Ronald Reagan UCLA Medical Center Magnet
Ronald Reagan UCLA Medical CenterMagnet Recognition HandbookThis handbook contains background information on The Magnet Recognition Program , ourMagnet Re-Designation Journey, and examples of Magnet Sources of Evidence that have beengathered from inpatient and outpatient nurses which demonstrates the environment ofMagnet excellence at RRUCLAMC.
RRUCLAMC 2014 Magnet Recognition HandbookTable of ContentsBackground: What is Magnet?Magnet Impact RationaleWhy Magnet?What’s in it for Nurses?Accessing the RRUCLAMC Magnet DocumentThe 5 Magnet Components and Sub-ComponentsHow We Live the 5 Magnet Components at UCLA HealthTransformational Leadership –– Nursing Strategic Plan– Advocacy and Influence– Visibility, Accessibility, and CommunicationStructural Empowerment –– Professional Development – Interprofessional Involvement– Professional Development – RNs Involved in Professional organizations– Degree and Certification Goals– Teaching and Role Development– Commitment to Community Involvement– Recognition of Nursing– UPC AccomplishmentsExemplary Professional Practice –– Professional Practice Model– Care Delivery System– Staffing Scheduling, & Budget Processes– Interprofessional Care– Accountability, Autonomy, & Competency– Ethics, Privacy, Security, and Confidentiality– Culture of Safety– Quality of care Monitoring and Nurse Sensitive IndicatorsNew Knowledge, Innovations, and Improvement– Research– Evidence-Based Practice and Innovation2014 RRUCLAMC Magnet Document Unit HighlightsBottom Line:Page 819202122232425-26252627-41
Background: What is Magnet?The Magnet Recognition Program as we know it today is the culmination of over 30 years of researchinitiated by the American Academy of Nursing (AAN) in response to a nation-wide nursing shortage in the early1980s. By studying the practice environments of hospitals that were able to successfully attract and retainnurses during this critical time, the AAN were able to identify similar qualities shared by these organizations,which they named the “14 Forces of Magnetism” which has been refined to the “5 Magnet Components” werecognize today:Based on this ever-evolving research, the American Nurses Credentialing Center (ANCC) developed andcontinuously perfects the Magnet Recognition Program . Approximately every 4-5 years the ANCC updatestheir rigorous Magnet requirement based upon evidence, shaping the advancement of successful nursingpractices and strategies worldwide. In fact, RRUCLAMC is one of the first Re-designating hospitals to submit adocument using the 2014 Magnet Manual!Magnet Impact Rationale3
Why Magnet?Why is Magnet Recognition Important?Magnet Status is the highest honor awarded by the ANCC and nationally recognizes RRUCLAMC nurses’ abilityto provide quality patient care and initiate innovations in their professional nursing practice. As the publicgrows increasingly medically savvy, they rely on Magnet designation as an important indication of qualitypatient care when choosing healthcare providers.The Magnet Recognition Program advances 3 goals within health care organizations:1. Promote quality in a setting that supports professional practice2. Identify excellence in the delivery of nursing services to patients and families3. Disseminate Best Practices in nursing careFAQ:We already provide good patient care! What benefit does Magnet Designation provide us?ANSWER: IT IS THE RIGHT THING TO DO FOR OUR PATIENTS!What’s in it for Nurses?1. Improved Work Environment & Professional Autonomy Culture that supports & encourages RN clinical decision-making at the bedside Enhanced interdisciplinary collaboration & teamwork Empowers nurses to utilize their full scope of practice & assume leadership positions Environment recognizes & celebrates nurses’ accomplishments2. Advance Nursing Standards & Practice Professional growth & development opportunities Educational opportunities Leadership opportunities3. Attract & Retain Top Nursing Talent Increased RN retention Increased RN job satisfaction Lower nurse burnout Lower turnover rates Decreased RN vacancy rateIn addition,Magnet provides a framework to measure: The components influencing high-qualitynursing care The factors contributing to a safer,healthier environment4. Focus on Improving Patient Care Increased patient satisfaction Decreased mortality rates Decreased pressure ulcers Decreased falls Improved patient safety & quality The forces that impact better patientoutcomes4
Accessing the RRUCLAMC Magnet DocumentYou can access the Magnet document through the UCLA Nursing website athttp://nursing.uclahealth.org/ in four easy clicks:14(This will open a new window)OR you can enter the web address in your browser: http://uclahealthmagnet.orga)Enter User Name: uclarrb)Enter Password: magnet81145
uclarrmagnet81141. Explore the site! Click on the ‘Magnet Model Components’ tab to navigate through our Magnet stories,including those which your unit contributed!(Comprehensive list of Unit/Department contributions canbe found at the end of this booklet):2.6
Blue links within the document can be clicked to access supporting documents:If you have any questions or experience any trouble accessing the document, please contactCharlene Collazzi at ccollazzi@mednet.ucla.edu7
3. The 5 Magnet Components & Sub-components:1. Transformational Leadership - strong nurse leaders have the vision, knowledge, and influence toguide their team to where it needs to go, not just where it wants to go.a. Nursing Strategic Planb. Advocacy and Influencec. Visibility, Accessibility, & Communication2. Structural Empowerment - strong nurse leaders create an environment where the hospital's missionand vision come to life, and all nurses are encouraged to achieve desired results by being involved indecision-making structures that establish standards of practice and address opportunities forimprovement.a. Professional Developmenti. Interprofessional Involvementii. Nurses Involved in Professional Organizationsb. Degree and Certification Goalsc. Teaching and Role Developmentd. Recognition of Nursinge. Shared Governance UCLA Health Nurses have cultivated excellence in Nursing Practice andPatient Care this past year. Through the shared governance structure at UCLA Health, nurseshave led and participated in countless efforts to continue their education, develop theirprofessional practice, and contribute to the well-being of our patients and our community.3. Exemplary Professional Practice - nurses practice, work together, communicate, and developprofessionally to achieve the highest quality of care for patients and the community.a. Professional Practice Modelb. Care Delivery Systemc. Staffing/Scheduling Participationd. Interprofessional Caree. Accountability, Competence, and AutonomyEthics, Privacy, Security, and Confidentialityg. Culture of Safetyh. Quality Care Monitoring and Improvement4. New Knowledge, Innovations, & Improvements - nurses take the lead in research efforts, and havean ethical and professional responsibility to contribute new findings, evidence, and qualityimprovement to the nursing profession.a. Researchb. Evidence-Based Practice & Innovation5. Empirical Outcomes – strong nursing structures and processes are in place to achieve good outcomes,but nurses go further to show results and the impact of those results. Empirical outcomes movebeyond what nurses do and how they do it to focus on: "What difference have you made?"f.8
How We Live the 5 Magnet Components UCLA Health:Transformational LeadershipNursing Strategic PlanAt RRUCLAMC, the Nursing Department’s Mission, Vision, Values and NursingStrategic Plan align with UCLA Health’s priorities to improve performance.The RRUCLAMC Department of Nursing shares the same Mission, Vision, and Values as the wider organization:MISSION: “To deliver leading edge patient care, research, and education.”VISION: “Healing humankind, one patient at a time, by improving health, alleviating suffering, and deliveringacts of kindness.”VALUES: “Integrity, Compassion, Respect, Teamwork, Excellence, and Discovery”Similarly, the Nursing Strategic Plan is aligned with the UCLA Health Strategic Plan.At the close of every fiscal year, the Nursing Strategic Plan is updated at the Annual Nursing Strategic PlanningRetreat led by Chief Nursing Officer Heidi Crooks, MA, RN.Nurse Executives, Unit Directors, and Clinical Nurses are invited to attend this Retreat, ensuring thatcontributions are included from all practice areas and service lines throughout organization.Unit level goals and dashboards are then created using the Nursing Strategic Plan as a guide, thus providing analigned vision and continuity across the organization.9
Please view the UCLA Health Strategic Plan and the UCLA Nursing Strategic Plan by visitingthe UCLA Nursing website: http://nursing.uclahealth.org/body.cfm?id 216123410
Transformational LeadershipAdvocacy and InfluenceAt RRUCLAMC a strong trust exists between the CNO, Nursing Directors, andClinical Nurses. All nurses are aligned so that nursing is recognized as criticallyimportant to the organization.Heidi Crooks, MA, RN, CNO, Directors of Nursing, and Clinical Nurses serve on hospital structures to advocatefor resources to ensure nurses’ have the Best Practice Environment to care for patients. Through UnitPractice Councils, various committees, and other structures, Clinical Nurses and Nurse Leader have workedtogether to advocate for:o Safe Patient Handling Equipmento Education and Certification Resourceso Low Beds, Specialty Mattresseso Increased positions of Nurse Practitionerso CHG bathing productso And Much More!Read more about the efforts of Nurses to increase education and serve as role modelsfor their patients, families, and next generation of Nurses in the following SOEs:o TL3EO – CNO Organizational Influence “CNO-Led Successful Implementation of Safe-Handling and Mobility Program”o TL4 – CNO Involvement in Organizational Decision-Making Part 1: “Redesigning for the Future of UCLA Health: The CNO’s Strategic Role” Part 2: “Selection, Planning, & Implementation of a Fully Integrated ElectronicHealth Record: The CNO’s Strategic Role”o TL5 – Nurse Leaders Guilding Change Part 1: “Leading Through Emergent and Unplanned Change – Sigma PumpFunctionality Challenges” Part 2: “Implementation of a Bedside Report Practice Change on InpatientUnits”o TL6 Developing Leaders Part 1: “Mentoring and Succession Planning for Clinical Nurses: ProfessionalRole-Based Coach Program” Part 2: “Mentoring and Succession Planning for Nurse Managers: SuccessionPlanning Program” Part 3: “Mentoring and Succession Planning for Nurse Leaders: UCLA HealthSystem Leadership Academy” Part 4: “Mentoring and Succession Planning for the Chief Nursing Officer: CNOSuccession Planning”o TL7 – Data-Driven Resourcing “Trended Fall Data Leads to Acquisition of Low Beds”All efforts lead to safer care for our patients and families!11
Transformational LeadershipVisibility, Accessibility, and CommunicationNurse Leaders make a goal to be available to Clinical Nurses and are open tohearing nurses’ views and concerns.Nurse leaders and clinical nurses work collaboratively to make decisions for thebest interest of our patients, their families, and for our nurses.Heidi Crooks, CNO and the Directors of nursing have Brown Bag Sessions, attend various unit meetings, andhave open-door policies to hear concerns. Through these venues, the Nursing Directors and CNO haveadvocated for practice changes.Read more about the efforts of Nurses Leaders to increase their visibility and serve asadvocates and role models for their Clinical Nurses, their patients, and families in thefollowing SOEs:o TL8 – CNO Visibility and Accessibility Part 1: “Clinical Nurse Advocacy for Patient Safety Around the Hospital” Part 2: “Ensuring Clinical Nurse Competency”o TL9 – Influencing ChangeCNO Involvement in Organizational Decision-Making Part 1: “Addition of Pediatric Nurse Practitioners in Response to Nurse Concernsabout Quality & Safety in the PICU” Part 2: “Creation of a Multidisciplinary Toolkit for Management of EscalatingPatient Behaviors in Response to Clinical Nurse Concerns about Safety andQuality of Care”12
Structural EmpowermentProfessional Development – Interprofessional InvolvementThe UCLA Health Department of Nursing utilizes structures and resources tosupport the continuous professional development of our Nurses.UCLA Health Nurses serve in leadership roles on interprofessional councils andparticipate in decision-making that improves care for patients.UCLA Health supports structures and processes which ensure nurses from all settings and roles to activelyparticipate in organizational decision-making groups such as councils, committees, and performanceexcellence teams. Nurse Representatives serve on the Ethics Committee, Pharmacy and TherapeuticsCommittee, Clinical Effectiveness Committee and a variety of other quality committees. Nurses volunteer,apply, or are appointed to decision-making groups and serve in various roles on the groups, including groupleader or chair of the committee.Read more about the work of Clinical Nurses and Nurse Leaders on InterprofessionalCommittees in the following SOEs:o SE1EO – Interprofessional Decision-Making Groupso Part 1: “Improving the Care of Stroke Patients”o Part 2: “Ensuring Safe Access to Blood Products”Nurses’ participation on these committees has led to improved patient outcomes and safer practicesthroughout the UCLA Health System.Structural EmpowermentProfessional Development – Nurses involved in Professional OrganizationsUCLA Nurses are involved with professional organizations, community groups,and initiatives.Most UCLA nurses are members of professional nursing organizations, some examples include theAmerican Association of Critical Care Nurses (AACN), the Emergency Nurses Association (ENA), and theAmerican Organization of Nurse Executives. UCLA nurses utilize professional nursing organization standardsto improve clinical practice and patient outcomes at UCLA.Read more about UCLA Health’s commitment to supporting the professional growth anddevelopment of our nurses, enabling them to deliver excellence in patient outcomes:o SE2EO – Professional Organization Participationo Part 1: “Use of ASORN Guidelines to Improve Surgical Site Markings”o Part 2: “Improving Delirium Assessment in the Neurotrauma ICU Based on AACNRecommendations”13
Structural EmpowermentDegree and Certification GoalsThe RRUCLAMC Department of Nursing is committed to facilitating andsupporting the educational and professional development our nursing staff.Goals have been set to increase the number of BSN & advanced Nursing degreeprepared nurses and Specialty Certification-prepared nurses.RRUCLAMC Nursing has set a strategic goal and has a plan to ensure that 80% of our nurses have a BSN orhigher Nursing degree by the year 2020, in alignment with the IOM Future of Nursing Recommendations!Ronald Reagan UCLA Medical Center% of RNs with BSN or Higher DegreePercentage of RNs74%72%70%68%66%64%62%60%201220132014% of RNs with BSN 63%67%73%Target63%66%68%UCLA Health has supported nurses’ professional development by working to increase professional certification.We are happy to report that in 2014, our number of Certified RNs reached 738, 62 more than our goal!# of certificationsRRUCLAMC Results for Professional Nursing Certification 20132014Certified Nurses, Overall439478564610738Organization Goal (whole number)400450525600676Read more about the efforts to increase Education and Certifications for Nurses in the following SOEs:o SE3EO –Professional Nursing Certificationo Part 1: “Increasing Professional Nursing Certification at the Organizational Level”o Part 2: “Increasing Professional Nursing Certification at the Unit Level”o SE4EO –Continuing Education Programso Part 1: “Improving Referrals to Palliative Care in the ICU through Education”o Part 2: “Use of a Structured Infection Prevention Program to Decrease Rates of CLABSI”o SE5 – Non-Nurse Career Programso “Community Partnership with King Drew Magnet High School of Medicine and Science”14
Structural EmpowermentTeaching and Role DevelopmentUCLA Nurses recognize the important role we play in ensuring that patientsunderstand their health.UCLA Nurses use evidence-based teaching strategies to engage patients in their health. Nurses serve onleadership roles on the Patient Engagement Committee in the organization and have provided feedback inteaching tools in Care Connect including discharge teaching resources and medication teaching resources.Across the organization, nurses have led efforts to standardize teach back strategies to effectively insurepatients understand information about their health, hospitalization, medications, and discharge.At UCLA Health, nurses never stop learning: The UCLA Health Department of Nursing Practice, Research, andEducation (NRE) has established an infrastructure to provide nurses with opportunities for lifelong professionaland educational growth for nurses across the system (RRUCLAMC, SMHUCLAMC, and RNPH).Educational and Professional Development Programs are structured to best meet the unique requirements tosupport the ability of UCLA Health nurses to deliver complex nursing care at our hospitals.Classes are designed to provide current clinical and professional nursing content and are delivered usingEvidence-Based teaching/learning strategies.Read More about the efforts of Nurses to increase education and serve as role modelsfor their patients, families, and next generation of Nurses in the following SOEs:o SE6 – Nurses as Teacherso “Teach-Back Educational Summit and Meducation Toolkit to improve nurses’ expertise inpatient and family teaching”o SE7 – Continuing Education Programso Part 1: “Onboarding & Orientation of Newly Hired Experienced Nurses”o Part 2: “Onboarding & Orientation of New Graduate Nurses”o SE8 – Developing Nurse Preceptorso “Growing Expert Preceptors through a Standardized Preceptor Program”15
Structural EmpowermentCommitment to Community InvolvementUCLA Health Nurses are committed to elevating local and internationalCommunity Health, and are responsible for leading and supporting efforts toensure all people are provided the best healthcare possible.UCLA Nurses have taken leadership and volunteer roles in over 100 Community Health Outreachorganizations. Nurses in these organizations work tirelessly to provide leading edge patient care and facilitatea higher quality of life for all patients outside of our organization and around the world.Read More about the efforts of Nurses to serve our local and international communityin the following SOEs:o SE9 –Community Outreacho Part 1: “UCLA Nurses Respond to Typhoon Haiyan”o Part 2: “UCLA RN Orchestrates 27th Annual Oley Foundation Conference”o SE10EO – Community Healthcare Needs Assessmento “Facilitating a Camp Experience for Children with Heart Disease: The CampDel Corazon Experience”16
Structural EmpowermentRecognition of NursingNurses are valued and recognized at UCLAAt UCLA Health, outstanding nurses are recognized for their contributions to ourVision of healing humankind, one patient at a time. Nurses are recognized asindividuals for exemplary performance, as well as in teams demonstrating highlevels of collegial support and collaboration to achieve extraordinary results.One program that enables us to appreciate both individuals and teams for theircontributions to our strategic priorities and mission at UCLA Health is thebiannual DAISY Award Program.Patients, family members, and health system employees may nominate nurses for a DAISYAward. Nomination forms are available on all inpatient units and clinics for anyone tocomplete, and are collected by the Human Resources Department. Sheri Monsein, RN, MN,Manager of Nurse Recruitment was instrumental in initiating the DAISY Award Program atUCLA and continues to administer the program. She describes it as a key component of ourstrategy for recruitment and retention of excellent nurses.Read More about UCLA Health’s recognition and celebration of our outstanding Nursesin the following SOEs:o SE11 – Recognizing Nurseso Part 1: “Recognition of a Clinical Nurse”o Part 2: “Recognition of a Group of Clinical Nurses”2014 Daisy Award Winner Maxine Pintado, RN being honored by Director of Inpatient Nursing Cathy Ward,DSc, RN, and Chief Nursing Officier Heidi Crooks, MA, RN17
Structural EmpowermentRRUCLAMC Unit Practice Council AccomplishmentsThe Unit Practice Councils and the subcommittees of the Nursing Quality Outcomes Council, led by NurseSubject Matter Experts, can be proud of their accomplishments from over this past year:UnitMain OREmergencyDepart.UPC InitiativeOutcomesImplementation of practice change toimprove communication during PatientHandoversSafer Handovers; medication safety compliance; teamwork athandoverSecurity ImprovementsEnhancement of Patient & Provider SafetyrdMICUPedsOBNICUPICU6 East6ICU6 North6 West7E/5E MS7ICU7CCU7 West7COU8 East8ICUTeach Back InitiativeReached 73 Percentile in HCAHPS: “RN explained things in a wayyou could understand.”Bug Buster Committee efforts, including 2170 days without a CLABSIRN Dressing Changes Improved OB fall rateOFRAS Tool Development Tool disseminated nationallystImproving Turnaround Time for the First Percentage of patients that received their 1 dose of anDose of in Antibiotic in the NICU”antibioticNurse Rounding Script in Parent Satisfaction “RN Discussed Plan of Care Daily” ScoresMedication Teaching CardsImplementation of new change of shiftvisitation guidelines to include familymembersPatient Falls InitiativeImplemented Green Apple ProjectRole-Based Practice Quality ImprovementChampions Program initiated“Home is Where the Heart Is” DischargeTeaching HandbookCommunication Workshops, CrucialConversation SkillsCollaborative Teamwork with FallPrevention Toileting Program Received Joint Commission recognition as Best Practiceth HCAHPS - Reached 90 %ile for Medication CommunicationthReached 90 %ile for HCAHPS question: “RN explained things in away you could understand.”Decrease in Patient Injury Falls: 9 Months with 0 Falls with InjuryImproved glucose control in diabetic patientsReduction in CLABSIsthAbove 70 %ile for HCAHPS Medication Communication for 2013Improvement in RN-RN Communication, InterdisciplinaryCommunication, & RN-Patient Communication on Unit 4 Months without a Bathroom related fall! 7 Months with 0 Falls with InjuryImproved HCAHPS Score: “Treated with Courtesy and Respect”5 Minute Time Outfrom 80% 91% 100% Compliance with new Icodextrin Protocol; 0 IcodextrinTransforming Tragedy to a Safe PracticeChange Opportunity: Icodextrin ProtocolEvents since implementedCUSP Initiative to reduce CLABSIOverall reduction in CLABSI rates; 0 CLABSI occurrences in Jan. 20148 NorthModified Floating Policy in January 20138 WestHAPU PreventionHospital Acquired Pressure Ulcers for 4 Months; HCAHPS ScoresGOU‘Always’ Project in RN teach-back protocol knowledge and compliance, inpatient satisfactionMD-RN Verbal callback with medicationsduring proceduresImproved RN-MD communication, increased patient safetyCath LabIncrease in primary nursing/continuity of care18
Exemplary Professional PracticeProfessional Practice ModelNurses are at UCLA own and live the Professional Practice Model to drive thework of nursing forward for our patients, families, community, and theorganization.A professional practice model (PPM) that is "exemplary" must be advanced over time. The purpose of theProfessional Role Development Strategic Initiative is to strengthen RN professional role autonomy anddecision-making authority, a component of UCLA's PPM, such that it is lived and experienced by all registerednurses at UCLA.Read More about RRUCLAMC’s Professional Practice Model and how our outstandingNurses utilize the PPM to advance Nursing Practice in the following SOEs:o EP1 – Professional Practice Modelo “Evaluation of the Professional Practice Model”o EP2EO – Results of the Professional Practice Modelo “Using the PPM to Implement a Teamwork-Based Care Delivery Model on 7W”o EP3EO – Nurse Satisfaction Datao “Nurse Satisfaction Survey Overview”19
Exemplary Professional PracticeCare Delivery SystemRRUCLAMC Nurses are guided by the UCLA Health Department of Nursing’sProfessional Practice Model, Vision, and the Relationship-Based Care DeliverySystem to create partnerships with patients and their families. Nurses strive tounderstand each patient as a unique person with individualized goals andpreferences.Further, in order to ensure continuity of care, nurses document these specificneeds in CareConnect, the UCLA Health Electronic Health Record (E.H.R.). The“Patient Story,” screen enables nurses to capture information that is meaningfulto the patient and facilitates a context for patient and family partnership withclinicians.UCLA Health’s Care Delivery System is Relationship-Based Care (RBC).Key elements of RBC include: Professional Nursing Practice is patient-centered; All decisions are centered around the unique needs of ourpatients and their families Interprofessional communication and teamwork is incorporated in care delivery on behalf of the patient. Patient and the patient’s family are seen as persons (body, mind, and spirit) by all care providers. Careful scheduling of patient assignments allows for continuity of care. “Care of Self” is important to maintain optimum health. This fosters empathy for the experience of othersand for being a productive member of the nursing care team. Nurses know that each person’s unique life story determines how he or she will experience an illness.Read More about RRUCLAMC’s Care Delivery System and how our outstanding Nursesutilize RBC to improve Patient Outcomes in the following SOEs:o EP4 – Establishing a Plan of Careo Part 1: “Nurse as Patient – Providing Individualized Care to a Colleague”o Part 2: “Ensuring Optimal Care for Pediatric Patients Across the Continuum of Care”o EP5 – Interprofessional Collaborationo Part 1: “Care Coordination for Liver Transplant Patients”o Part 2: “Care Coordination for Aortic Repair Patients”o EP6 – Regulatory & Professional Standardso “Incorporating Vascular Access Standards into Care”o EP7EO – Standards of Care and Practiceo “Using AWHONN and Baby-Friendly Standards to Enhance Skin-to-Skin Initiation After VaginalBirths”o EP8EO – Interal Expertso “Internal Consultant facilitates reduction in adverse glycemic events: The Green Apple Project”20
Exemplary Professional PracticeStaffing, Scheduling, & Budgeting ProcessesThe acuity and needs of the patients on the unit, along with the skill-mix ofclinicians, affect staffing considerations and decisions. Working together, NurseLeaders and Clinical Nurses have developed staffing plans to strategicallyallocate staff resources to meet the needs of their patient population.Clinical Nurses are empowered to adjust RN and support staffassignments/schedules, including recruitment and retention planning andactivities, to best adapt changes in patient and environmental conditions whilemaintaining Quality of Care.Further, through the work of the UPC and other Shared Governance Structures,Clinical Nurses are empowered and encouraged to utilize trended data gatheredon their unit to influence budgetary spending and allocation of resources.Nurses participate in staffing and scheduling by:ooooPerforming acuity ratings for each patient every shiftLead nurses consult with clinical nurses regarding needs and staffingUCLA Acuity committee includes clinical nursesClinical nurses participate in self-schedulingNurses participate in Recruitment & Retention by:o Participating in the Clinical Advancement Programo UCLA Acuity committee includes clinical nursesNurses participate in Budget Data Analysis by:o Utilizing trended data related to resources to influence budget allocation decisionso Lead nurses consult with clinical nurses regarding resource needs and staffingo UCLA Acuity committee includes clinical nursesRead More about RRUCLAMC’s Nurses are empowered to influence Staffing, Scheduling,and Budgeting needs in the following SOEs:o EP9 – Staffing/Scheduling Participationo Part 1: “CTICU Nurse Advocates for Resources to Meet Acuity Demands”o Part 2: “NICU Clinical Nurse Advocates for Resources Detriorating Neonate”o EP10 – Budget Data Analysiso Part 1: “Operating Room Clinical Nurses Shift Start Times to Provide Adequate Staffing”o Part 2: “Creation of a Nurse-led Volunteer Companion Program to Subsitute for ConstantObservation Aides”o EP11EO – Recruitment & Retentiono “Clinical Advancement Program for Pediatric Intensive Care Nurses”21
Exemplary Professional PracticeInterprofessional CareAt UCLA Health, healthcare providers recognize their role as a vital component oftheir patient’s Interprofessional Healthcare Team. For RRUCLAMC Physicians,Nurses, Care Partners, Social Workers, Therapists, Admin staff, and otherscollaboration is key: From participation on hospital- and system-wideInterprofessional Committees to the patient’s bedside, Interprofessional CareTeams are united in their shared goal of “Healing Humankind, one patient at atime” using the best patient-centered treatment options possible.Read More about RRUCLAMC’s Nurses are a vital part of an Interprofessional Teamunited by their commitment to provide the best patient care in the following SOEs:o EP12 – Nursing Leadership Roleso “Transitioning Patients from the OR to Cardio-Thoracic ICU: An InterprofessionalStandardized Handover”o EP13EO – Patient Education Programso “Colorectal Surgery Education for Patients”22
Exemplary Professional PracticeAccountability, Autonomy, & CompetencyAccountability, Autonomy, and Competency assurance are essential in achievingand maintaining the hig
Magnet Recognition Handbook This handbook contains background information on The Magnet Recognition Program , our Magnet Re-Designation Journey, and examples of Magnet Sources of Evidence that have been gathered from inpatient and outpatient nurses which demonstrates the environment of Magnet excellence at RRUCLAMC.
Ronald Reagan UCLA Medical Center Dr. S. Jerome and Judith D. Tamkin Auditorium, Level B 130 11 a.m. No charge Non-hosted Lunch Ronald Reagan UCLA Medical Center Dining Commons located on the first floor; entrance
7 pm in the Tamkin auditorium on the B1 level. We will have a patient panel and discussion, and a special tribute honoring Dr. John S. Child and his 35-year career at UCLA. A cocktail reception will follow. Valet parking in front of Ronald Reagan UCLA Medical Center is 11. Please RSVP by May 21st, to achdc
To make an appointment at the Revlon/UCLA Breast Center, please call (310) 825-2144. Location The Revlon/UCLA Breast Center is located at 200 UCLA Medical Plaza, a facility specially designed to provide in one convenient, accessible and comfortable location all the outpatient services a patient may need. UCLA
The ‘Second Cold War’ had really started under Carter but was much more obvious under Reagan with his very aggressive policies. In 1983, Reagan called Soviet Union an ‘evil’ empire and the USA were the forces of good. Reagan’s Policies 13% more was spend on the armed forces in 1982
“Enumerative Combinatorics” (Spring 2016), UCLA Math 184 “Combinatorial Theory” (Fall 2012-16, 18-19, Win 2013-18), UCLA Math 206AB “Tilings” (Spring 2013), UCLA Math 285 “Introduction to Discrete Structures” (Fall 2012-13, Spring 2015, 2017), UCLA Math 61 “Combinatorics” (Spring 2011, 2012, 2014), UCLA Math 180 “Combinat
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as president, he liked to watch movies and tell funny but pointless stories, delegated all hard choices, worked very little, and took lots of naps. If the Cold War largely ended on Reagan’s watch, and if he oversaw an economic recovery, he was just lucky. Reagan, in the old narrative, simply could not be the architect of anything positive that
