Magnet Recognition Program
Clinical Excellence in Action
Magnet 102 - Abbreviated
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Magnet Recognition

Magnet Recognition is the highest recognition
the American Nurses Credentialing Center
grants to healthcare organizations for
excellence in nursing practice.

It is a hospital award.
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Quality Improvement
Quality of Care
Professional Models of Care
Personnel Policies & Procedures
Management Style
Quality of Leadership
Organizational Structure
The
Journey
Professional Development
Interdisciplinary Relationships
Image of Nursing
Nurses as Teachers
Community & the Hospital
Autonomy
Consultation & Resources
Grounded in Research
Magnet
Magnet Designated Facility Information
Update for January 2013


The Commission on Magnet Recognition Program currently recognizes 395 healthcare
organizations, as well as three in Australia, one in Singapore and one in Lebanon for
their excellence in nursing service.
Massachusetts General Hospital received Magnet designation in 2003 by the ANCC, the
first in Massachusetts; Redesignated in 2008.
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Benefits of Magnet Designation
For patients…
 Multiple studies have shown that patient outcomes are more
favorable in Magnet hospitals. They experience fewer
complications, lower mortality rates & higher patient satisfaction
scores.
For nurses…
 Professional nurses consider Magnet designation as the
Gold Standard when looking for a practice environment where
autonomy, control over practice & professional development are
emphasized.
For the hospital…
 Magnet signifies high quality care to consumers. Many
Magnet hospitals advertise through media, newspaper
announcements, billboards, radio & TV commercials. The
improved attraction & retention of nurses results in significant
cost savings.
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A New Model for
ANCC’s Magnet Recognition Program ®
Structural
Empowerment
Transformational
Leadership
Empirical
Outcomes
Exemplary
Professional
Practice
New Knowledge
Innovations &
Improvement
© American Nurses Credentialing Center
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Transformational Leadership
• Organizations can no longer just try to solve
problems, fix broken systems, and empower staff
– they must actually transform the organization to
meet the future.
• This requires vision, influence, clinical
knowledge, and strong expertise relating to
professional nursing practice.
“It is relatively easy to lead people where they want to go;
the transformational leader must lead people
where they need to meet the demands of the future.” - ANCC
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Structural Empowerment
• Solid structures and processes developed by leadership
provide an environment where strong professional practice
flourishes.
• It is an organization where the mission, vision and values
come to life to achieve the outcomes important for the
organization.
• Strong relationships and partnerships are developed with
all kinds of community organizations to improve patient
outcomes.
• This is accomplished through the organization’s strategic
plan, structure, systems, policies and programs.
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Exemplary Professional Practice
• This component entails a comprehensive understanding of
the role of nursing; the application of that role with patients,
families, communities and the interdisciplinary team; and the
application of new knowledge and evidence.
• The goal is more than the establishment of strong
professional practice; it is what that professional practice
can achieve.
• Nurses are accountable for safe, ethical, evidence- based
care.
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Massachusetts General Hospital
Professional Practice Model
© MGH Patient Care Services 1996, 2006, 2012
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Massachusetts General Hospital
Patient Care Delivery Model
Interdisciplinary, patient- and
family-focused care.
A philosophy of relationship-based care guides our practice,
emphasizing basic tenets of the caregiver’s relationship with:
• Self (self-awareness)
• Team/Colleagues
• Patient and Family
• Environment of Care
© MGH Patient Care Services 1996, 2006, 2012
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New Knowledge, Innovation
& Improvements
• This is the nursing research component of Magnet.
• Healthcare organizations, which earn the Magnet
designation, must show they are open to, and even
developing new models of care, applying existing
evidence, building new evidence, and making visible
contributions to the science of nursing.
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Empirical Quality Results
The question the ANCC poses to organizations seeking
Magnet status is not “What do you do?” or “How do you do
it?” but rather a focus on “What difference have you
made?” A shift from structure and process to outcomes.
• Healthcare organizations are expected to become pioneers
of the future and to demonstrate solutions to numerous
problems inherent in the health care systems today.
• Outcomes need to be categorized in terms of clinical
outcomes related to nursing; workforce outcomes; patient and
outcomes; and organizational outcomes.
Key indicators that paint a picture of the organization.
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Magnet Re-designation Timeline
 April 2010 – October 2012
Evidence collection and writing
 October 1, 2012
Submitted evidence to ANCC
 October 1, 2012 –
Site visit 2013
Prepare for site visit
 March 4-7, 2013
Site Visit
 Approx. 2 months post site visit
Magnet Commission Vote
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Purpose of Site Visit

A site visit occurs if the scores for the sources of
evidence fall within a range of excellence.

The purpose of the site visit is to verify, clarify, and
amplify the content of the written documentation and
evaluate the organizational setting in which nursing is
practiced.
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Site Visit – March 4-7, 2013
Appraisal Team

Mary G. Nash, PhD, FAAN, FACHE - Team Leader
Chief Nursing Officer and Associate Vice President for Health
Sciences, Ohio State University Health System, Columbus, OH

Carol “Sue” Johnson, PhD, RN, NE-BC – Team Member
Director, Nursing Clinical Excellence & Research, Parkview Health,
Fort Wayne, IN

Linda C. Lewis, RN, MSA, NEA-BC, FACHE – Team Member
Chief Nursing Officer and Vice President for Patient Care Services,
Forsyth Medical Center, Winston-Salem, NC

Linda Lawson, MS, RN, NEA-BC – Team Member
Chief Nursing Officer, Sierra Medical Center, El Paso, TX
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Staff and Public Notices:
Before 1/23/13
Staff Notices:
- All-user message
- Mailing to MGH employees not on e-mail
- Have 24/7 access to Magnet evidence (Magnet Portal Page:
http://www.mghpcs.org/magnet
or in Nursing Supervisor Office on Bigelow 1406D, phone 617-726-6718,
pager 617-726-2000 #2-5101
Public Notices:
- Hospital signage (English & Spanish)
- Newspaper ads: Boston Metro, Beacon Hill Times, Charlestown
Patriot, Revere Journal, Chelsea Record, Waltham News Tribune,
Danvers Herald, El Mundo Boston
Other:
- MGH website
- Caring Headlines, Fruit Street Physician, Hotline
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Site Visit – Agenda


•
Visits to patient care settings (units, clinics, health centers)
Numerous meetings with MGH Staff Nurses
• Breakfast and luncheon meetings (randomly-selected nurses)
• Health Centers nurses
Nursing and Organizational meetings:
•
•
•
•
•
•
•
•

Hospital Senior Leadership plus representatives from MGH Board of Trustees
Nursing Executive Leadership
Nursing Directors
Physicians
Collaborative Governance committees (Ethics, Research/EBP, Informatics, all CG
committees in aggregate)
Champions (e.g. Magnet, Pain, etc.)
Ancillary and Support Service Departments (Departments that support nursing care
delivery)
Additional meetings: Interdisciplinary Committees, Community, Schools of Nursing,
Human Resources, Nursing Education, Patient Satisfaction, Staff Satisfaction, Peer
Review and Clinical Advancement)
Document review: performance evaluations for all levels of nurses, IRB minutes,
staff and patient complaints, requested information about selected sources of
evidence
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Magnet Portal Page
http://www.mghpcs.org/magnet
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Characteristics of Magnet Hospitals Include:

Concern for patients and families is our #1 priority

Nurses identify the hospital as a supportive place to work

Nursing leadership is visible and accessible

Autonomous and empowered clinicians

Delivery of high quality nursing care as rated by patients
and staff

Strong and collegial nurse-physician relationships,
teamwork and communication

Delivery of interdisciplinary patient- and family-centered
care
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