quality

1. Magnethospitals
By /
Mahmoud Shaqria
‫شقريه‬ ‫محمد‬‫محمود‬

2. Outlines
•Definition of Magnet status
• Definition of a Magnet Hospital
•Importance of magnetism
•The Benefits of Magnet Hospitals
•Fourteen Forces of Magnetism
•Top ten demands for magnetism
•The Magnet Program
•Process of magnetism
•Role of Health Care Organization in magnetic process

3. Definition of Magnet status
A Magnet status is stated to be one where nursing
delivers excellent patient outcomes, where nurses
have a high level of job satisfaction, and where there
is a low staff nurse turnover rate and appropriate
grievance resolution.

4. Definition of a Magnet Hospital
A Magnet Hospital is one that attracts and retain
nurses who have high job satisfaction because
they can give high quality care .

5. Importance of magnetism:
1. The practice environment becomes more supportive of
nursing and professionalism
2. Staff education is emphasized more
3. Magnet status encourages lower turnover, higher
retention, improved recruitment
4. Magnet status leads to better nurse-patient and nurse
physician Relation
5. Working with nurses who are clinically competent
6. Nurse autonomy and accountability
7. Control over nursing practice

6. 8. Nurse manager support
9. Support for education
10. Adequate nurse staffing
11. nurses have control over their practice
12. Trusting atmosphere allows nurses to feel safe and
supported in their decisions
13. Rules do not impede delivery of patient care
14. Opportunity for professional nurses to participate in
decisions that affect their practice and work
environments

7. The Benefits of Magnet
Hospitals
1. Magnet Hospitals have better outcomes
2. Lower mortality rates
3. Lower morbidity rates
4. Higher patient satisfaction
5. Higher staff job satisfaction
6. Lower overall costs
7. Attract and retain nurses who are skilled at their jobs and
who get adequate support from management and other
staff

8. 8. A lower percentage of human error in nursing
care.
9. Decreased length of stay
10. Decreased risk of falls, medication errors, and
post procedure complications
11. Reduced family complaints
12. High quality of nursing care

9. FourteenForces of Magnetism
1. Quality of Nursing Leadership
2. Organizational Structure
3. Personnel Policies & Procedures
4. Nurses as Teachers
5. Image of Nursing
6. Collegial Nurse/Physician Relationship
7. Management Style
8. Quality of Care
9. Autonomy
10. Quality Improvement
11. Consultation & Resources
12. Community Involvement
13. Professional Development
14. Professional Models of Care

10. Force 1:Quality of Nursing Leadership
Nurse-leaders are perceived as strong, knowledgeable risk
takers who follow a well-articulated, strategic, and
visionary philosophy. They convey clearly their sense of the
obligation to advocate on behalf of the patient, and to
provide staff members with needed support.
Force 2:Organizational Structure
Organizations are dynamic, decentralized structures
characterized by a functioning and productive system of
shared decision making. The Chief Nursing Officer has a
seat at the executive level of the hospital.

11. Force 3:Management Style
Administrators employ a management style that
encourages and values feedback from staff members at all
levels. Nurse-leaders are visible, accessible and committed
to being effective communicators.
Force 4:Personnel Policies and Programs
Salaries and benefits are competitive. Creative and flexible
staffing models are used to promote a safe and healthy
work environment. Personnel policies are formulated with
input from staff members, and support professional nursing
practice, work-life balance and the delivery of quality care.
There are significant opportunities for professional
advancement.

12. Force 5:Professional Models of Care
Models of care vest nurses with authority, responsibility and
accountability, and provide for continuity of care across the
continuum. They take into consideration each patient’s unique
needs and provide the skilled nurses and other resources
needed to bring about desired outcomes.
Force 6:Quality of Care:
Nurses see themselves as providing high-quality care to their
patients. This is also perceived as being a priority for the entire
organization.

13. Force 7: Quality Improvement
Quality-improvement activities are viewed as educational.
Staff nurses participate in the quality-improvement process
and credit it with producing worthwhile results.
Force 8:Consultation and Resources
Adequate access is given to consultants and other human
resources. Advanced practice nurses and other experts are
available and sought out. Support is provided from peers
both inside and outside the Nursing Department. The
organization promotes involvement of nurses in professional
organizations.

14. Force 9:Autonomy
Nurses are permitted to practice autonomously,
consistent with professional standards.
Force 10:Community and the Healthcare Organization
The organizations best able to recruit and retain nurses
also maintain a strong presence in the community. This
is expressed through a variety of ongoing, long-term
outreach programs. These programs create a perception
of the organization as a strong, positive, and productive
corporate citizen.

15. Force 11:Nurses as Teachers
Nurses are permitted to incorporate teaching in all aspects of
their practice.
Force 12:Image of Nursing
Nurses are viewed as indispensible to the organization’s ability
to deliver patient care. Nurse-leaders are perceived as strong,
knowledgeable risk takers who follow a well-articulated,
strategic, and visionary philosophy. They convey clearly their
sense of the obligation to advocate on behalf of the patient,
and to provide staff members with needed support

16. Force 13:Interdisciplinary Relationships
Interdisciplinary relationships are viewed as positive.
Interaction among the various disciplines is characterized by
mutual respect.
Force 14:Professional Development
Significant emphasis is placed on orientation, in-service
education, continuing education, formal education, and
career development. Personal and professional growth and
development are valued. In addition, opportunities for
competency-based clinical advancement exist, along with
the resources to maintain competency

17. 5MODELCOMPONENTSTHATENCOMPASSESALL14
FORCESOFMAGNETISM
1. Transformational leadership
2. Structural empowerment
3. Exemplary professional practice
4. New knowledge ,innovation &improvement
5. Empirical outcome

18. CONT. 5 MODELS
1.Transformational leadership
a) Quality of Nursing Leadership
b) Management Style
2. Structural empowerment
a) Organizational Structure
b) Personnel Policies & Procedures
c) Image of Nursing
d) Community Involvement
e) Professional Development

19. CONT. 5 MODELS
3.Exemplary professional practice
a) Professional Models of Care
b) Consultation & Resources
c) Autonomy
d) Nurses as Teachers
e) INTERDISCIPLINARY Relationship

20. CONT. 5 MODELS
4.New knowledge ,innovation &improvement
Quality Improvement
5.Empirical outcome
Quality of care

21. Top ten demands for magnetism
1. Strong supportive environment and constant
encouragement
2. Delivery of a high standard of care
3. Multidisciplinary approach to patient care
4. Shared governance
5. Superior nursing care to all patients
6. Opportunity to learn and teach
7. Mentorship
8. Dedication of the nursing staff
9. Cohesive work environment
10. Overall excellence of the nursing Staff

22. The Magnet Program
the Magnet Program incorporate the following ideas:
1. Safe Facilities
2. Improve hospital policies to protect and support nurses
3. Strengthen Nursing
4. Strengthen Nursing Managers
5. Staffing
6. Employee Benefits
7. Media
8. Strengthen credentialing process
9. Collaboration between the professions
10. Magnet hospitals should be nursing institutions
11. Magnet hospitals should exist to provide humane care to all patients
12. Overall changes to the magnet program

23. Process of magnets
1) applying for the program.
2) Hospitals then must submit significant documentation
to show how they implement excellence in nursing
care.
3) a several days’ visit from reviewers in the program,
4) a review of all documents and the visit by Magnet
officials.
Should the hospital meet all standards, they may earn
magnet hospital stature, which generally allows them to
claim this award of excellence for four years

24. Role of Health Care Organization in
magnetic process:
• Clearly request how school of nursing can
support the development of the Excellence
environment
• Involve faculty as nursing advisors to health care
organization
• Participate as adjunct faculty
• Engage in creative partnerships to facilitate staff’s
continued education

25. Thank you….