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At least 1,531 records · Page 85Linked to original sources
PubMed2000

Smokeless tobacco and smoking cessation: a program evaluation.

During the 1998 mid-winter Board of Directors meeting in Tampa, Florida, the leaders of the Society of Otorhinolaryngology-Head and Neck Nurses (SOHN) discussed the vision and mission of SOHN. Part of the vision that emerged was a long-overdue educational program on smoking cessation. SOHN members wanted a self-contained program to use in their clinical practice or in the community that was simple, easy, and comprehensive. In response to this request, a program was developed and presented at the 1999 SOHN Spring Seminar and repeated at the 1999 SOHN Annual Congress. Program participants increased their knowledge on the subject and expressed positive attitudes about utilizing their knowledge as assessed by two novel evaluation tools. This paper discusses the process of tool development and use as well as the detailed responses of the participants. Directions for future training programs and strategies for increasing implementation of smoking cessation programs in otorhinolaryngology (ORL) nursing practice are also discussed.

Head and Neck Neoplasms↗
PubMed2002

Institutional impact of a part-time faculty development fellowship program for osteopathic community-based physicians.

Evaluation of faculty development programs for medical educators has often focused on the satisfaction of individual learners. Long-term outcomes of skills and knowledge acquired during faculty development programs have been more difficult to evaluate. The impact on the institutions where the "developed" faculty teaches has been even less studied. This article discusses the results of a survey that focused on the institutional impact of a year-long part-time faculty development fellowship program for community-based physician faculty. The Statewide Campus System of Michigan State University College of Osteopathic Medicine (SCS MSU-COM) faculty development program conducted a survey of its graduates to ascertain the impact on the educational processes in their home institutions and the impact of the program on the graduates as medical educators. Responding graduates reported increased use of educational concepts and greater participation in the educational activities of their home institutions. The study demonstrates that a faculty development program addressing the needs of community-based physician faculty changes the perceptions of participants as medical educators and appears to have a positive impact on the educational process in their home institutions.

Faculty, Medical↗
PubMed2003

A two-week workshop to promote cardiovascular disease prevention programs in countries with limited resources.

Training is a crucial tool for building the capacity necessary for prevention and control of cardiovascular diseases (CVDs) in developing countries. This paper summarizes some features of a 2-week workshop aimed at enabling local health professionals to initiate a comprehensive CVD prevention and control program in a context of limited resources. The workshops have been organized in the regions where CVD prevention programs are being contemplated, in cooperation with health authorities of the concerned regions. The workshop's content includes a broad variety of issues related to CVD prevention and control, and to program development. Strong emphasis is placed on "learning by doing," and groups of 5-6 participants conduct a small-scale epidemiological study during the first week; during the second week, they draft a virtual program of CVD prevention and control adapted to the local situation. This practice-oriented workshop focuses on building expertise among anticipated key players, strengthening networks among relevant health professionals, and advocating the urgent need to tackle the emerging CVD epidemic in developing countries.

Cardiovascular Diseases↗
PubMedDate not supplied

Using action learning to support and develop the role of matrons.

This article describes the action learning approach used by West Hertfordshire Hospitals NHS Trust to implement a programme of support and development for its 12 matrons. The programme has not only developed the matrons' confidence and abilities, but has enabled them to work together on issues that affect the organisation as a whole, rather than tackling them individually.

Humans↗
PubMed2005

Developing effective physician leaders: changing cultures and transforming organizations.

In this article, the authors discuss the problematic issue of transformational change in the face of cultural conflict between the worlds of clinical care and organizational leadership, and describe a case study of organizational cultural change facilitated through a physician leadership development program. A locally developed physician leadership program can be extremely effective at both improving physicians' leadership skills and increasing understanding of the strategic goals and direction of the organization. The transformational change required for physicians to develop and appreciate business and leadership skills can be supported and encouraged in a leadership development program that includes the components of careful curriculum design, program monitoring, and opportunities to apply new skills in practice. For Columbus Children's Hospital, Columbus, Ohio, this organizational transformational change effort was successfully achieved when a new medical leadership development program helped academic and community physicians to become involved in organizational leadership. The authors describe the background and development of this program and provide results of their evaluation of the program, with discussion of future extensions to the program.

Academic Medical Centers↗
PubMedDate not supplied

Lessons learned from developing, implementing, and evaluating a model of community-driven nursing.

The Helene Fuld Health Trust, HSBC Bank USA,Trustee has made generous contributions to the development of community-based nursing education. As a recipient of funds, faculty at the University ofWisconsin-Madison School of Nursing developed, implemented, and evaluated a pilot curriculum for undergraduate nursing students. The first phase of the project changed the landscape of community-based nursing education through faculty development. Unlike traditional approaches to faculty development, a resident expert model of faculty development based on dialogue was used. The second phase changed the landscape of teaching and learning community-based care through curricular and instructional revisions. Noteworthy changes were the creation of a curriculum responsive to both individual student and community needs, and recruitment of a cadre of teachers to enhance the cost-effectiveness of clinical education. The third phase changed the landscape of community-based nursing education through evaluation research. Several strategies were used to assess the project's usefulness, including interpretive phenomenological study of interview data and review of conventional outcome measures. Each phase of the project contributed to a new vision of community-based nursing education, a vision in which nursing as service is taught and learned.

Community Health Nursing↗
PubMed1991

Establishing a screening program for abused women.

Estimates are that 1.8 million women are physically abused each year by their husband. Abused women are seen daily in emergency rooms, prenatal clinics, primary care centers, and inpatient units. To prevent abuse and the adverse health and economic consequences, routine assessment is essential. The authors offer a step-by-step plan to establish a successful abuse screening program.

Crisis Intervention↗
PubMed1989

Selling the OR: strategies to compete in the marketplace.

1. OR directors are expected to be successful business managers in addition to their usual management responsibilities. 2. To complete with other health-care facilities, it is essential to incorporate marketing as part of the management strategy. 3. Marketing includes developing the skill level of all staff members, including middle managers, staff nurses, and ancillary personnel. 4. OR directors must create a work environment where the physician and staff are partners in providing quality patient care.

Equipment and Supplies, Hospital↗
PubMed1995

A leadership development series.

A detailed step-by-step series--assessment, development, implementation and evaluation--forms a leadership program's structure. Main topics are identified; subtopics, chosen to meet the participants' specific needs, are developed from modules. Participants make the transition from each leadership unit: self-esteem and professional image; assertive communication; collaboration; problem-solving; coaching/mentoring; and time management/resource utilization.

Curriculum↗
PubMed1996

Description and evaluation of the Surgeons as Educators course.

BACKGROUND: Since 1993, the American College of Surgeons has sponsored an annual 6-day course entitled the Surgeons as Educators. The course was designed to provide academic surgeons with the knowledge and skills necessary to enhance the surgical education curriculum, teaching strategies, educational program administration, and performance evaluation. This article describes the development, implementation, and effect of the course on the classes graduating in 1993 and 1994. STUDY DESIGN: The effect of the course was studied by using a longitudinal survey approach. A survey was mailed to participants 3 to 6 months after they completed the course. Graduates were asked to describe any education-related actions taken attributable to attending the Surgeons as Educators course. The quality of course content and presentations were evaluated by using end-of-course evaluation forms and daily feedback forms and by an external reviewer. RESULTS: Within 6 months of returning from the course, more than one half of the graduates initiated actions related to curriculum development, teaching strategies, or educational administration. One third or more of the graduates modified their performance and program evaluation systems. Using a five-point scale, ratings of the course content ranged from 3.78 to 4.64 for "value of topic" and from 3.77 to 4.76 for "quality of presentation." Items evaluated by the graduates on the end-of-course evaluation forms ranged from 7.8 to 8.7 on a nine-point scale. CONCLUSIONS: The Surgeons as Educators course offered an opportunity for participants to interact among themselves and with course faculty about educational issues and to practice teaching skills. The course was highly rated for educational quality and value. The retreat environment and the length of the program helped attendees become immersed during this "protected time" to analyze strengths and weaknesses of their programs and devise achievable plans to improve their abilities as educators and the effectiveness of their programs.

Clinical Competence↗
PubMed1988

Excellence in the management of clinical pharmacy services.

Differences in the management of clinical versus nonclinical pharmaceutical services, unique aspects of managing clinical services, and management challenges for the 1990s are described. In nonclinical practice, pharmacists are located in the central pharmacy and have limited contact with physicians and nurses; managers focus on drug procurement, distribution, and accountability. A clinical program takes pharmacists to the patient's bedside and into more inter-professional contact; the management of a clinical pharmacy service is measured by the benefits received by patients, physicians, and nurses and by the job satisfaction of the pharmacists. Management of a clinical program requires (1) recognition of the potential for drugs to cause harm and commitment to pharmacists' responsibility for ensuring appropriate clinical outcomes, (2) analysis of the hospital and how clinical services can best be provided there, (3) obtaining resources to establish or gain access to a drug information service, (4) developing resources and support for a pharmacokinetics service, (5) for a pharmacokinetics service, (5) designing efficient distribution systems supported by automated applications and an adequate technician staff, (6) developing a pharmacist staff that will gain physicians' and nurses' support for clinical programs, (7) developing an organized approach to keeping staff members up to date on new drugs and technology and assisting them in sharing this knowledge with physicians and nurses, (8) demanding and ensuring the quality of the clinical performance of each pharmacist, (9) documenting and evaluating the cost-effectiveness of services provided, and (10) recruiting and retaining good pharmacists and technicians.(ABSTRACT TRUNCATED AT 250 WORDS)

Attitude↗
PubMed2004

Achieving and sustaining quality in healthcare.

SSM Health Care (SSMHC), the first healthcare recipient of the Malcolm Baldrige National Quality Award, has been cited by both Baldrige and the Joint Commission on Accreditation of Healthcare Organizations as having a culture of continuous quality improvement (CQI). SSM Health Care began to implement CQI systemwide in 1990. CQI provided the foundation for other strategies that served to further weave quality improvement into the fabric of the organization's culture. It gave SSMHC's people the tools and techniques to make improvements, created an environment of teamwork, and introduced the concept of improving processes. Using the Baldrige Criteria for Performance Excellence as a business model helped SSMHC to see how various organizational functions should link and to discover gaps in the linkage within its own organization. Baldrige feedback reports identified opportunities that could then be prioritized and the resulting improvements implemented. Overall, the Baldrige model gave a focused approach to what had been scattered improvement efforts. SSM Health Care considers the Baldrige model the best way for an organization to get better faster.

Awards and Prizes↗