Magnet Recognition Program - American Nurses Credentialing Center

Transcription

Magnet Recognition Program®
A Program Overview
© 2011 American Nurses Credentialing Center. All Rights Reserved.
Magnet Recognition Program® Overview
Obj ti
Objectives
• Explain what is meant by Magnet® recognition
• Explain the origin of the Magnet Recognition
Program®
• Identify examples of the 14 Forces of Magnetism
• Describe the five Magnet Model components
• State outcome indicators for patients and nurses in
Magnet facilities
O
Overview
i
•
•
•
•
•
•
•
•
•
Magnet Recognition Program
Program Structure
Original Research
F
Forces
off Magnetism
M
ti
History
New Magnet Model
Considering the Magnet Journey
Application
pp
Process
Magnet Organization as Employer
C
Common
Q
Questions
ti
Ab
Aboutt M
Magnett
• What is Magnet Recognition?
• Who recognizes hospitals as Magnets?
• When and how did the Magnet Recognition Program
begin?
• What is a Magnet hospital?
• How does a hospital achieve Magnet status?
• What is it like to work in a Magnet hospital?
Wh t is
What
i Magnet
M
t Recognition?
R
iti ?
Wh R
Who
Recognizes
i
Hospitals
H
i l as Magnet?
M
?
The American Nurses
C d ti li C
Credentialing
Center’s
t ’
Commission on Magnet
Recognition
g
((COM))
• 14 members
• Represent various nursing
administrative and clinical
sectors
• Two international members:
» Australia
» Germany
ANA ANCC O
ANA,
Organizational
i i
lS
Structure
American
Nurses
A
Association
i ti
American
Nurses
Credentialing
Center
Accreditation
Certification
Magnet
Recognition
Pathway to
Excellence
Program
Co
Commission
ss o
on Magnet
Institute for
Credentialing
Innovation
O i i lM
Original
Magnett R
Research
h
1980–1982
• National supply of nurses larger than ever
with regional nursing shortages (1980–1982)
• 100,000 vacant nursing positions (inadequate
staffing in 80% of hospitals)
• Crippling effect on the day-to-day operations
O i i lM
Original
Magnett R
Research
h
AAN Task Force on Nursing Practice in
Hospitals Researchers:
• Margaret L. McClure, EdD, RN, FAAN
• Muriel A. Poulin, EdD, RN, FAAN
• Margaret D. Sovie, PhD, RN, FAAN
• Mabel A. Wandelt, PhD, RN, FAAN
R
Research
hP
Process
• 165 hospitals nominated by Academy Fellows
as having the identified characteristics
• 155 hospitals consented to be studied
• 46 qualified for inclusion in the final sample;
41 participated
• Individual and group interviews
St d O
Study
Outcomes
t
Findings:
• Organizational structure supported nursing
leadership
• Staff nurses had autonomy and clinical authority in
directing patient care
• Ability to attract and retain professional nurses
• Researchers called this the “magnet” effect—thus,
Magnet Hospitals
• 41 h
hospitals
it l d
designated
i
t d Magnets
M
t
F
Forces
off M
Magnetism
ti
• Quality of Nursing
Leadership
• Organizational
Structure
• Management Style
• Personnel Policies &
Programs
• Professional Models of
Care
• Quality
Q lit off Care
C
•
•
•
•
•
•
•
Quality Improvement
C
Consultation
lt ti & R
Resources
Autonomy
Community
Nurses as Teachers
Image of Nurses
Interdisciplinary
Relationships
• Professional Development
P
Program
History
Hi t
1993
• ANCC established the Magnet Recognition Program
• ANA Scope and Standards for Nurse Administrators
and the findings from the original study served as the
basis for program standards
• Program Goals:
» Identify excellence in the delivery of nursing services to patients,
» Promote quality in a milieu that supports professional clinical
practice, and
» Provide a mechanism for disseminating best practices in nursing
services.
P
Program
History
Hi t
(continued)
1994
• First healthcare organization designated Magnet
Recognition status–University of Washington Medical
Center Seattle
Center,
2002
• First international hospital recognized
2007–2008
• Analysis completed that integrated the 14 Forces of
M
Magnetism
ti
iinto
t b
broader
d C
Components
t and
d a new
conceptual Magnet model and vision emerged
Th New
The
N
M
Magnett M
Model
d l
2008–Year of Transition
Consolidated the 14 Forces of Magnetism into five
Model Components:
• Transformational Leadership
• Structural Empowerment
• Exemplary Professional Practice
• New Knowledge, Innovations, and Improvements
• Empirical Outcomes
Th Magnet
The
M
tM
Model
d l
T
Transformational
f
ti
l Leadership
L d
hi
• Strategic
g Planning
g
• Advocacy and
Influence
• Visibility,
Accessibility and
Accessibility,
Communication
St
Structural
t
l Empowerment
E
t
• Professional Engagement
• Commitment to
Professional Development
• Teaching and Role
Development
• Commitment to Community
Involvement
• Recognition of Nursing
E
Exemplary
l
Professional
P f
i
l Practice
P
ti
•
•
•
•
•
•
•
•
•
Professional Practice Model
Care Delivery System(s)
Staffing, Scheduling, and Budgeting
Processes
Interdisciplinary Care
Accountability, Competence, and
Autonomy
Ethics, Privacy, and Confidentiality
Diversity and Workplace Advocacy
Culture of Safety
Quality Care Monitoring and
Improvement
New Knowledge, Innovations, and
Improvements
• Research
• Evidence-based
Evidence based
Practice
• Innovation
I
ti
N
New
Di
Direction:
ti
Focus
F
on Outcomes
O t
Shift from structure
and
d process to
t a
greater focus on
outcomes
•
•
•
•
Clinical (patient)
Community
Workforce
Organizational Outcomes
O t
Outcome
Sources
S
off Evidence
E id
•
•
•
•
•
•
Nurse-sensitive indicators
Nursing research
Practice changes
P f
Professional
i
l development
d
l
t
Work environment changes
Community involvement
N
Nurse-sensitive
iti Indicators
I di t
• Clinical Indicators
• Patient
P ti t Satisfaction
S ti f ti
• Nurse Satisfaction
Cli i l Indicators
Clinical
I di t
• Falls
• Pressure Ulcers
• Other
Oth IIndicators
di t
»
»
»
»
»
Bloodstream Infections
Urinary Tract Infections
VAP
Pediatric IV Infiltration
Oth S
Other
Specialty
i lt S
Specific
ifi IIndicators
di t
How Does a Hospital Become
Magnet?
B i i the
Beginning
th M
Magnett J
Journey
• Self-Assessment
» Magnet Web Site—Check for Resources
» Magnet Application Manual
• Seek Assistance
» Magnet
g
Program
g
Office Staff
» ANCC Consultants
» Magnet Organizations
B i i the
Beginning
th M
Magnett J
Journey
Consider the Organizational
g
Culture
• Leadership support for Magnet
• Infrastructure for shared decision-making, quality
improvement, peer review, interdisciplinary
relationships, evidence-based practice, and nursing
research
• Professional development programs
• Professional model of care as a basis for nursing
practice
B i i the
Beginning
th M
Magnett J
Journey
Organizational
g
Culture ((continued))
• Nurses at all levels (direct care, management, and
leadership) should be knowledgeable about and
actively
ti l involved
i
l d iin th
the above
b
processes, programs,
and activities
• The Sources of Evidence (measures of excellence)
should be developed, disseminated, and enculturated
throughout nursing services
A li ti Process
Application
P
Eligibility
g
y Requirements
q
• One Individual Serving as CNO
• CNO
» (1) Master’s degree
» (2) Nursing degree at baccalaureate level or higher
» Effective January 1, 2011, 75% of nurse managers must
have at least a baccalaureate degree in nursing
• Use of ANA Scope and Standards for Nurse
Administrators
A li ti Process
Application
P
Eligibility
g
y Requirements
q
((continued))
• Compliance with all federal laws and regulations
administered by the United States OSHRC, EEOC,
HHS DOL
HHS,
DOL, and
d NLRB as th
they relate
l t tto registered
i t d
nurses in the workplace
anti discrimination,
• These include health and safety, anti-discrimination,
and labor management laws
• Nurse-sensitive quality indicators data at the unit
l
level
l and
db
benchmarked
h
k d att th
the hi
highest
h t or b
broadest
d t
level possible
A li ti Process
Application
P
• Application
• Written
Documentation
• Site Visit
• Commission Vote
R
Recognition
iti
Magnet Characteristics
Average Magnet® Organization Characteristics Licensed Bed Range (n= number of organizations in the range)
Overall 279
9.90%
2.40%
9.8
0‐100 101‐200 201‐300 301‐400 401‐500 501‐600 601‐700 (n=48) (n=36) (n=56) (n=47) (n=49) (n=26)
68
157.1
255.7
352
444.5
539.5
649.8
39.4
93.4
149.9
222.6
285.2
350.8
412.6
8.50% 10.20% 8.10% 9.70% 11.20% 10.40% 9.70%
4.10% 2.90% 3.40% 1.20% 1.70% 3.90% 1.20%
10.8
9.8
10.2
9.7
10
10.1
9.1
51.40%
49.40% 41.50% 51.20% 45.80% 48.50% 53.40% 51.20% 59.30%
50.40%
56.50% 45.30% 50.90% 45.10% 53.40% 45.40% 48.70% 51.20%
28.10%
27.10% 19.10%
Characteristic (n=333) (n=22)
Licensed bed size
Average Daily Census
RN turnover
RN vacancy rate
Length of RN employment (yrs)
% of RN descision makers with graduate degrees
d
d
% of RN decision makers certified by a nationally recognized organization
% RN decision makers who are advanced practice nurses
434
% of direct care RNs certified by a nationally recognized certifying 29.40%
organization
Direct care nurse education:
Associate degree, nursing: 37.60%
Diploma: 10.50%
Bachelor/University degree, 48.60%
nursing:
Master/Graduate degree, nursing: 3.30%
27%
20.10%
27%
>701 (n=49)
969.4
631.2
10.30%
1.90%
9.7
29.80% 27.90% 34.20%
27.40% 28.70% 29.50% 28.90% 31.50% 30.80% 28.90% 28.20%
48.70% 42.20% 41.90% 38.10% 39.80% 36.20% 35.70% 31.70%
12.20% 11.50% 12.30% 11.40% 10%
11.40% 10.40% 8.80%
38.70% 43.90% 42.20% 47.10% 47.20% 49.40% 49.70% 55.20%
4.80%
2.40%
3.00%
2.70%
2.90%
3.50%
3.20%
4.30%
Decision Makers include nurse executives, nurse managers, nurse practitioners, nurse midwives and CRNAs.
G
Growth
th in
i Magnet
M
t Hospitals
H
it l
No. o
of Magnet Hospitals
400
354
350
311
276
300
240
250
196
200
142
150
100
100
43
50
1
0
2
7
2
1
12
0
5
5
15
3
67
22
7
21
24
33
42
54
44
36
35 43
M
Magnet
t Culture
C lt
off Excellence
E
ll
Great
Leaders
Great
Nurses
Great
Structures
Great
Outcomes
.
Great
Knowledge
&
Innovation
Y
Your
J
Journey...
• Would you want to work in a Magnet
hospital?
• What questions would you ask when seeking
employment at a Magnet organization?
• How would the organization benefit if you
j i d th
joined
the staff?
t ff?
R f
References
1 American
Nurses Credentialing Center Web site. About ANCC. Accessed April 15, 2010, from:
http://www.nursecredentialing.org/FunctionalCategory/AboutANCC.aspx
2
American Academy of Nursing Web site. About AAN. Accessed March 4, 2010, from:
http://www.aannet.org/i4a/pages/index.cfm?pageID=3284
3 McClure,
M. L., Poulin, M., Sovie, M., & Wandelt, M. (1983). Magnet hospitals: Attraction and retention of
professional nurses. Kansas City, MO: American Nurses Association.
4 Wolf,
Wolf
G.,Triolo,
G
Triolo P.,
P & Reid-Ponte
Reid-Ponte, P
P. (2008)
(2008). Magnet recognition program: The next generation
generation. Journal of
Nursing Administration, 38(4):200-204.
5,6
American Nurses Credentialing Center. (2008). Application manual: Magnet Recognition Program. Silver
Spring, MD: Author.
7 Dictionary.com
Web site. Factor analysis. Dictionary.com Unabridged. Random House, Inc. Accessed February
23, 2010, from: http://dictionary.reference.com/browse/factor analysis
8 American
Nurses Credentialing Center. (2008). Application manual: Magnet Recognition Program. Silver
Spring, MD: Author
9 American
Nurses Credentialing Center Web site. Announcing a New Model for ANCC’s Magnet Recognition
Program Accessed February 23
Program.
23, 2010
2010, from:
http://www.nursecredentialing.org/Magnet/NewMagnetModel.aspx

Magnet Recognition Program - American Nurses Credentialing Center

Transcription

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