Magnet status is a highly coveted status, it is known for providing measurable outcomes, high scoring in benchmarks. It was called Magnet as it was known to draw nurses for the lower level of RN to patient ratio’s high staff satisfaction and larger number of Registered Nurses who were doing primary care doing tasks for the patient and not delegating tasks. Only 6% of hospitals currently hold magnet status, a hospital that has magnet status provides confidence to their patients that they are receiving the best care. The hospital has benchmarks showing each category showing where they excel. The process is long and costly for every hospital that wishes to obtain Magnet status they must go through these steps. Using the demographic data collection tool provided by ANCC this reporting time is two years prior to applying for Magnet status the hospital will need to submit documents for review once this is done. The hospital is responsible to keep track of data and the packet will have tools to collect needed data. Once the data is collected the hospital will put together documentation to support their data to be submitted for the approval process.
The hospital is still required to follow state and federal guidelines. The hospital must be able to show proof of education levels for nursing leadership, management and staff, nursing satisfaction evaluations, and patient satisfaction evaluations, patient outcomes and have proof of ongoing education and competence of the nursing staff to provide care at a higher standard than what is the surrounding community, and the hospital must be active in providing and continuing community education. Cost to obtain Magnet status starts from the application process to hiring additional staff to log data and train staff and offer educational classes to meet the educational standards. They must show proof of evidence based practice and the model the hospital uses to practice. The staffing ratio will be looked at even though it is not a requirements. Once the paperwork is submitted and a nonrefundable fee is paid, the facility must go through a site visit, this visits is to make sure the hospital actually embraces the Magnet culture and will speak to the staff. Once the hospital has the results back they can submit a rebuttal if turned down or when the hospital achieves Magnet status they must reapply every four years and continually prove they are still meeting the Magnet requirements. The 14 “Forces of Magnetism” Dumpel, H. (2010)
The Review on COMPARISON OF SERVICE QUALITY BETWEEN PRIVATE AND PUBLIC HOSPITALS: EMPIRICAL EVIDENCES FROM PAKISTAN
Journal of Quality and Technology Management Volume VII, Issue I, June, 2011, Page 1 ‐ 22 COMPARISON OF SERVICE QUALITY BETWEEN PRIVATE AND PUBLIC HOSPITALS: EMPIRICAL EVIDENCES FROM PAKISTAN S. M. Irfan1, A. Ijaz2 1COMSATS Institute of Information Technology, Lahore – Pakistan 2Institute of Quality and Technology Management, University of Punjab, Lahore – Pakistan ABSTRACT Healthcare sector of a ...
Force 1: Quality of nursing leadership- Leadership leads the organization and the staff has a voice at each level of leadership.
Force 2: Organizational Structure- Nurses are active participants in unit decisions and policy and procedures.
Force 3: Management Style-Management has active communication and feedback with the staff.
Force 4: Personnel policies and programs-Nursing staff is included and participates in policies, scheduling is flexible and staff is encouraged to participate in furthering education and given opportunities to attend educational presentations.
Force 5: Professional Models of Care-Nursing is responsible for patient care and improving patient outcomes.
Force 6: Quality of Care-Nurses provide higher level of care and better outcomes
The Term Paper on Patient-centred care is a fundamental issue
There are many issues associated with the transition from graduate registered nurse into practicing registered nurse. Recent studies have found the phase to be a stressful period for many graduates the main challenges were fitting into social groups, delegation, hostility and patient-centred care (Rush et al, 2013); (Feng & Tsai 2012). However, research has shown that with appropriate ...
Force 7: Quality Improvement-The hospital benchmarks the outcomes. Nurses are involved in quality improvement. Research guides the best practice,
Force 8: Consultation and Resources-Nurses resource with other nurses and share knowledge and experience. Force 9: Autonomy-Nursing staff works with interdisciplinary teams to improve patient outcomes.
Force 10: Community and Healthcare Organization-The hospital does not work alone it works with other facilities in the surrounding area to improve outcomes.
Force 11: Nurses as teachers-Nurses take active role in patient education, staff education, and staff is encouraged to continue education and use of advanced practice nurses to improve patient outcomes.
Force 12: Image of Nursing-Nurses are the backbone of the hospital and consulted in every level of decision and consults width
Force 13: Interdisciplinary Relationships-Nurses are include with the interdisciplinary team take an active role in decision making and improved patient outcomes
Force 14: Professional Development-Career development and continuing education, education and orientation for new employees’ are encouraged.
Money is provided to for recourses for education and training. Changes for nurses one change is in job satisfaction, nurses are encouraged to seek education and to continue their education, which provides opportunities for advancement in their career. Magnet hospitals are known to offer continuing education to the staff usually free or for a minimal charge. Nursing to patient ratios are smaller at a Magnet hospital, this means the nurse will be providing primary care to their patients they will spend more time providing care. (Drenkard, K. (2010).
Discussed their magnet findings of decreased in the following areas patient falls, pressure ulcers and accidental needle sticks. The nursing staff will have additional meetings with interdiscplininary teams this is the increase in nurse autonomy Magnet is supposed to provide along with the nurse is able to provide the care they want to provide to their patients in reality they are providing more care, studies have shown the patients have better outcomes this is a result of higher education and less patients to nurse ratios. Many Magnet hospitals are primary care where the Registered nurse is responsible for all aspects of patient care.
The Term Paper on Nurse to patient Ratios
Nurse-to-Patient Ratios The healthcare in United States deals with many internal issues that the general public used to be unaware of, until recent times. Still, upon seeing nurses going on strike, most of the people conclude that it has only to do with their demands of better wages and additional social benefits, while in fact, this matter is much more complicated. Majority of nurses demand that ...
Other duties the nurse will be participating in will be mandatory education and require the staff to take part in unit based decision making which will require additional time on the nurses’ part. In order for many nurses to advance in their career they will be required to get additional training and certification in the area of their specialties. Benefits Magnet hospitals have the newest equipment and technology, and research with provides the patients with the best care. Magnet hospitals use evidence based research and do not provide care just because that is how we always do it, the care is based on the best research at the time, this helps reduce staff turnover and decreases staffing shortages which means less stress and burnout for the staff. Nurses want to do the right thing for their patients and higher levels of autonomy are equated with happier staff, Magnet status is a huge advantage many customers know what Magnet status is and will seek their care at Magnet hospital and this improves hospital revenue by filling hospital beds. Why would a hospital not want to obtain Magnet status?
References
Drenkard, K. (2010).
The Business Case for Magnet. The Journal of Nursing Administration. 40(6).
263-271. Dumpel, H. (2010).
Hospital Magnet status: impact on RN autonomy and patient advocacy. National Nurse, 106(3), 22-27. “Magnet Recognition Program® FAQ: Data and Expected Outcomes.” Magnet Recognition Program® FAQ: Data and Expected Outcomes. N.p., n.d. Web. 25 Feb. 2014. .
