Magnet Status

Nightingale is a well establish Community Hospital, which has been servicing the community by providing excellent, and compassionate healthcare provides for their patients’ needs. There values statement pledge to themselves and the community, is a commitment to four core values the first being Safety with the quote “We put our patients first”.

As the United States health care system continues to undergo rapid changes a sought-after paradigm is making its way to the forefront of the United States hospitals setting new standards of excellence. The Magnet Recognition Program formally initiated a few decades ago continues to expand to many different health care organizations, widely associated with hospitals. The foundation of this program is based on differentiating specific hospitals by their leadership and organizational structures that support the highest quality of nursing (Tubbs-Cooley et al., 2017). After a thorough assessment, of the current acute care Immersion setting at Thomas Jefferson University Hospital it is evident that Magnet status does affect patient outcomes. To support this claim, this paper will focus on the underlying reasons for hospitals to pursue Magnet accreditation, the benefits of being a patient at such a hospital, and the benefits for nurses.

The ANCC recognizes that being Magnet recognized will entice and keep talented nurses. Nurses in Magnet facilities are encouraged to work in collaborative environments and lead with effective communication for the common goal of using evidence-based practice to focus on the patient. In addition, when nurses are pleased and a facility is advancing nursing practices, patient care and satisfaction are improved as well. The MRP is an excellent motivator for emphasis on quality patient care rather than focusing on the quantity of patients treated. Finally, in terms of looking at the benefits from a business standpoint, the MRP will grow a business when it is nationally recognized, which would lead to greater financial success as

This will provide nurses with the confidence and skills required to become successful, competent healthcare providers who will become future leaders and advocates of the nursing profession.

The Magnet Status refers to “a status given to a hospital that meets a set of criteria aimed at measuring its strength and quality of nursing (Nurses, 2015).” Some of the reasons why hospitals want that Magnet status were to create the quality of care back to nurses, making their services important, and investing in them. The Magnet philosophy is about the right staff acuity, nursing skills, and clinical environment. Continuing to strive for excellence is one of the main goals. According to an article, to be a magnet status hospital, you must have nursing resources such as higher education for nurses (Nurses, 2015). This concept benefits nursing positions, the hospital, and patient care.

195). As stated by Birk (2007) American Nurses Credentialing Center (ANCC) standards for magnet classification speaks of applied theoretical framework and articulated philosophy in day to day operations. Landmark and Hickey (2007) states that the components of a magnet environment that will likely contribute to high consensus within the organization are the magnet programs attention on sequences between nursing mission, vision, values, philosophy and strategic priorities and those organizations.

Nurses working for Magnet hospitals are encouraged to increase their professional knowledge. Nurses are encouraged to grow as a clinician by participating in clinical ladder programs, obtaining certifications, and pursuing advanced degrees. Magnet status is a designation for hospitals that wish to provide excellent patient care and promote nursing leadership. Many hospitals offer tuition reimbursement to encourage nurses to continue their education to pursue an advanced degree. Clinical ladders offer professional and monetary gains. A local Magnet hospital in Richmond, Virginia offers reimbursement for the cost of certification exams to help their nurses have an opportunity for certification in their specialty. McClure explains that magnet hospitals develop a culture of excellence by demonstrating best practices and involving nurses in decision making and policy development. There is a correlation between the nurse with a higher level of education and certifications in their area of expertise and positive patient outcomes. (McClure, 2005).

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.

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

It is incredibly satisfying for me to work with others to effect positive change in the community. Some of the strengths I believe I can offer is my joy of working with a team, honesty and integrity, compassion and friendly personality, desire for excellence, flexibility, organizational skills and delight in serving my community while providing excellence customer service to my patients. My clinical experiences and time at Northwest have helped me to become even more convinced that nursing is my passion and is the profession that I want to devote my time and energy to.

The NMC set high standards of training, education and performance so that nurses and midwives are able to deliver high standards of health care and at the best of their ability throughout the whole of their

A nurse is a caregiver, a patient’s advocate, an educator; being a nurse is caring. There are basic components that all nurses should meet or should accomplish. The Mississippi Nursing Competency Model is a model that allows nurses to enhance their education and practice. This model exemplifies what core competencies a nurse of the future should represent, by her skills, attitudes, and knowledge. These core competencies include: patient-centered care, safety, professionalism, systems-based practice, informatics and technology, communication, teamwork and collaboration, leadership, quality improvement and evidence-based practice. Because I am still learning, there are still certain competencies that I was not able to either accomplish or accomplished

The College of Nurses of Ontario’s mission statement is to “protect the public’s right to quality nursing services by providing leadership to the nursing profession in self-regulation” (CNO, 2012). The College of Nurses recognizes that self-regulation is a privilege granted by proving that they are capable of putting the interests of the public before their own. By establishing a number of requirements for entry to practice, articulating and promoting practice standards, administering quality assurance, and enforcing standards of practice and conduct, the College fulfills it’s

I am from Ohio, born and raised outside of Cleveland in the small town of Shaker Heights. My husband is very supportive and has learned to cook, clean, and shop. We have a son in high school and a daughter who is in graduate school. My career experiences entail ICU, ER, staff development, hospice, and home health. For me, education is essential in establishing excellence in nursing. After thoroughly reading through the material, I am really getting excited about moving forward as a MSN, FNP candidate. Thus far, the Chamberlain learning experience has not been disappointing as it provides the perfect platform for educational growth. The case study discussions are a great way of learning the information, while simultaneously collaborating

From what I have read about, the main concerns with Magnet hospitals is that the hospitals are using the award as a “promotional tool” (“Magnet status,” 2008) instead of using it to actually help implement effective, positive change for nurses, their patients, and the hospital in general. Nurses want “Magnet status” to be more largely controlled by nurses, both within the hospitals they work at and on a larger scale, instead of the teams of management personnel that oversee the Magnet program currently. Many nurses believe that the award “[offers] only the illusion of nurse empowerment,” (“Magnet status,” 2008) since hospitals have continued to treat nurses as second-tear employees. A list of changes to the Magnet program were written up by The Truth About Nursing’s founder, Sandy Summers. Among these changes were suggestions such as zero tolerance policies for abuse, nursing residency programs, higher education benefits, and my personal favorite, that “the CEO of the hospital should be a nurse” (“Magnet status,” 2008). What I could gather from these suggestions was that nurses wanted the Magnet program to actually be about nursing, instead of a marketing gimmick used by hospital higher-ups to impress patients. The purpose should be to allow for exceptional patient-centered nursing care and to promote an egalitarian workplace that keeps staff motivated. In my opinion, the Magnet program should incorporate some if not all of the suggestions offered by Summers. The award should be looked at as a long-term goal where conditions are met slowly but effectively, so that hospitals can commend each achievement and learn to appreciate their nurses. At the end of the day, satisfied nurses equal satisfied patients, (Molyneux, 2011) and the Magnet program should whole-heartedly reflect