The Magnet Program from the Perspective of the Magnet Hospital Pat Conway-Morana, M.Ad., RNC, NEA-BC, CENP, FACHE Chief Nurse Executive Inova Fairfax Hospital Campus Falls Church, VA, USA

Objectives for Today’s Discussion Discuss what it means to achieve Magnet Recognition.

Inova Fairfax Hospital Inova Fairfax Hospital, Inova Heart and Vascular Institute, Inova Fairfax Hospital for Children and Inova Fairfax Hospital Women’s Center 833 beds with 54,000 Admissions/Year and 408,000 Equivalent Patient Days/Year Level I Trauma Service with ~110,000 ED Visits and 4,000 Traumas/Year 65% of bedside RNs educated at the BSN level or higher 25% of RNs hold a National Certification 11,000 Deliveries/Year Magnet Facility since 1997

Why Seek Magnet Recognition? Current research demonstrates nurses who practice in award winning facilities perceive they work in a healthier work environment. Magnet hospitals are viewed by nurses as an elite place to provide healthcare and practice nursing where nursing and nurses are valued. Magnet hospitals have better outcomes and are viewed as more efficient. Therefore, the “quality” of nurses who provide care are perceived as “the cream of the crop.”

Perceptions of Magnet Recognition By Nurses: Perceived as a healthy work environment New graduates learn about Magnet in nursing school Value of nursing by administration, medical staff, ancillary and support staff By Accrediting Bodies and Payers: Focus on Process Improvement, Efficiency and Outcomes By Other Healthcare Disciplines: Understand the value and importance of nursing care Improved collaboration and respect, especially by medical staff More use of advanced practice nurses Ancillary and support systems view nursing as the customer By the Public: Superior customer service and quality outcomes Wall Street Journal AARP and other consumer alerts

Magnet Essentials Risk taking, credible nursing leaders Value education and professional recognition Voice in decision making affecting practice Clinical advancement and recognition Incorporation of nursing research into practice

Exemplary Professional Global Issues in Nursing and Healthcare Structural Empowerment Empirical Outcomes Transformational Leadership Exemplary Professional Practice Exemplary Professional Practice New Knowledge, Innovations, and Improvements

Transformational Leadership Quality of Nursing Leadership Educational Level of Formal Leaders Involvement in professional activities Committees with Nursing Leaders representation Management Style Shared Governance structures

Structural Empowerment Professional Development Clinical Ladders (ADVANCE) Tuition reimbursement Inservices and seminars (Edelman Center) Image of Nursing Viewed positively by other disciplines, nursing schools and patients Organizational Structure Flat with direct access to CNE Personnel Policies and Programs Competitive compensation Conflict resolution Community Presence in community (Health Fairs, Support Groups, Community Service)

Exemplary Professional Practice Nurses as Teachers Patients, Communities, Peers Consultation and Resources Clinical Specialists Interdisciplinary Relations Nursing Involvement on Hospital Committees Nursing Involvement in Medical Staff Committees Autonomy Practice Protocols, Clinical Pathways Models of Care Jean Watson’s Human Caring Model

New Knowledge, Innovation and Improvement Quality Improvement (Research and Evidence Based Practice) Shared Governance Research Committee Fast PCDA

Empirical Quality Results Quality of Care – IFH Six Pillars (Quality, Service, Cost, Growth, People, Community) CMS Indicators NDNQI Indicators Safety Events Nursing Satisfaction Physician Satisfaction Length of Stay Productivity Patient Satisfaction

Process Hints Documents Site Visit Tell stories supporting information Not redundant Site Visit Agenda set by appraisers Staff driven Enthusiasm Communication to staff – do they know outcomes and stories?

Questions?