Magnet Champions at DMC Huron Valley-Sinai Hospital


Magnet is a collaborative journey towards creating an environment of Excellence.  This journey is important because achieving Magnet status will demonstrate the highest standards in patient care.  This will positively impact  recruitment and retention of staff, multidisciplinary relationships and community relations.  Success will be sustaining a five star culture at HVSH.  We need your continued support, positive attitude and feedback.

14 Forces of Magnetism

1. Nursing Leadership
Nursing leaders are perceived as knowledgeable, strong risk-takers who follow an articulated philosophy in the day-to-day operations of the nursing department.  Nursing leaders also convey a strong sense of advocacy and support on behalf of the staff.

2. Organizational Structure
Organizations are characterized as flat, rather than tall, structures in which unit-based decision-making prevails.  Nursing departments are decentralized, with strong nursing representation evident in the organizational committee structure.  The nursing leader serves at the executive level of the organization, and the Chief Nursing officer reports to the executive level.

3. Management Style
Organization and nursing administrators use a participative management style, incorporating feedback from staff at all levels of the organization.  Feedback is characterized as encouraged and valued.  Nurses serving in leadership positions are visible, accessible, and committed to communicating effectively with staff.

4. Personnel Policies and Programs
Salaries and benefits are characterized as competitive.  Rotating shifts are minimized, and creative and flexible staffing models are used.  Personnel policies are crated with staff involvement, and significant administrative and clinical promotional opportunities exist.

5. Professional Models of Care
Models of care are used that give nurses the responsibility and authority for the provision of patient care.  Nurses are accountable for their own practice and are the coordinators of care.

6. Quality of Care
Nurses perceive that they are providing high-quality care to their patients.  Providing quality care is seen as an organizational priority as well, and nurses serving in leadership positions are viewed as responsible for developing the environment in which high-quality care can be provided.

7. Quality Improvement
Quality improvement activities are viewed as educational.  Staff nurses participate in the quality improvement process and perceive the process as one that improves the quality of care delivered within the organization.

8. Consultation and Resources
Adequate consultation and other human resources are available. Knowledgeable experts, particularly advanced practice nurses, are available and used.  In addition, peer support is given within and outside the nursing division.

9. Autonomy
Nurses are permitted and expected to practice autonomously, consistent with professional standards.  Independent judgment is expected to be exercised within the context of a multidisciplinary approach to patient care.
 
10. Community and the Healthcare Organization
Organizations that are best able to recruit and retain nurses also maintain a strong community presence.  A community presence is seen in a variety of ongoing, long-term outreach programs.  These outreach programs result in the organization being perceived as a strong, positive, and productive corporate citizen.

11. Nurses as Teachers
Nurses are permitted and expected to incorporate teaching in all aspects of their practice. Teaching is one activity that reportedly gives nurses a great deal of professional satisfaction.

12. Image of Nursing
Nurses are viewed as integral to the organization’s ability to provide patient care services.  The services provided by nurses are characterized as essential by other members of the healthcare team.

13. Interdisciplinary Relationships
Interdisciplinary relationships are characterized as positive.  A sense of mutual respect is exhibited among all disciplines.

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.