AMERICAN UNIVERSITY OF BEIRUT MEDICAL CENTER: HOW WE ACHIEVED MAGNET STATUS
By Gladys Mouro, American University of Beirut Medical Center, Beirut, Lebanon
T
he American Nurses Credentialing Center’s (ANCC) Magnet Recognition Program® granted
the American University of Beirut Medical Center (AUBMC) its Magnet® designation on June 23, 2009. The Magnet program recognizes
nursing excellence ‘in the delivery of care to patients, promoting quality healthcare services in an environment that supports professional nursing practice, and providing a mechanism for the dissemination of best practices in nursing services’. To date more than 370 domestic and international hospitals and healthcare organizations have been able to achieve Magnet status. Lebanon was the first country to succeed in the Middle East and the third in the world outside the United States to receive this designation.
CASE STUDY The decision to apply for Magnet® status at AUBMC was taken in 2003. Magnet involves creating and sustaining a culture of excellence. The process of applying for the designation is thorough and lengthy, demanding widespread participation within the organization. Although a nursing initiative, it involves the whole organization. The Magnet journey recognizes nursing
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June 2009 when the ANCC announced through video conference that AUBMC succeeded. Image © American University Of Beiruit Medical Centre
for their impact on quality and safety of patients. Many studies have demonstrated the positive impact for patient care in Magnet facilities compared to non-Magnet facilities.
WHY WOULD A FACILITY IN THE MIDDLE EAST WANT TO CONSIDER MAGNET? One would wonder how a facility in a small country like Lebanon and 10,000 miles away from the US achieve such a prestigious designation. It was not an easy journey and needed the effort of each and everyone in the organization. Initially we performed a gap analysis to identify the areas that we would need to work on to be able to meet the forces of Magnetism. We began with creating a shared governance framework, thus increasing the decision making at all levels of the nursing services. This promoted ownership of the direct care providers, and as a result led to improved patient outcomes. Another major initiative was to focus on the professional development of
the nurses and create means for nurses to advance their career, thus a career ladder was established. In addition, nurses were provided with the proper training and an evidence-based model was introduced. And finally to promote leadership development, we introduced a leadership development programme that began with the novice-to- the expert bedside nurse. Today AUBMC has set an example
for all organizations in the region to follow. It is unique in that the nursing environment is a flat structure where nurses are actively involved in decision making, something you do not see in other
places.The nurse sensitive indicators are benchmarked with international facilities, another area not present in other facilities. Most importantly the image of a nurse today at AUBMC is very unique. ■
AH
REFERENCES References available on request (
magazine@informa.com)
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