Magnet Model Components

The Magnet Model provides a framework to achieve excellence
in nursing practice and serves as a road map for organizations seeking Magnet® Recognition.

TRANSFORMATIONAL LEADERSHIP

Today's health care environment is experiencing unprecedented, intense reformation. Unlike yesterday's leadership requirement for stabilization and growth, today's leaders must transform their organization's values, beliefs, and behaviors. 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.

 

This requires vision, influence, clinical knowledge, and a strong expertise relating to professional nursing practice. It also acknowledges that transformation may create turbulence and involve atypical approaches to solutions.

 

The organization's senior leadership team creates the vision for the future, and the systems and environment necessary to achieve that vision. They must enlighten the organization as to why change is necessary, and communicate each department's part in achieving that change. They must listen, challenge, influence, and affirm as the organization makes its way into the future.

 

Gradually, this transformational way of thinking should take root in the organization and become even stronger as other leaders adapt to this way of thinking.

 

The intent of this Model Component is no longer just to solve problems, fix broken systems, and empower staff, but to actually transform the organizations to meet the future. Magnet-recognized organizations today strive for stabilization. However, health care reformation calls for a type of controlled destabilization that births new ideas and innovations.

 

Forces of Magnetism represented:

Quality of Nursing Leadership (Force #1)

Management Style (Force #3)

STRUCTURAL EMPOWERMENT

Solid structures and processes developed by influential leadership provide an innovative environment where strong professional practice flourishes and where the mission, vision and values come to life to achieve the outcomes believed to be important for the organization.

 

Further strengthening practice are the strong relationships and partnerships developed among all types of community organizations to improve patient outcomes and the health of the communities they serve. This is accomplished through the organization's strategic plan, structure, systems, policies, and programs.

 

Staff need to be developed, directed, and empowered to find the best way to accomplish the organizational goals and achieve desired outcomes. This may be accomplished through a variety of structures and programs—one size does not fit all.

 

Forces of Magnetism represented:

Organizational Structure (Force #2)

Personnel Policies and Programs (Force #4)

Community and the Healthcare Organization (Force #10)

Image of Nursing (Force #12)

Professional Development (Force #14)

COMMITTEES

GOVERNANCE

  • The Nurse Recognition & Retention Committee

    Charge:

    The Nurse Recognition and Retention Committee is responsible for designing, implementing and evaluating formal programs that recognize professional achievements by nurses and other professionals for outstanding contributions to the Hospital and community. This Committee also assumes responsibility for preparation of the Department of Nursing Annual Report.

     

    Awards/Events/Activities:

    Excellence in Nursing Practice – celebrated in May

    Pat Liang PACU Nursing Practice Award – celebrated in May

    Mary Mendes Pediatric Nursing Practice Award – celebrated in May

    Physician of the Year Award – celebrated in June

    Nursing Spectrum Nursing Excellence Award – celebrated in June

    New York Times Tribute to Nurses – application due in August

    Ellen Fuller Award for Excellence in Nursing Leadership – celebrated in November

     

    - Planning and implementation of all award activities, including National Nurses Week Annual Nurses Week Breakfast, Grand Rounds and Keynote Address, Night Rounds with Nursing staff, and Annual Nurses Week Poster Session. The Committee coordinates all promotional events including window displays, lobby banners, and development and distribution of all flyers, programs etc.

    - Develop and implement strategies that promote nursing retention within the institution.

    - Publish the Department of Nursing Annual Report

  • Peer Review Committee

    Charge

    a) Review and assess Occurrence Reports in the Department of Nursing. If a patient occurrence report becomes a RCA, this is an automatic referral to Peer Review. A peer review ad hoc will be convened, if necessary.

    b) Assess adverse events/outcomes and citations from regulatory and review agencies for deviations in standards of care and related professional performance.

    c) Evaluate whether the standard of care has been met.

    d) Provide an assessment approach by nursing peers to professional practice that evaluates and develops strategies for improving clinical practice and performance.

    e) Provide a mechanism to track trends and changes in clinical practice and make recommendations for practice changes where applicable.

    f) Perform a consultative role to the CNO and Nursing Directors in preparation for Hospital/Executive Quality forums.

  • Nursing Practice Committee

    Charge

    a. Assess nursing practice through the development of nursing policies and  standards of care that reflect best practice, current regulatory standards and evidence based nursing

    b. Review and revise nursing policies on an ongoing basis that reflect changes in practice and new technology.

    c. Communicate with Hospital leadership to convey integration of nursing policies and provide references for nursing staff as necessary.

    d. Provide an assessment approach to professional practice that evaluates strategies for improving clinical practice and performance, incorporating input from all levels of nursing staff

NEW KNOWLEDGE, INNOVATION & IMPROVEMENTS

Solid structures and processes developed by influential leadership provide an innovative environment where strong professional practice flourishes and where the mission, vision and values come to life to achieve the outcomes believed to be important for the organization.

 

Further strengthening practice are the strong relationships and partnerships developed among all types of community organizations to improve patient outcomes and the health of the communities they serve. This is accomplished through the organization's strategic plan, structure, systems, policies, and programs.

 

Staff need to be developed, directed, and empowered to find the best way to accomplish the organizational goals and achieve desired outcomes. This may be accomplished through a variety of structures and programs—one size does not fit all.

 

Forces of Magnetism represented:

Organizational Structure (Force #2)

Personnel Policies and Programs (Force #4)

Community and the Healthcare Organization (Force #10)

Image of Nursing (Force #12)

Professional Development (Force #14)

 

Education Tools and Links

 

Exemplary Professional Practice

The true essence of a Magnet organization stems from exemplary professional practice within nursing. This 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 of this Component is more than the establishment of strong professional practice; it is what that professional practice can achieve.

 

Forces of Magnetism represented:

Professional Models of Care (Force #5)

Consultation and Resources (Force #8)

Autonomy (Force #9)

Nurses as Teachers (Force #11)

Interdisciplinary Relationships (Force #13)

  • Pressure Ulcers

    Skin Champion Program

    Policy

    Exemplars

  • Falls

    Falls Champion Program

    Policy

    Exemplars

  • Restraints

    Policy

    Practice Alerts

  • CLABSI

    Central Venous Access Policy

    CLABSI Booklet

  • Pain

    Policy

    Pain Scales

    Assessment and Reassessment Documentation

  • Cultural Competency

    Pacific Interpreters

    MSH Interpreters

    Spiritual Care

The Mount Sinai Hospital Department of Nursing