organization can uphold. Consumers and their families always seek magnet recognized hospitals for their health care needs. This program was created in 1990 by the American Nurses Association board of directors with its emphasis on nursing excellence through the use of evidence base practices to provide care for patients. A pilot program which involved five hospitals for the magnet recognition program was initiated to observe and measure any outcome. The University

The magnet hospital model is an international design to provide optimal framework for nursing care and future research. The model is composed of transformational leadership, empirical outcomes, exemplary professional practice, structural empowerment, and new knowledge combined with innovations and improvements. Hospitals that participate in the model and were awarded the title are constantly looking to improve and expand. They strive to provide expert care globally. Scheduling and staffing are done in a way to keep nurses from burning out. The lower the burnout rate the higher the rate of satisfaction and overall health of patients. When nurses are not burnt out they work optimally and want to work with their patients and that creates

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).