Magnet Recognition Program
Clinical Excellence in Action
Magnet 102
1
Overview
• Explain importance of a strong, supportive Professional
Practice Model (PPM)
• State role of Magnet Recognition Program as “evaluation”
of PPM
• Describe the five Magnet Model components
• Share examples of evidence to illustrate Magnet Model
components
• Outline components of Magnet Site Visit
Description of Magnet ®
• Promotes quality in a milieu that supports
professional practice
• Identifies excellence in the delivery of nursing
services to patients and families
• Provides a mechanism for the dissemination of
“best practices” in nursing services
• Reflects the presence of both organizational, as
well as nursing, excellence
• Demonstrates criteria-based evidence of a
professional practice environment
© American Nurses Credentialing Center
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.
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.
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. Of note, 8 of the
top ten hospitals ranked by US News & World Report are Magnet
Hospitals.
A New Model for
ANCC’s Magnet Recognition Program ®
Structural
Empowerment
Transformational
Leadership
Empirical
Outcomes
New Knowledge
Innovations &
Improvement
© American Nurses Credentialing Center
Exemplary
Professional
Practice
Theoretical Underpinning
Donabedian, 1966; 1990
© American Nurses Credentialing Center
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
Transformational Leadership:
In the Evidence...
• Alignment of Partners, MGH, Patient Care
Services and Nursing’s strategic and quality plans
• How nurses at every level advocate for resources
to support goals, e.g., new units (Bigelow 7 Short
Stay, Blake 12 ICU); additional staff (Lunder 9
Oncology, MGH North Shore Surgical Center); and
equipment (Dolphin mats to prevent pressure ulcers or
Biopatch dressing to prevent central line infections)
• Patient Care Services’ Strategic Plan: key focus on
patient experience, efficiency and effectiveness of care
and ensuring staff have a strong voice in care delivery
Transformational Leadership:
In the Evidence...
• Example of how Chief Nurse leads organizationalwide change, e.g., design and implementation of
Innovation Unit
• How nurses lead during planned and unplanned
change
•Planned: Innovation Units, Lunder Building
•Unplanned: Pediatric ICU evacuation
• How leaders value, encourage, recognize/reward and
implement innovation: clinical recognition program,
awards, Innovation Units
Transformational Leadership:
In the Evidence...
• How nurse leaders use input from direct care nurses
to improve the work environment and patient care
Examples include: Staff Perceptions of the Professional
Practice Environment Survey, PLEN Survey (educational
learning needs assessment), Collaborative Governance
Committees and Ambulatory Practice Committee
•Additional examples in the evidence included:
•Newborn Family Quiet Time
•Family presence during resuscitation in CICU
•lntracranial Neuroendovascular care redesign
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.
Structural Empowerment:
In the Evidence…
• Structure
and processes that support nurse
involvement in organizational decision-making, e.g.,
Collaborative Governance, Innovation Unit Attending Nurse
role, interdisciplinary post-op care processes team, Lunder
Building planning teams
•Structure and processes that support nurse
involvement in professional organizations and pursuit
of formal education, continuing education and
certification, e.g., tuition reimbursement, scholarships,
flexible scheduling, paid time off, certification exam
reimbursement, on-site certification exam preparation
programs, Norman Knight Nursing Center, HealthStream online learning programs and simulation programs
Structural Empowerment:
In the Evidence…
• Affiliations
with schools of nursing, consortiums or
community outreach programs, e.g., Institute for Patient
Care, Dedicated Education Unit, Clinical Leadership
Collaborative for Diversity in Nursing, ED and ICU
Consortiums, MGH Center for Community Health,
MGH/James P. Timilty Middle School Partnership,
Bicentennial Scholars, International Twinning Programs
(Huashan Hospital in Shanghai, King Edward VII Memorial
Hospital in Bermuda)
•Community partnership to address healthcare needs,
e.g., MGH Center for Community Health Improvement,
Student Health Center at Chelsea High School, Boys and
Girls & Boys Club of Boston, Charlestown Substance Abuse
Coalition, Revere CARES
Structural Empowerment:
In the Evidence…
• Recognition
of Nursing
•Publications (Nursing at 200), featured in MGH
publications (Hotline, Caring, MGH Magazine)
•Nurse Recognition Week
•Leadership positions in professional organizations
(MARN, New England Regional Black Nurses
Association)
•Grant funding (Ethics Residency and AgeWISE)
•Hosted national conference regarding professional
practice
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.
Professional Practice Model
• Provides a comprehensive view of the components of
professional practice and the contributions of all
disciplines engaged in patient care. The model reflects an
organizational commitment to teamwork in an effort to
facilitate optimal patient care.
MGH Patient Care Services
• Creates a practice setting that best supports professional
nursing practice and allows nurses to practice to their full
potential.
American Association of Colleges of Nursing, 2010
Massachusetts General Hospital
Professional Practice Model
© MGH Patient Care Services 1996, 2006, 2012
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
Exemplary Professional Practice
In the Evidence…
• Evaluation of Professional Practice Environment
•Internal: Staff Perceptions Survey
•External: Magnet Recognition
•Promotion of patient and family involvement in plan of care
•Engagement of internal and external consultants to
improve care in practice setting, e.g., Visiting Scholars,
Clinical Nurse Specialists
•How staff participate in scheduling and staffing processes
•How nursing plays leadership role in interdisciplinary
collaboration
Exemplary Professional Practice
In the Evidence…
• Interdisciplinary collaboration across multiple settings
to ensure the continuum of care, e.g, case management,
access nurse coordinators, clinical nursing supervisors,
interdisciplinary rounds
• Annual performance appraisals include: self-evaluation,
peer evaluation, manager evaluation and goal-setting
•Use of ANA Code of Ethics for Nurses to address
complex ethical issues
•How nurses use resources to meet unique and
individual needs of patients and families, e.g., consults,
nurse orders, Blum Patient and Family Learning Center
Exemplary Professional Practice
In the Evidence…
• Organizational structures and processes that are in place to
identify and manage problems related to incompetent, unsafe
or unprofessional conduct, e.g., Compliance Hotline, safety
reporting system, MGH Workplace Violence initiative, MGH Credo
and Boundary Statement
•Organization's workplace advocacy initiatives for caregiver
stress, diversity, staff rights and confidentiality, e.g., BensonHenry Institute for Mind Body Medicine, Employee Assistance
Program, Office of Patient Advocacy, Policies on Staff Rights,
Privacy Office, Diversity Steering Committee
•Structures and Processes to promote staff safety, e.g, Be
Well, Work Well Program, Occupational Health, Quality Initiatives,
Infection Control
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.
New Knowledge, Innovation
& Improvements
In the Evidence…
• Consistent involvement of nursing in Institutional
Review Board
•Structure and processes to develop, expand and/or
advance nursing research, e.g., Yvonne L. Munn Center
for Nursing Research, Research and Evidence Based
Practice Committee, Munn awards, Post-doctoral
Fellowships, Nursing Research EXPO
New Knowledge, Innovation
& Improvements
In the Evidence…
•Structures and processes to:
•Evaluate nursing care
•Translate new knowledge into nursing practice
•Participate in Innovation
•Involvement in evaluation and allocation of
technology and information systems to support
practice
•Participation in architecture and space design to
support practice
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
outcomes; and organizational outcomes.
Key indicators that paint a picture of the organization.
Quality: Indicator Definitions
• Nursing-sensitive indicator
“Measures and indicators that reflect the
impact of nursing care on outcomes.”
(ANA 2004)
• Clinically-relevant indicator
Indicators for specialty areas and
ambulatory nursing practices that may
not have a national benchmark but are
clinically relevant
What We Measure
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Pressure Ulcers
Falls
Physical Restraints
Pediatric Peripheral Infiltrations
Central Line Blood Stream
Infections
Catheter-Associated Urinary Tract
Infections
Ventilator-Associated Pneumonia
Time in Therapeutic Range
Completion of INRs in 28 days
Administration of Prophylactic
Antibiotics before Surgical Incision
Universal Protocol
Administration of Prophylactic
Antibiotic before Cardiovascular
Electronic Device Implementation
DVT Prophylaxis +/- 24 hours before
Surgery
Administration of Prophylactic
Antibiotics before Cesarean Section
Administration of Appropriate DVT
Prophylaxis before Cesarean
Section
Human Papillomavirus Vaccine
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Influenza Vaccine with Asthma
Diabetes Self Management
Informed Consent
Completion of RN Machine Safety
Check Prior to Initiation of Dialysis
Pre-operative Fall Risk Assessment
Successful First Attempts at
Peripheral Intravenous Insertions
Occlusion Rates in ICC Lines
Proportion of Infants in 22 to 29
Weeks Gestation Treated with
Surfactant within 2 hours of birth
Proportion of Infants in 22 to 29
Weeks Gestation Screened for
Retinopathy of Prematurity (ROP)
Managing Post-operative Care
Correct Tray Set-up Protocol
Vascular Access Time-Out
Door to IV rt-PA in 60 Minutes
Door to CT Scan (median time)
Acute Myocardial Infarction (AMI):
Primary PCI within 90 minutes of
Arrival
Falls:Trends
HAPU:Trends
Restraints: Trends
CLABSI: Trends
Patient Satisfaction: HCAHPS Survey Basics
• HCAHPS is an acronym for “Hospital Consumer
Assessment of Healthcare Providers & Systems”
• Random sampling of adult inpatient discharges
• Excludes psychiatry, rehabilitation, and pediatric
discharges
• Separate survey is done for inpatient pediatrics
• MGH administers through vendor (QDM) by phone
Other Patient Experience Surveys
• ED and Pediatrics: specialized surveys administered by QDM
• Radiation Oncology and Infusion center: Press Ganey
• Outpatient: CG-CAHPS “Clinician and Group Consumer
Assessment of Healthcare Providers & Systems” Survey
• currently voluntary but CMS moving towards making it publicly
reported
• MGH is exploring ways of incorporating nursing specific questions into
this survey.
• All of these surveys measure patients’ perceptions of “how
often” they felt they received high quality clinical and customer
service
Nurse Listening – Indicator Results
During this hospital stay how often did nurses listen
carefully to you?
Adult Inpatient HCAHPS Item Level Top-Box Scores
Nurses Listen vs. QDM 50th Percentile
Top-Box %
100.0%
80.0%
60.0%
40.0%
20.0%
0.0%
Oct - Dec Jan - Mar Apr-Jun Jul - Sep Oct - Dec Jan - Mar Apr - Jun Jul - Sep
2010
2011
2011
2011
2011
2012
2012
2012
Nurses Listen
76.5%
75.6%
76.3%
74.9%
77.6%
77.2%
76.7%
77.9%
QDM 50th %ile
74.3%
74.3%
74.3%
74.3%
74.3%
74.3%
74.3%
74.3%
Quarter
Nurse Explaining– Indicator Results
During this hospital stay, how often did nurses explain
things in a way you could understand?
Adult Inpatient HCAHPS Item Level Top-Box Scores
Nurses Explain vs. QDM 50th Percentile
Top-Box %
100.0%
80.0%
60.0%
40.0%
20.0%
0.0%
Oct - Dec Jan - Mar Apr-Jun Jul - Sep Oct - Dec Jan - Mar Apr - Jun Jul - Sep
2010
2011
2011
2011
2011
2012
2012
2012
Nurses Explain
72.3%
74.1%
76.4%
75.0%
77.2%
77.8%
76.2%
77.4%
QDM 50th %ile
71.6%
71.6%
71.6%
71.6%
71.6%
71.6%
71.6%
71.6%
Quarter
Nurse Courtesy and Respect
During this hospital stay, how often did nurses treat you
with courtesy and respect?
Adult Inpatient HCAHPS Item Level Top-Box Scores
Nurses Respect vs. QDM 50th Percentile
100.0%
Top-Box %
80.0%
60.0%
40.0%
20.0%
0.0%
Oct - Dec Jan - Mar Apr-Jun Jul - Sep Oct - Dec Jan - Mar Apr - Jun Jul - Sep
2010
2011
2011
2011
2011
2012
2012
2012
Nurses Respect
87.2%
86.7%
85.6%
86.2%
87.1%
87.0%
87.2%
89.0%
QDM 50th %ile
84.7%
84.7%
84.7%
84.7%
84.7%
84.7%
84.7%
84.7%
Quarter
Response to Pain– Indicator Results
During this hospital stay, how often did the hospital staff do
everything they could to help you with your pain?
Adult Inpatient HCAHPS Item Level Top-Box Scores
Help with Pain vs. QDM 50th Percentile
Top-Box %
100.0%
80.0%
60.0%
40.0%
20.0%
0.0%
Oct - Dec Jan - Mar Apr-Jun Jul - Sep Oct - Dec Jan - Mar Apr - Jun Jul - Sep
2010
2011
2011
2011
2011
2012
2012
2012
Help with Pain
78.5%
78.2%
77.1%
78.6%
78.5%
79.9%
79.1%
79.3%
QDM 50th %ile
77.2%
77.2%
77.2%
77.2%
77.2%
77.2%
77.2%
77.2%
Quarter
Nurse Satisfaction Surveys
• Staff Perceptions of Professional Practice Environment Survey
– Measures: autonomy, control over practice, clinicianphysician relationships, communication, teamwork, conflict
management, internal work motivation, cultural sensitivity
• NDNQI Nurse Survey with Practice Environment Scale
Subscales)
– Nurse Participation in Hospital Affairs
– Nursing Foundations for Quality of Care
– Nurse Manager Ability, Leadership, and Support of Nurses
– Staffing and Resource Adequacy
– Collegial Nurse-Physician Relations
SPPPE 2011: Population Size
by Department
Department
Population
Surveys
Overall Response
Size
Completed
Rate
_______________________________________________________________
Ambulatory Care
476
217
46%
Chaplaincy
18
12
67%
Child Health Specialists
10
7
70%
Nursing
3052
1481
49%
Occupational Therapy
35
22
63%
Physical Therapy
128
70
55%
Respiratory Therapy
84
44
52%
Social Services
152
87
57%
Speech/Lang. Pathology
33
17
52%
TOTAL
3,988
1,957
49%
42
PCS Mean Scores on 8 Professional Practice
Environment Characteristics
2008
Mean
Scores
N = 1,941
2010
Mean
Scores
N = 1,664
2011
Mean
Scores
N = 1,957
3.0
3.0
2.8
Clinician/MD Relationships
3.0
2.9
2.9
Control Over Practice
2.9
2.9
3.0
Communication
3.1
3.0
3.0
Teamwork
2.9
2.8
2.9
Conflict Management
2.7
2.6
2.7
Internal Work Motivation
3.4
3.4
3.4
Cultural Sensitivity
3.2
3.2
3.2
Characteristic
Autonomy/Leadership
43
2011 SPPPE: Overall Work Satisfaction
2008
2010
2011
N**
Satisfied*
N**
Satisfied
*
N**
Satisfied
*
Total Patient Care
Services
1934
85%
1638
87%
1919
86%
Ambulatory Care
=
=
=
=
214
85%
Chaplaincy
13
92%
13
92%
12
67%
Child Health
Specialists
=
=
=
=
7
100%
1675
85%
1383
86%
1454
84
Occupational
Therapy
26
100%
21
100%
22
86%
Physical Therapy
83
96%
85
94%
70
93%
Respiratory
Therapy
58
95%
54
85%
44
93%
Social Services
59
66%
59
66%
80
81%
Speech/Language
Pathology
20
100%
22
96%
16
94%
Nursing
* Includes satisfied and very satisfied;
= not measured
** N changed due to missing data
44
NDNQI Nurse Survey –
Nursing Participation in Hospital Affairs
Massachusetts General Hospital - June 2012 Survey
Nurse Satisfaction - Practice Environm ent Scale of the Nursing Work Index (PES-NWI)
NDNQI Database - Academ ic Medical Centers Benchm ark
4.00
3.50
2.93
2.87
Mean Score
3.00
2.50
2.00
1.50
1.00
0.50
0.00
Nursing Participation in Hospital Affairs
MGH Mean
2.93
NDNQI Academic Medical
Center Mean
2.87
MGH Mean
NDNQI Academic Medical Center Mean
Best Practices: Transformative Leadership, Collaborative Governance Committees, Clinical
Recognition Programs, Access to CNO, Input into selection process for hiring new staff at all
levels, Care Redesign Teams
Strategies for Improvement: Committee participation, Clinical Recognition Program
NDNQI Nurse Survey –
Nursing Foundations for Quality of Care
Massachusetts General Hospital - June 2012 Survey
Nurse Satisfaction - Practice Environm ent Scale of the Nursing Work Index (PES-NWI)
NDNQI Database - Academ ic Medical Centers Benchm ark
4.00
3.50
3.12
3.09
Mean Score
3.00
2.50
2.00
1.50
1.00
0.50
0.00
Nursing Foundations for Quality of Care
MGH Mean
3.12
NDNQI Academic Medical
Center Mean
3.09
MGH Mean
NDNQI Academic Medical Center Mean
Best Practices: Continuing Education; MGH Mission, Credo, Boundaries; Nursing Sensitive
Indicators; Unit-based Clinical Nurse Specialists; Learning bundles; Culture of Safety Survey;
Excellence Every Day Portal; Toolkits; ethics resources
Strategies for Improvement: Monitoring of resources; sharing best practices
NDNQI Nurse Survey – Nurse Manager
Ability, Leadership, and Support of Nurses
Massachusetts General Hospital - June 2012 Survey
Nurse Satisfaction - Practice Environm ent Scale of the Nursing Work Index (PES-NWI)
NDNQI Database - Academ ic Medical Centers Benchm ark
4.00
3.50
3.00
2.97
Mean Score
3.00
2.50
2.00
1.50
1.00
0.50
0.00
RN Manager Ability, Leadership, & Support of RNs
MGH Mean
3.00
NDNQI Academic Medical
Center Mean
2.97
MGH Mean
NDNQI Academic Medical Center Mean
Best Practices: Safety Reporting system; Leadership Participation in Professional
Organizations and Professional Development; Awards and Recognition Programs; Excellence
in Action; unit-based staff meetings; unit-based orientation programs
Strategies for Improvement: Recognizing Opportunities for Improvement
NDNQI Nurse Survey –
Staffing and Resource Adequacy
Massachusetts General Hospital - June 2012 Survey
Nurse Satisfaction - Practice Environm ent Scale of the Nursing Work Index (PES-NWI)
NDNQI Database - Academ ic Medical Centers Benchm ark
4.00
3.50
2.92
Mean Score
3.00
2.79
2.50
2.00
1.50
1.00
0.50
0.00
Staffing and Resource Adequacy
MGH Mean
2.92
NDNQI Academic Medical
Center Mean
2.79
MGH Mean
NDNQI Academic Medical Center Mean
Best Practices: Quadramed workload activity measurement system; Exempt status; selfscheduling; budget
Strategies for Improvement: Leave of absence, capacity management
NDNQI Nurse Survey –
Collegial Nurse-Physician Relations
Massachusetts General Hospital - June 2012 Survey
Nurse Satisfaction - Practice Environm ent Scale of the Nursing Work Index (PES-NWI)
NDNQI Database - Academ ic Medical Centers Benchm ark
4.00
3.50
3.09
3.07
Mean Score
3.00
2.50
2.00
1.50
1.00
0.50
0.00
Collegial RN-MD Relations
MGH Mean
3.09
NDNQI Academic Medical
Center Mean
3.07
MGH Mean
NDNQI Academic Medical Center Mean
Best Practices: Conflict resolution courses; nurse practitioner expansion; interdisciplinary
rounds; care redesign teams; attending nurse role; safety reports
Strategies for Improvement: Monitoring impact of care redesign initiatives; care providers;
roll-out of Attending Nurse role; addressing disruptive behavior
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
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.
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
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 617-7266718, 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
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
Champions
• Staff nurse representatives from each practice area
along with all members of the Hospital community
• Role:
 To influence
 To communicate
 To educate
• Operationalized through Collaborative Governance
structure and key linkages with off-site locations
Communications & Education Plan
Each week, 1 topic is covered by the 5 strategies below,
and repeated as time allows
• Magnet Monday → electronic and web portal
• Weekly Luncheon → content is covered “live” in Lunder
234 allowing for Q&A and other dialogue
• Tool Box → material is provided to the ND/CNS/CG
Champion to use (posted on portal page)
• Leadership → materials are reviewed with the ND and
CNS groups by a member of the subcommittee
• Unit-Based → tool box contents are covered at the local
level
Magnet Portal Page
http://www.mghpcs.org/magnet
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 familycentered care