Introduction of the Problem
To become accredited with magnet status, hospitals need to demonstrate excellence in the provision of patient care. The high level of care provides a benchmark for quality healthcare outcomes and delivery. Facilities striving to attain accreditation should showcase a higher level of professionalism and nurses’ satisfaction. The nurses and medical providers within the facility should be highly qualified and experienced to ensure that the level of care is high with fewer medical errors. The facility should also showcase high levels of innovation in the form of new models of care evidence, new designs in care delivery, and enhanced financial performance.
Magnet hospitals attain their magnetic accreditation after fulfilling the criteria for a qualification that ANCC considers to be the highest level of nursing excellence (Gagnon, 2021). Such facilities show the highest level of nursing care where the nurses show quality skills in patient care through the existence of supportive work environments focused on patient care and safety. In addition, magnet hospitals portray high levels of management that drive institutional change (Gagnon, 2021). The use of transformative leadership in magnet hospitals influences the level of innovation in the delivery of medical services.
Magnet Hospital Model
Transformative leadership is a key component due to the undergoing changes in technology and management practices that range from the type of data used in the facilities to new medications and therapies that are ever-changing to meet future healthcare needs (Nurmeksela et al., 2021). Professional practice is also a key component in the magnet hospital model, where skills and qualifications are used to attain quality care. Magnet hospitals empower their staff and influence them to be more innovative in their delivery of care. The facilities are also committed to enhancing the evolution of medical services, where new knowledge, innovation, and improvements are key to their performance (Nurmeksela et al., 2021). The management of Magnet hospitals focuses on a positive impact on healthcare practices based on the ANCC guidelines.
Costs of Magnet Designation
Attaining a magnet status is one of the most technical aspects of the healthcare system, as the qualification entails a long process of quality improvement. The time taken for the facility to be assessed in terms of quality of care and efficiency in the provision of care takes up to 4.25 years hit the threshold. A facility can also spend around half a million dollars yearly on the improvement of care and the provision of resources that are required by ANCC (Gagnon, 2021). Medical institutions seeking to attain the magnet status are also likely to spend an average of $2,125,000 in investments which accounts for the acquisition of equipment and technology that promote quality of care. The institution will wait for two to three years for it to start experiencing the benefits of being a magnet hospital.
Value of Magnet Designation
Attainment of magnet designation is linked to benefits like positive leadership, which is key for the attainment of gold status. In addition, Magnet facilities are linked to high levels of nurse satisfaction and job retention as the leadership is effective and promotes a conducive work environment (De Cordova et al., 2020). Designation of hospitals as magnet quality delivers excellent care among the patients as the medical practitioners are highly qualified. Magnet facilities have a strong mechanism for the dissemination of best healthcare practices, as quality is a key factor in the delivery of patient care.
Impacts of Accreditation on Nurses
Attainment of the magnet status requires a hospital to invest greatly to provide the best working environment for the delivery of quality care. The working environment within the magnet hospital centers ensures low rates of nursing shortages as the management provides nurses with satisfactory conditions (Bogaert et al., 2018). The number of nurses per patient is optimal to ensure that there are low levels of burnout as they are not overworked. The nurses are given the necessary equipment and resources, ensuring guaranteed nurse safety (Bogaert et al., 2018). Transformative leadership enables nurses to take part in the decision-making process, enhancing their turnover.
Impacts of Increased Patient Involvement
Magnet hospitals invest greatly to ensure that are patient–centered culture is maintained within the facility. Such a model of care ensures that the patients are actively involved in the provision of care, enhancing the quality of care that they receive (Anderson et al., 2018). In addition, involving patients in the delivery of care enhance their experience as they are consulted before any major medical practices are executed. Another impact of patient involvement is enhanced adherence to the medical processes, are they are likely to be questioned on the various medical processes undertaken (Anderson et al., 2018).
Impacts of Family Involvement
Openness and transparency in the delivery of care in magnet hospitals enhance the involvement of families in the delivery of care to patients. The process has enabled the reduction of active failures among clinicians. Family involvement in the provision of healthcare has also enhanced managerial oversight as the facility wants to ensure that the services delivered are top-notch and of high quality, reducing activities that would ruin the reputation of the facility (Anderson et al., 2018). In addition, family involvement has also impacted patient safety as the management ensures that enhanced patient observation is maintained and patient risks are reduced.
Increased Patient Outcomes
The focus on innovation, new knowledge, and the use of advanced technology is linked to improved patient outcomes. Such practices have made the institution experience a low mortality rate among the patients treated in the facility. The use of new technologies in therapy and medication improves healthcare outcomes (De Cordova et al., 2020). In addition, the use of modern equipment has enhanced patient oversight, detection of aspects like patient fatigue, and close patient observation reducing the cases of patients developing pressure ulcers (Anderson et al., 2018). The development of modern facilities has made it easy for patients to navigate the facility leading to decreased falls.
Decreased Patient Safety Events
Effective management in magnet hospitals has enabled effective care delivery, which has reduced patient risks (De Cordova et al., 2020). Magnet facilities are also associated with collaborative leadership and governance, which has enhanced the delivery of services, enhancing the performance of the entire organization. Such facilities have also invested in research which has enabled the organization to be able to detect aspects that pose risks to patients reducing the development of patient safety events. Also, the transformative management maintained in the facilities and innovation have enhanced the quality of care and inpatient safety mechanisms enabling the facilities to improve the health and safety of patients (De Cordova et al., 2020).
Anderson, V. L., Johnston, A. N., Massey, D., & Bamford-Wade, A. (2018). Impact of MAGNET hospital designation on nursing culture: An integrative review. Contemporary nurse, 54(4-5), 483-510. Web.
Bogaert, P., heusden, D., Slootmans, S., Roosen, I., Aken, P., Hans, G., & Franck, E. (2018). Staff empowerment and engagement in a Magnet® recognized and joint commission international accredited academic centre in Belgium: A cross-sectional survey. BMC Health Services Research, 18(1). Web.
De Cordova, P. B., Jones, T., Riman, K. A., Rogowski, J., & McHugh, M. D. (2020). Staffing trends in Magnet and non-magnet hospitals after state legislation. Journal of nursing care quality, 35(4), 323. Web.
Gagnon, D. (2021). What is a Magnet hospital? Snhu.edu. Web.
Nurmeksela, A., Zedreck Gonzalez, J. F., Kinnunen, J., & Kvist, T. (2021). Components of the Magnet® model provide structure for the future vision of nurse managers’ work: A qualitative perspective of nurse managers. Journal of Nursing Management, 29(7), 2028-2036. Web.