Original ArticlesEngagement in Nursing One Organization's SuccessBailey, K. David MSN, RN, MBA, CCRN-K, NEA-BC, FACHE; Cardin, Suzette PhD, RN, FAANAuthor Information UCLA Health, Santa Monica, California (Mr Bailey); and UCLA School of Nursing, Los Angeles, California (Dr Cardin). Correspondence: K. David Bailey, MSN, RN, MBA, CCRN-K, NEA-BC, FACHE, UCLA Health, Santa Monica, 1250 16th St, Santa Monica, CA 90404 (email@example.com). Thanks to Edith Matesic, DNP, RN, NEA BC, previous Chief Nursing Officer, who initiated the Journey to Magnet Excellence and created the platform for this organization's success in becoming a Magnet-designated facility.The ANCC granted permission for use of Magnet Model.The authors declare no conflicts of interest. Nursing Administration Quarterly: July/September 2018 - Volume 42 - Issue 3 - p 223-230 doi: 10.1097/NAQ.0000000000000296 Buy Metrics Abstract Engagement in health care has gained in importance over time. It has become increasingly important in the work that nurses do to optimize patient involvement in the management of their health care activities. Nurse leaders are being called upon to build and sustain cultures of engagement for their employees and ultimately for patients. The purpose of this article is to share an engagement process that has proven successful at a community-based academic medical center that has received Magnet designation. While engagement remains a multifaceted process for all parties involved and requires a constant focus, the authors have focused on 3 key areas to increase registered nurse engagement. These areas include professional development, autonomy, and leadership access. Each area is addressed with specific strategies that were utilized to achieve success. © 2018 Wolters Kluwer Health, Inc. All rights reserved.