View
216
Download
0
Category
Preview:
Citation preview
Running head: COMMUNITY HOSPITAL CLINICAL PRACTICUM II
Community Hospital Clinical Practicum II
Michael D. Czechowskyj
Ferris State University
1
COMMUNITY HOSPITAL CLINICAL PRACTICUM II
Abstract
The nursing profession continues to evolve. The standards for nursing practice are being
elevated and enhanced. Nursing administrators need to evolve too and obtaining a
graduate degree is one way to do this. To be successful in obtaining this degree a strong
clinical practicum must be developed and well executed. The following proposal outlines
a strong plan that will help the learner achieve their goals of being a successful nurse
administrator. The learner will follow the proposed plan and use the literature review and
evaluation tool to support their work and guide the preceptor. At completion of this
clinical the learner will have a strong foundation in nursing administration.
Keyword: clinical, nursing administration, evaluation, plan
2
COMMUNITY HOSPITAL CLINICAL PRACTICUM II
Community Hospital Clinical Practicum II
The purpose of this proposal is to help direct the learner in their clinical practicum
in the community hospital setting. In this setting, the learner will work on core
competencies related to nursing administration and how to put those competencies into
practice. The learner will work with the Chief Nursing Officer (CNO) who will help
direct him while he learns the new nursing setting, how to run a hospital, and how to lead
nurses to success. The CNO already has a good understanding of the core competencies
related to nursing administrations and therefore the best resource for the learner. The
learner has aspirations to be a CNO. Learning from an established and successful leader
will help develop a strong leader and future nurse administrator. The rest of this proposal
will outline the learning plan, a literature review related to nursing administration in the
community hospital setting, a clear description of the facilities, how the CNO will
facilitate learning, and the evaluation tool used to make sure the core competencies are
met.
Learning Plan
The learning plan clearly outlines the core competencies that need to be addressed
by the learner (see Appendix A learning plan). The learning plan was developed to focus
the learner on core competencies in nursing administration that he is not proficient
performing. The four main competencies the learner will work on are, education,
collegiality, research, and resource utilization. Each of these competencies has desired
outcomes associated with them. The outcomes also have expected resources needed to
successfully learn each competency.
3
COMMUNITY HOSPITAL CLINICAL PRACTICUM II
The core competency of education has two areas the learner will focus on. The
first area is how the learner will acquire the knowledge needed to be a successful nurse
administrator (American Nurses Association, 2009, p36). The second area is how to use
their knowledge and educate employees to increase and enhance the nursing practice
(American Nurses Association, 2009, p36). The competency of collegiality will focus
on the areas of making the environment conducive to educating health care providers and
mentoring other disciplines (American Nurses Association, 2009, p.38). The next
competency is research. Research will be broken down into making sure the research
priorities align with the system strategic plan and then disseminating the research or best
practice to improve the nursing profession (American Nurses Association, 2009, p41).
The last competency is resource utilization. This will focus on developing an evaluation
method to measure interventions and outcomes along with informing the direct care
nurses about cost, risk, and benefits of planning and solutions (American Nurses
Association, 2009, p42). If these competencies are better understood, the learner will
have a good foundation for his future career as a nurse administrator.
Literature Review
Overview
This literature review will focus on understanding the smaller community hospital
setting. It will also address how a nursing administrator can uses their skills to meet the
needs of the community, patients, and nursing staff. The main areas of focus will be on
understanding the community hospital setting, nursing leadership style, quality and
safety, hospital finances, and strategic thinking.
Community Hospital
4
COMMUNITY HOSPITAL CLINICAL PRACTICUM II
The clinical site selected for this practicum is a smaller community hospital. It is
important to understand this setting and how it might be different from a large health care
facility. The community hospitals provide vital access for patients not located in large
cities. They play a key role in providing health services in rural areas (Li, Schneider, &
Ward, 2007). To survive in the constantly changing health care sector the Center for
Medicare and Medicaid Services (CMS) passed the Medicare Rural Hospital Flexibility
Program on the 1997 Balanced Budget Act. This program allowed certain hospitals to
apply for the designation of Critical Access Hospital (CAH). This designation allowed
the CAHs to change from a prospective payment system (PPS) to a cost-based
reimbursement program from Medicare (Lil, et al., 2007). This means they are paid a
percent of their actual cost not just diagnosis-related groups (DRGs). Hospitals enrolled
in the CAH program do better financially than other community hospitals that are still
being reimbursed under the PPS program (Holmes, Pink, Friedman, 2013). The CAH
program has been successful in ensuring the survival of small community hospitals. If
this program were eliminated, the percent of community hospitals reporting a negative
financial margin would increase from 28.2% to 44.0% (Holmes, et al., 2013). This is
why it is important to understand this program and how it works in the community
hospital setting.
The nurse administrator who is responsible for a CAH understands the need for
this program and how it can benefit the patients and the whole health system. This will
need to be understood by the learner. CAHs may be capable of caring for patients that
don’t require a higher acuity of care and can avoid transferring them to large hospitals
many miles away (Bigby, 2014). Avoiding transfers can save money and improve the
5
COMMUNITY HOSPITAL CLINICAL PRACTICUM II
patient and family experience in a large health system (Bigby, 2014). The learner
understands why this is important for Spectrum Health United and Kelsey Hospitals.
Knowing how to continue to advocate for this program will be important. Gaining
knowledge on how to do this will help the learner enhance their clinical practicum and
their future career as a nurse administrator.
Leadership and Theory
The theory of Jean Watson’s Relationship-Based Care (RBC) is a strong nursing
theory that impacts the direct care nurse and their nursing practice. It starts by
transforming the nurse from the inside out using 12 elements of care (Koloroutis, 2004).
These 12 elements focus on the core of nursing related to a caring and healing
environment, leadership, and teamwork. This is one nursing theory that could be applied
to nursing practice to enhance the culture of nursing in a community hospital.
Once a theory is identified the learner would implement the nursing theory.
Leading that change could be very challenging. Having strong leadership skills are
necessary. Many research articles focus on transformational leadership as a strong
leadership style. Transformational leadership skills include: modeling the way, challenge
the process, encourage the heart, inspire a shared vision, and enable others to act
(Clavelle, Drenkard, Tullai-McGuinness, & Fitzpatrick, 2012). The American Nurse
Credentialing Center (ANCC) also recognizes transformational leadership as a core
competency for Magnet designation (American Nurse Credentialing Center, 2008). Other
leadership styles are reported in the literature and support success in leading nursing
teams. Authentic leadership is one leadership style the learner possesses. Authentic
leadership and transformational leadership are very similar except an authentic leader is
6
COMMUNITY HOSPITAL CLINICAL PRACTICUM II
anchored by their own deep sense of self and know where they stand on important issues,
values, and beliefs (Shirey, 2006). Once the leader knows that about one’s self then they
can lead a successful team. Authentic leaders bring their real self into leadership so they
appear to the employees more genuine (Waite, Mckinney, Smith-Glasgow, & Meloy,
2014). An authentic leader is one who is perceived as open, optimistic, and resilient
(Waite, et al. 2014). Strong nursing leadership leads to a strong nursing environment
(Shirey, 2006). A strong nursing environment is linked to better quality of care and
better patient satisfaction (Tomey, 2009).
Quality and Safety
Understanding how the nursing administrators breaks down barriers to quality
care and safety will be key to the learning plan. The National Database of Nurse Quality
Indicators (NDNQI) is one database the learner can use to benchmark quality and safety
date. NDNQI started off with just 23 hospitals in 1999 and now has grown to include
over 1,800 hospitals, housing 17,000 nursing units (Gajewski, Lee, & Dunton, 2012).
This database is used to benchmark quality care related to falls, pressure ulcers, and other
nurse sensitive indicators (NSIs) (Gajewski, et al., 2012). Knowing if and how nurse
administrator’s uses this database to make decisions and improve care will be a valuable
skill the learner will develop.
Hospitals with a CAH designation are associated with enhanced performance in
certain NSIs (Li, et al., 2007). The role of the learner in achieving enhanced performance
is breaking down barriers for the employees and advocating for the work the nurses do.
In a study by Bakker et al. (2013) they found that having strong leadership endorsement,
in a community hospital, provided them the tools they needed to successfully implement
7
COMMUNITY HOSPITAL CLINICAL PRACTICUM II
a centralized NSI management program. This allowed them to identify and monitor each
nursing units performance related to NSIs. They were then able to implement process
improvement initiatives to improve on the quality of care that they provided (Bakker,
Keithley, 2013).
Hospital Finances
The learner will work closely with the Chief Financial Officer (CFO) on hospital
finances. Understanding how hospitals are reimbursed from Medicare/Medicaid, private
payers, and commercial payers will be essential to the learner’s growth. Also
understanding how reimbursement affects the cost of care and quality of care will be
important. Hospitals located in a very competitive market showed better outcomes in
terms of lower mortality rate but no difference in average cost (Jiang, Friedman, & Jiang,
2013). The learner will also works on cost savings projects. In a study by Covington et
al. (2013) they found that a simple education plan for physicians about how and when to
order radiology tests could reduce costs. How to create and implement projects like this
will be a key skill to learn. How does a community hospital balance quality and cost
when they are a CAH? These are discussions that involve nurse administrators and the
learner will be able to watch and learn how all of these competing priorities are managed.
Strategic Thinking
Understanding how to pull everything together for the organization is another
critical skill the learner needs to have and will develop during this clinical rotation.
Understanding individually what a CAH is, how quality and safety work, and financials
will not make a successful nurse administrator or organization. Pulling it all together and
thinking strategically is essential. A strategic plan is mandatory to help an organization
8
COMMUNITY HOSPITAL CLINICAL PRACTICUM II
achieve its vision and mission and must be inspiring and motivating (Brilli, Crandall,
Berry, Stoverock, Rosen, Budin,… Davis, 2014). To start the strategic planning process
it is important to use a shared governance process. Shared governance can include
leaders and direct care nurses to conduct a gap analysis related to where the nursing
division is advancing and how it fits into the whole system strategic plan. A gap analysis
helps to identify the strengths and weaknesses while providing a road map to the
preferred vision (Drenkard, 2012).
Implementing a strategic plan in the health care sector is a little more abstract
when it revolves round taking care of people (Carney, 2009). It should not only include a
gap analysis but an implementation strategy too. The strategy should include actions to
achieve objectives, and meaningful goals (Carney, 2009). They should be evaluated
during the whole implementation of the strategic plan and at multiple levels of the
organization (Carney, 2009). Terms like nursing strategic plan or strategic management
are not often found in nursing journals. With these terms not being used it might
undervalue the role of nurse managers or even CNOs when it comes to the whole system
(Carney, 2009). Starting to incorporate these terms will help the learner grow in this
competency.
After a strategic plan is developed and implemented the nurse administrator needs
to lead the team through the change. Using a shared vision and having direct care nurses
engaged helps move the plan forward when it relates to quality and safety (Newhouse,
Morlock, Pronovost, 2009). If the nurse administrator also fosters a strong work
environment and promotes professional nursing practice the quality and safety of the
patients will improve (Newhouse, et al., 2009). The way the nurse administrator can do
9
COMMUNITY HOSPITAL CLINICAL PRACTICUM II
this is with strong leadership skills and strong skills in the competencies discussed in the
learning plan.
Conclusion
There are many core competencies associated with a successful nurse leader.
They are also all connected. There can not be one without the other and still have a
successful team. Understanding the nursing environment is the first step in developing a
team. When the team is developed the nursing leader can use and develop their
leadership style to help move the organization and the nursing profession forward. They
can accomplish this by addressing quality and safety concerns, understanding finances,
and putting it all together by thinking strategically. A successful nurse administrator is
proficient in all of these skills.
Clinical Setting
The clinical setting for this proposed practicum is Spectrum Health United and
Kelsey Hospitals. United Hospital is located in Greenville, Michigan and Kelsey
Hospital is located in Lake View, Michigan. United Hospital includes 49 inpatient beds
and provides services ranging from labor and delivery to ICU care. They also have a full
service emergency department, surgical center, cancer center, and outpatient clinics.
Kelsey hospital is much smaller and a CAH site. They have 6 inpatient beds with a small
low acuity emergency department. Kelsey Hospital does provide some outpatient
procedures like endoscopy on certain days. United and Kelsey Hospitals are both
accredited by the Joint Commission.
The leadership structure at United and Kelsey Hospitals revolve around the
president Brian Brasser, who has a nursing background. The CNO, COO, and CFO all
10
COMMUNITY HOSPITAL CLINICAL PRACTICUM II
report to the president. There are many directors that report to the CNO and they range
from inpatient unit directors to respiratory and outpatient clinic directors. There are a
number of managers and supervisors that report to the directors. The direct care staff
then report to anyone from supervisors to directors depending on the area. This gives the
CNO full control over any clinical and nursing operations.
United and Kelsey Hospitals are also part of the larger Spectrum Health system.
Spectrum Health includes 11 different hospitals, many outpatient surgery and clinic sites,
a Medical Group, and Priority Health an insurance carrier. Spectrum Health employees
22,000 employees and is the largest employer in West Michigan. Spectrum Health has
many resources and is leading the way in health solutions. Their vision is to be the best
health care system by the year 2020.
Preceptor
The preceptor used for this clinical is Andre Leslie, MSN, RN, NE-BC. She
received her education at Grand Valley State University. She is currently CNO for
Spectrum Health United and Kelsey Hospitals. She has held many positions at Spectrum
Health including, staff nurse, three different nurse manager positions, director of the
Magnet program, and now the CNO. With her experience she is well versed in nursing
leadership and has demonstrated her skills in many arenas. Most recently she lead
Spectrum Health Grand Rapids to their second Magnet redesignation. The skills needed
to be a successful nurse administrator were evident during the Magnet journey at
Spectrum Health. This is one reason the learner approached her as a possible preceptor.
Andrea has many qualities identified in the Authentic Leadership theory. She has a
strong sense of self and is approachable and driven. This is why the authentic leadership
11
COMMUNITY HOSPITAL CLINICAL PRACTICUM II
style fits her. Working with her will give the learner a great opportunity to see nursing
leadership at its finest. After meeting with Andrea, she agreed to be the preceptor for the
learner in this practicum (see Appendix C Agreement Letter).
Evaluation Tool
The evaluation tool is an important part of the clinical practicum. The tool
developed has an evaluation during the middle of the clinical practicum and the same
format for the end. Having an evaluation during the middle of the clinical is an important
step to make sure the learner is on track. The evaluation will be presented to the clinical
preceptor at the beginning of the rotation so they have an understanding on what the
learner is looking to enhance. The final evaluation will be filled out after all the core
competencies are met during the clinical time. The tool that will be used is present in this
proposal (see Appendix B Evaluation Tool).
The evaluation tool is based on a 1 to 5 point scale. Each of the points has a
definition the preceptor and the student can use to direct them in their evaluation with 5
being the best score and 1 representing the lowest score. Each section of the core
competencies identified is broken down into the tasks associated with them. An average
score will be calculated at the end to see if the student has met expectations or not. An
average score of 3.5 or greater will indicate a passing score. This rating score was
validated by a study by Krautscheid, Moceri, Stragnell, Manthey, & Neal, (2014). Their
tool based on a 1 to 5 point scale was validated in their study and they used the score of
3.5 to indicate a satisfactory result. Having an evaluation completed in the middle of the
clinical will help identify areas where the score is below 3.5. This will allow the learner
12
COMMUNITY HOSPITAL CLINICAL PRACTICUM II
to focus their attention on these areas so they can meet all the requirements of their
learning plan.
Summary
This proposal outlines a comprehensive plan for the learner to follow in his
nursing clinical practicum II. The proposal starts out with a detailed learning plan that
will help guide the learner on what gaps there are in his current skill set. The literature
review gives evidence-based support for the learning plan and any other skills or
knowledge the learner will need for their clinical rotation. A well selected clinical site in
a community hospital setting will allow the learner to step out of his comfort zone of a
large hospital and learn the differences. The proven and extensive track record of Andrea
Leslie, MSN, RN, NE-BC as the preceptor will give the learner the best chance to see an
expert in her field make change and support nursing. The evaluation tool will bring
everything together and validate the education plan. With this complete proposal the
learner will be set up for success during their clinical practicum II.
13
COMMUNITY HOSPITAL CLINICAL PRACTICUM II
References
American Nurses Association. (2009). Scope and standards of practice: Nursing
administration. Silver Spring, MD: Nursebooks.org.
American Nurse Credentialing Center (2008). Announcing a new model for ANCCs
magnet recognition program. Retrieved from
http://www.nursecredentialing.org/Magnet/MagnetNews/2008-MagnetNews/
NewMagnetModel.html
American Nurses Credentialing Center. (2013). Transformational leadership: Criteria for
nursing excellence. Silver Spring, MD: Nursebook.org.
Bakker, D., & Keithley, J. K. (2013). Implementing a centralized nurse-sensitive
indicator management initiative in a community hospital. Journal of Nursing
Care Quality, 28(3), 241-249. dio: 101097.NCQ.0b013e31827c6c80.
Bigby, J. (2014). Examine critical access hospital payment policies within the context of
integrated systems. JAMA Internal Medicine, 174(1), 144-145. doi:
10.1001/jamainternmed.2013.11469.
Brilli, R. J., Crandall, W. V., Berry, J. C., Stoverock, L., Rosen, K., Budin, L., Kelleher,
K. J., Gleeson, S. P., & Davis, J. T. (2014). A patient/family centered strategic
plan can drive significant improvement. Advances in Pediatric, 61(1), 197-214.
dio: 10.1016/j.yapd.2014.03.009.
Carney, M. (2009) Enhancing the nurses’ role in healthcare delivery through strategic
management: Recognizing its importance or not? Journal of Nursing
Management 17(6), 707-717. dio:10.111/j.1365-2834.2009.01018.x.
14
COMMUNITY HOSPITAL CLINICAL PRACTICUM II
Clevelle, J. T., Drenkard, K., Tullai-McGuinness, S., & Fitzpatrick, J. J. (2012).
Transformational leadership practices of chief nursing officers in magnet
organizations. The Journal of Nursing Administration,42(4), 195-201.
Covington, M. F., Agan, D. L., Liu, Y., Johnson, J. O., & Shaw, D. J. (2013). Teaching
cost-conscious medicine: Impact of a simple education intervention on
appropriate abdominal imaging at a community-based teaching hospital. Journal
of Graduate Medical Education 5(2), 284-288. dio: 10.4300.JGME-D-12-
00117.1.
Drenkard, K. (2012). Strategy as a solution: Developing a nursing strategic plan. Journal
of Nursing Administration, 42(5), 242-243.
Gajewski, B. J., Lee, R., & Dunton, N. (2012). Data envelopment analysis in the presence
of measurement error: Case study from the national database of nursing quality
indicators. Journal of Applied Statistics, 39(12), 2639-2653. dio:
10.1080/02664763.2012.724664.
Holmes, G. M., Pink, G. H., & Friedman, S. A. (2013). The financial performance of
rural hospitals and implications for elimination of the critical access hospital
program. Journal of Rural Health, 29(2)140-149. doi: 10.1111/j.1748-
0361.2012.00425.
Jiang, H. J., Friedman, B., & Jiang, B. (2013). Hospital cost and quality performance in
relation to market forces: An examination of U.S. community hospitals in the
post-managed care era. International Journal of Health Care Finance and
Economics, 13(1), 53-71.
15
COMMUNITY HOSPITAL CLINICAL PRACTICUM II
Koloroutis, M. (2004). Relationship-Based Care: A Model for Transforming Practice.
Minneapolis, MN: Creative Health Care Management Inc.
Krautscheid, L., Moceri, J., Stragnell, S., Manthey, L., & Neal, T. (2014). A descriptive
study of a clinical evaluation tool and process: Student and faculty perspectives.
Journal of Nursing Education, 53(2S), S30-S33.
Li, P., Schneider, J. E., & Ward, M. M. (2007). Effect of critical access hospital
conversion on patient safety. Health Service Research, 42(6), 2089-2108. dio:
10.1111/j.1475-6773.2007.00731.x.
National Database of Nursing Quality Indicators. (2014, September 5th) About NDNQI.
Retrieved from: Http://www.nursingquality.org/#intro
Newhouse, R. P., Morlock, L., & Pronovost, P. (2009). Rural hospital nursing: better
environment = shared vision and quality/safety engagement. Journal of Nursing
Administration, 39(4), 189-195.
Shirey, M R. (2006). Authentic leaders creating healthy work environment for nursing
practice. American Journal of Critical Care, 15(3), 256-267.
Tomey, A. M. (2009). Nursing leadership and management effects work environments.
Journal of Nursing Management, 17(1), 15-25. dio: 10.1111/j.1365-
2834.2008.00963.x.
Waite, R., Mckinney, N., Smith-Glasgow, M. E., & Meloy, F. A. (2014). The
embodiment of authentic leadership. Journal of Professional Nursing, 30(4), 282-
291. dio: 10.1016.j.profnurs.2013.11.004.
16
Running head: COMMUNITY HOSPITAL CLINICAL PRACTICUM II
Appendix A.Learning PlanANA Standards of Practice: Nursing Administration
Outcome Criteria: Activities to Achieve Outcome
Resources needed to be successful
Nursing Administration ANA Standard 8: Education (American Nurses Association, 2009, p. 36).
Acquire knowledge and skills appropriate to the specialty area, practice setting, role, or situation (American Nurses Association, 2009, p. 36).
Learn current laws and regulations that govern the long-term care setting.
Write a report on what a CAH is and provide this to the new Director at Kelsey Hospital.
Michigan State Operations manual for surveying long term care facilities. (Center for Medicare and Medicaid Services, 2007).
Use current research finding and other evidence to enhance role performance and increase knowledge of professional issues (American Nurses Association, 2009, p. 36).
Conduct a literature search of current best practice related to professional growth.
Compile the literature to validate best practice in caring for patients.
Educate the direct care nurses on the use of Relationship Based Care in their practice.
Use this info to develop a nursing portfolio and updated resume
Use the FLITE resources at Ferris State University to conduct a literature search (Ferris State University Library, 2014).
Relationship Based Care book (Koloroutis, 2004).
Weebly Websites and update Michaelrn.com
ANA Standard 10: Collegiality (American Nurses Association, 2009, p. 38)
Establish an environment that is conducive to the education of health care providers (American Nurses Association, 2009, p.38).
Research how the adult learner functions and use this knowledge to educate health care professionals.
Look at new concepts in adult learning (Pascoe, 2014).
17
COMMUNITY HOSPITAL CLINICAL PRACTICUM II
Conduct classes with the education team when onboarding new nurses and physicians.
Work with Tammie Beach who does the education.
Mentors other registered nurses, nurse administrators, and colleagues as appropriate (American Nurses Association, 2009, p.38).
Research transformational leadership and Authentic Leadership
Role model transformational leadership skills and Authentic leadership skills
In a nursing leadership meeting educate the directors about transformational leadership and Authentic Leadership
Transformational Leadership: Criteria for Nursing Excellence (American Nurses Credentialing Center, 2013).
The embodiment of authentic leadership. (Waite, Mckinney, Smith-Glasgow, & Meloy, 2014)
ANA Standard 13: Research (American Nurses Association, 2009, p. 41)
Assure research priorities align with the organization’s strategic plans and objectives and include an appropriate nursing focus (American Nurses Association, 2009, p. 41).
Review the organizations strategic plan.
Prioritize the strategic plan and show how nursing plays a key role to see if is aligns with the CNO’s plan
Finish work on one area of the strategic plan.
Obtain a copy of the strategic plan from my preceptor.
Depending on the area of the strategic plan that needs attention at that time I will use different resources.
Formally disseminate research findings through activities such
Disseminate the work being done on the strategic plan to
A venue to present the findings of the project.
18
COMMUNITY HOSPITAL CLINICAL PRACTICUM II
as presentations, publications, and consultations (American Nurses Association, 2009, p. 41).
nursing departments.
Do this in presentation format at both staff meetings and shared leadership meeting.
Medical professionals who will listen and adopt the proposed project.Power Point
ANA Standard 14: Resource Utilization (American Nurses Association, 2009, p. 42)
Develops evaluation methods to measure safety and effectiveness for interventions and outcomes (American Nurses Association, 2009, p. 42).
Look up different quality and safety databases and complete a comparison chart.
Complete a cost comparison between different quality and safety tools.
Develop a cost to benefit ratio for one tool and present this to the CFO for approval.
Utilize the NDNQI website (National Database of Nursing Quality Indicators, 2014)
I will need time with the CFO.
Promote activities that assist others, as appropriate, in becoming informed about cost, risk, and benefit of plans and solutions (American Nurses Association, 2009, p. 42).
Meet with the health systems financial team to discuss cost.
Create education related to cost and the changing reimbursements related to the Health Care Reform Act.
Present this information to the direct care nursing staff during staff meetings.
Connect with the system’s affordable care act specialist to learn about how health care reform has and will change reimbursement for this health system.
19
Running head: COMMUNITY HOSPITAL CLINICAL PRACTICUM II
Appendix B. Evaluation Tool
Evaluation of Nursing Administration Competencies: Please evaluate the nursing scholar on the following competencies. Please use the following scale and definitions. (Final Evaluation)
5 Exceeds Expectations: Goes above and beyond consistently and shows great understanding of the competency
4 Above Expectations: Achieved expectations and went above and beyond on occasion while showing understanding of the competency
3 Meets expectations: Demonstrated understanding of the competency
2 Below Expectations: Did not show or demonstrate understanding of the competency
1 Did not complete: Did not work on this competency at allCompetency 5 4 3 2 1 Comments
1. ANA standard 8: EducationDemonstrated knowledge of the nurse administration role.Used current research or resources to learn about the nurse administration role.Demonstrated knowledge of the specialty facility.Understands current legislature that governs the community hospitals.Explained the importance of life long learning.Provided an updated resume and nursing portfolio related to nursing administration.
2. ANA standard 10: Collegiality
Worked professionally with clinical preceptor.Worked well with other disciplines in the clinical setting.Demonstrates good communication skills.Has the ability to mentor other registered nurses.Has the ability to mentor other nurse administrators.Shows leadership qualities that make a safe work environment for employees.Role models what an authentic leader is.
20
COMMUNITY HOSPITAL CLINICAL PRACTICUM II
Competency 5 4 3 2 1 Comments3. ANA standard 13: Research
Knows how to do a literature search for best practice.Demonstrated how to disseminate best practice or a change in the form of a presentation.Can apply best practice to the organization's strategic plan.Understands the importance of a strategic plan.Understands how nursing plays key a role in the organizational strategic plan.4. ANA standard 14: Resource
UtilizationCan demonstrate how to read and understand benchmark data.Understands nurse sensitive indicators (NSIs) and how they are reported.Understands community hospital financials.Understands the decision process around resource allocation.Educated the nursing staff about hospital financials and how they affect the direct care nurse.
5. Overall performanceCompleted all clinical hours.Maintained professionalism.Was an asset to our team?Showed strong leadership skills.
Yes NoI would recommend this scholar for a leadership role.
This scholar finished all the required competencies.
Preceptor Signature: Date:
Evaluation of Nursing Administration Competencies: Please evaluate the nursing scholar on
21
COMMUNITY HOSPITAL CLINICAL PRACTICUM II
the following competencies. Please use the following definitions. (Mid-Semester Evaluation)5 Exceeds Expectations: Goes above and beyond consistently and shows
great understanding of the competency
4 Above Expectations: Achieved expectations and went above and beyond on occasion while showing understanding of the competency
3 Meets expectations: Demonstrated understanding of the competency
2 Below Expectations: Did not show or demonstrate understanding of the competency
1 Did not complete: Did not work on this competency at allCompetency 5 4 3 2 1 Comments
1. ANA standard 8: EducationDemonstrated knowledge of the nurse administration role.Used current research or resources to learn about the nurse administration role.Demonstrated knowledge of the specialty facility.Understands current legislature that governs the community hospitals.Explained the importance of life long learning.Provided an updated resume and nursing portfolio related to nursing administration.
2. ANA standard 10: Collegiality
Worked professionally with clinical preceptor.Worked well with other disciplines in the clinical setting.Demonstrates good communication skills.Has the ability to mentor other registered nurses.Has the ability to mentor other nurse administrators.Shows leadership qualities that make a safe work environment for employees.Role models what an authentic leader is.
Competency 5 4 3 2 1 Comments
22
COMMUNITY HOSPITAL CLINICAL PRACTICUM II
3. ANA standard 13: ResearchKnows how to do a literature search for best practice.Demonstrated how to disseminate best practice or a change in the form of a presentation.Can apply best practice to the organization's strategic plan.Understands the importance of a strategic plan.Understands how nursing plays key a role in the organizational strategic plan.4. ANA standard 14: Resource
UtilizationCan demonstrate how to read and understand benchmark data.Understands nurse sensitive indicators (NSIs) and how they are reported.Understands community hospital financials.Understands the decision process around resource allocation.Educated the nursing staff about hospital financials and how they affect the direct care nurse.
5. Overall performanceShows up for clinical hours.Maintains professionalism.Has been an asset to our team.Shows strong leadership skills.
Yes NoThis scholar is on-track to complete the clinicals?
Preceptor Signature: Date:
23
COMMUNITY HOSPITAL CLINICAL PRACTICUM II
Appendix C. Agreement Letter
24
COMMUNITY HOSPITAL CLINICAL PRACTICUM II
Resources
American Nurses Association. (2009). Scope and standards of practice: Nursing
administration. Silver Spring, MD: Nursebooks.org.
American Nurses Credentialing Center. (2013). Transformational Leadership: Criteria
forNnursing Excellence. Silver Spring, MD: Nursebook.org.
Center for Medicare and Medicaid Services. (2007). State operations manual: Long term
care facilities. Retrieved from:
http://www.cms.gov/Regulations-and-Guidance/Legislation/CFCsAndCoPs/
Downloads/som107ap_pp_guidelines_ltcf.pdf
Ferris State University Library. (2014, September 5th). Flite. Retrieved from
http://www.ferris.edu/library/
Koloroutis, M. (2004). Relationship-Based Care: A Model for Transforming Practice.
Minneapolis, MN: Creative Health Care Management Inc.
National Database of Nursing Quality Indicators. (2014, September 5th) About NDNQI.
Retrieved from: Http://www.nursingquality.org/#intro
Pascoe, J. M. (2014). Foreword: Adult education: new concepts and effective methods for
today’s learners. Current Problems in Pediatric and Adolescent Health Care,
44(6), 135-136. doi: 10.1016/j.cppeds.2014.01.006.
Spectrum Health Strategic Team. (2014). Spectrum health system wide strategic plan.
25
Recommended