1. 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

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

3. 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

4. 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.”

5. 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

6. 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

7. 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

8. 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

9. 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)

10. 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

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

12. 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

13. 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?

14. Questions?