| |
|
|
| |
5. |
Professional Models of Care
A magnet hospital supports models of care (such as primary nursing) that give nurses the responsibility and authority to provide direct patient care. Nurses are accountable for their own practice and for the coordination of care. In support of care models, magnet hospitals supply the resources nurses need to provide optimum care to patients and their families and to achieve the desired outcomes. |
| |
|
|
| |
6. |
Quality of Care
Quality is the driving force for nursing and the organization. Nurse leaders create a culture in the environment that positively influences patient outcomes, and nurses perceive that they provide high-quality patient care. For instance, the organization uses evidence-based guidelines to change existing practices, and engages staff nurses in research. |
| |
|
|
| |
7. |
Quality Improvement
The organization has processes for measuring quality and programs for improving the quality of care and services. For example, the Chief Nursing Officer influences system-level change to improve quality of care, and the nursing department provides resources, education, and support to foster staff involvement in quality-improvement activities. |
| |
|
|
| |
6. |
Quality of Care
Quality is the driving force for nursing and the organization. Nurse leaders create a culture in the environment that positively influences patient outcomes, and nurses perceive that they provide high-quality patient care. For instance, the organization uses evidence-based guidelines to change existing practices, and engages staff nurses in research. |
| |
|
|
| |
7. |
Quality Improvement
The organization has processes for measuring quality and programs for improving the quality of care and services. For example, the Chief Nursing Officer influences system-level change to improve quality of care, and the nursing department provides resources, education, and support to foster staff involvement in quality-improvement activities. |
| |
|
|
| |
8. |
Consultation & Resources
Magnet hospitals provide adequate resources, support, and opportunities to use experts, particularly advanced practice nurses. They also promote nurse involvement in professional organizations. To illustrate this, magnet hospital leadership secures resources to support professional nursing practice and encourages membership in professional nursing organizations. |
 |
|
|
| |
9. |
Autonomy. In a Magnet hospital, nurses identify the knowledge, skills, and resources needed to assess, plan, implement, and evaluate nursing practice. And to meet these needs, the means are consistently available. Nurses exercise independent judgment within the context of interdisciplinary and multidisciplinary approaches to patient care. An example of nursing autonomy is when nurses use professional standards and research findings to change nursing practice from “the way we always did it” to evidence-based practice. |
| |
|
|
| |
10. |
Community and the Healthcare Organization. Nurses are encouraged, supported, and recognized for their involvement in and development of partnerships within and among various healthcare and community organization that aim to improve patient outcomes and support the communities they serve. For example, nurses contribute their knowledge and skills to community outreach programs and free health clinics to support and strengthen these programs.
|
| |
|
|
| |
11. |
Nurses as Teachers. A Magnet hospital promotes the professional nurse’s involvement as a teacher in the organization and the community. Teaching roles include preceptor, nurse educator, and adjunct faculty. Also as patient educators, nurses meet diverse patients’ needs in all areas of the healthcare organization.
|
| |
|
|
| |
|
To learn about other forces of magnetism, look for this column in upcoming issues. |
| |
|
|
| |
|
* The new Magnet model places greater emphasis on measuring outcomes, which are the genuine indicators of excellence. For details, see The American Nurses Credentialing Web Site
|
| |
| <<Back To Newsletter Main |
| |
