Plaza Medical Center of Fort Worth has submitted itself to an extensive review and systematic evaluation of its nursing practice by the American Nurses Credentialing Center (ANCC), a subsidiary of the American Nurses Association.

It is hoped that this process will lead to Plaza Medical Center being named a “Magnet” hospital by the ANCC sometime in 2009.

There are currently fewer than 300 Magnet hospitals in the United States. In order to become one, a hospital must comply with stringent quantitative and qualitative standards that define the highest quality of nursing practice and patient care.

Designation as a Magnet hospital will mean that Plaza has met or exceeded more than 65 such standards developed by the ANCC. It will signify that the hospital has created an environment that supports nursing practice and focuses on professional autonomy, decision making at the bedside, direct nurse involvement in determining the work environment, professional education, career development and nursing leadership. Evidence indicates that hospitals with Magnet status have improved nurse-to-patient ratios, health outcomes and patient satisfaction compared to non-magnet hospitals.

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Force 1

Quality of Nursing Leadership

Nurse-leaders are perceived as strong, knowledgeable risk takers who follow a well-articulated, strategic, and visionary philosophy. They convey clearly their sense of the obligation to advocate on behalf of the patient, and to provide staff members with needed support.

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Force 2

Organizational Structure

Organizations are dynamic, decentralized structures characterized by a functioning and productive system of shared decision making. The Chief Nursing Officer has a seat at the executive level of the hospital.

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Force 3

Management Style

Administrators employ a management style that encourages and values feedback from staff members at all levels. Nurse-leaders are visible, accessible and committed to being effective communicators.

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Force 4

Personnel Policies and Programs

Salaries and benefits are competitive. Creative and flexible staffing models are used to promote a safe and healthy work environment. Personnel policies are formulated with input from staff members, and support professional nursing practice, work-life balance and the delivery of quality care. There are significant opportunities for professional advancement.

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Force 5

Professional Models of Care

Models of care vest nurses with authority, responsibility and accountability, and provide for continuity of care across the continuum. They take into consideration each patient’s unique needs and provide the skilled nurses and other resources needed to bring about desired outcomes.

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Force 6

Quality of Care

Nurses see themselves as providing high-quality care to their patients. This is also perceived as being a priority for the entire organization. Nurse-leaders are held responsible for fostering an environment in which high-quality care can be provided.

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Force 7

Quality Improvement

Quality-improvement activities are viewed as educational. Staff nurses participate in the quality-improvement process and credit it with producing worthwhile results.

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Force 8

Consultation and Resources

Adequate access is given to consultants and other human resources. Advanced practice nurses and other experts are available and sought out. Support is provided from peers both inside and outside the Nursing Department. The organization promotes involvement of nurses in professional organizations.

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Force 9

Autonomy

Nurses are permitted (and indeed expected) to practice autonomously, consistent with professional standards. There is an organizational mandate that independent judgment will be exercised within the context of a multidisciplinary approach to patient care.

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Force 10

Community and the Healthcare Organization

The organizations best able to recruit and retain nurses also maintain a strong presence in the community. This is expressed through a variety of ongoing, long-term outreach programs. These programs create a perception of the organization as a strong, positive, and productive corporate citizen.

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Force 11

Nurses as Teachers

Nurses are permitted (and indeed expected) to incorporate teaching in all aspects of their practice.

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Force 12

Image of Nursing

Nurses are viewed as indispensible to the organization’s ability to deliver patient care. Nurse-leaders are perceived as strong, knowledgeable risk takers who follow a well-articulated, strategic, and visionary philosophy. They convey clearly their sense of the obligation to advocate on behalf of the patient, and to provide staff members with needed support.

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Force 13

Interdisciplinary Relationships

Interdisciplinary relationships are viewed as positive. Interaction among the various disciplines is characterized by mutual respect.

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Force 14

Professional Development

Significant emphasis is placed on orientation, in-service education, continuing education, formal education, and career development. Personal and professional growth and development are valued. In addition, opportunities for competency-based clinical advancement exist, along with the resources to maintain competency.

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