Contents of Clinical Ladder Portfolio - Penn Medicine€¦ · Web viewContents of 2014 PRISM Clinical Ladder ... Be on the lookout for Microsoft Word computer classes that will

701 East Marshall StreetWest Chester, Pennsylvania 19380610.431.5000ChesterCountyHospital.org

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Contents of 2014 PRISM Clinical Ladder Application Welcome Letter..........................................................................................................................4

Eligibility and Application Process................................................................................................62014 Application Timeline.........................................................................................................7Eligibility Requirements............................................................................................................8Continuing Education Requirement...........................................................................................8Criteria for Clinical Ladder Levels............................................................................................9Application Process for CCH Clinical Ladder Applicants.......................................................10Responsibility of Applicant......................................................................................................12Role of the Mentor...................................................................................................................13PRISM Compensation..............................................................................................................14

Application Completion Instructions...........................................................................................15Tips for Success.......................................................................................................................16Binder/Portfolio Instructions....................................................................................................18Instructions on how to Complete Forms..................................................................................19Instructions on completing the Professional Practice Model Grid...........................................20Professional Contributions Guidelines.....................................................................................21Guidelines for the Letters of Recommendation.......................................................................23Requirements for Clinical Practice Exemplars........................................................................24Requirements for Clinical Practice Exemplars (Continued)....................................................25Description of Professional Practice Model.............................................................................27Overview of Kristen Swanson’s Caring Theory......................................................................29And the Five Caring Processes.................................................................................................29Example of Nursing Exemplar.................................................................................................30

2014 PRISM Application Forms..................................................................................................35PRISM Letter Of Intent 2014...................................................................................................36Clinical Ladder Application form............................................................................................37Checklist for All Documents to be included in the Portfolio...................................................37The Binder Order.....................................................................................................................37Clinical Ladder Application- Signature Page...........................................................................38Director/Manager Checklist.....................................................................................................39Professional Practice Model Grid............................................................................................40Exemplar Release Form...........................................................................................................41Continuing Education Documentation Log..............................................................................42Letter of Recommendation Form.............................................................................................43

Evidence/Verification Logs..........................................................................................................44Generic PRISM Certificate of Participation.............................................................................45Preceptor and Leadership Verification Form...........................................................................46Volunteer and Community Service Verification Form............................................................47Committee Log.........................................................................................................................48Presentations Log.....................................................................................................................49Research/Publications Log.......................................................................................................50PRISM Mentor Log..................................................................................................................51

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Mentoring Checklist.................................................................................................................51Item Reviewed with Mentee....................................................................................................51Initial Meeting..........................................................................................................................51Status Meeting..........................................................................................................................51Final Meeting...........................................................................................................................51Review of application process..................................................................................................51Tips on gathering sources of evidence.....................................................................................51Preparing for the interview (odd year applicants)....................................................................51Binder Color and Order............................................................................................................51How to put binder together.......................................................................................................51

Useful Information.......................................................................................................................52Professional Development Council Members..........................................................................53Interview Panel/Selection Committee......................................................................................54Appeals Process........................................................................................................................55Frequently Asked Questions....................................................................................................56

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Welcome Letter

Greetings!

Penn Medicine Chester County Hospital has a history of excellence in nursing practice. This has been established over the years as a result of the hospital’s ongoing support of the nursing profession. In an effort to continue the advancement of nursing and support of frontline staff, in 2010 the Professional Development Council instituted PRISM (Professional Recognition of Initiative, Skill, and Merit) a clinical ladder for nursing, with the first recipients designated in December of 2011.

As a result of input received from successful applicants in the past, changes have been made to the application process. A “PRISM” section now resides under the Nursing tab on the hospital team website. This section will include an electronic copy of the application, instructions, new announcements and communication during the application period, frequently asked questions and logs that you can use to evidence your individual accomplishments. These forms can be downloaded and completed on your personal computer. While the use of the online forms is encouraged, a hardcopy application packet will be provided by the PDC, upon request.

Regardless of how the forms are accessed, an official PRISM binder and dividers can be purchased from the Chester County Hospital’s gift shop or you may purchase your own. Please ensure you obtain the correct colored binder as it becomes extremely difficult for PDC to identify “interview” binders versus “non-interview” binders when we are sorting through hundreds of binders.Red Binder = Year you will not be interviewed (Even year of re-designation)Blue Binder = Year you will be interviewed

(First time applicants and applicants in their Odd year of reapplication)

Rule of thumb: You will be interviewed every other year that you successfully attain and maintain Clinical Ladder Designation. Therefore, if you were interviewed by PDC last year and successfully attained Clinical Ladder Designation, you are in your Even year for this application period, and will not be interviewed this year. Everyone else is in their Odd year and will be interviewed.

To successfully start your PRISM Clinical Ladder application, you must submit a Letter of Intent on or prior to the deadline - March 4th, 2014. For your convenience, a letter of intent form and an application timeline are included in this packet. Your completed binder and interview will be weighted in determining successful clinical ladder attainment.

ALL initial year applicants MUST select a mentor from the PDC approved 2014 mentor list, and work closely with him/her throughout the application process. The mentor list will be available on the PRISM website once the mentors have attended the 2014 mentoring class which will be offered in the winter/early spring of 2014. The mentor’s role is critical to the

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applicant’s success. All re-applicants are encouraged to work with a mentor but this is not required.

Thank you for your interest in PRISM!

The members of the Professional Development Council

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Eligibility and Application Process

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2014 Application Timeline

January 20th, 2014 PRISM Application Available for download onlineJanuary 27th, 20147:30am - 9:00amOr6:30pm -8:00pm

Kickoff and PRISM 2014 Information Session

February 24th, 2014OrFebruary 27th, 20148:00am-9:00am1:30pm-2:30pm6:00pm-7:00pm(6 classes to choose from)

Mentor Class (606 Training Room A, E. Marshall Street) You must register for this class if you plan to attend by calling Adriana Cecco at x2493

March 4th, 2014 Deadline for Intent to Apply decisionComplete the ‘Intent to Apply’ form and email to S. Henrick or C. Weidman

September 5th, 2014 Completed PRISM binders dueSeptember 8th-22th, 2014 Schedule your interview (Contact Adriana Cecco at x2493)

(Initial and Odd year applicants only)Even year re-applicants will not be interviewed

September 25ththroughNovember 13th, 2014

Interviews performed (Initial and Odd year applicants only)

December 19, 2014 Notification of awardsJanuary 2015 Pinning Ceremony for Clinical Ladder Designation

Implementation of financial incentive associated with PRISM

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Eligibility Requirements While the hospital recognizes the contributions of nursing across the spectrum of healthcare, PRISM was developed to provide recognition and retention of the nurse at the bedside in an acute care setting. Therefore, basic eligibility criteria to apply for PRISM include:

Position title of Staff RN or Charge RN in an acute care setting 936 hours of actual time worked in an acute care setting (From 9/1/2013 to 8/31/2014) Be in good standing; free of disciplinary actions Minimum annual evaluation score of 3.00

For further details, please refer to the “Criteria for Clinical Ladder Levels”

Continuing Education Requirement

Applicants must have a minimum of 15 Continuing Education credits in the area of the applicant’s clinical specialty. Continuing Education must be within the 12 months before the application deadline.

Courses that are approved by the State Board of Nursing or the Continuing Medical Education (CME) shall be applicable. ACLS/PALS/NALS is NOT applicable. Determination of applicability to clinical specialty will be made by the Selection Committee.

Photocopies of CE’s, CME’s, college credit certification, need to be included in the portfolio when the application is submitted.

More than 15 CEU’s may be submitted with the application packet in case some of the CEU’s do not meet requirements. Candidates who have taken more CEs/CMEs will be rated higher.

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Criteria for Clinical Ladder Levels

Clinical Level Basic Requirements These points are obtained by adding up all the points obtained on the Professional Practice Model Grid

Clinical Level One RN LicensureClinical Level Two RN Licensure

18 months of current nursing experience

1 year of employment at CCH as an RN,

BSN or certification in specialty or actively working toward BSN with 6 credits completed

+ 75 Criteria Points

Clinical Level Three RN Licensure 3 years of current

nursing experience 1 year employment at

CCH as an RN BSN and certification

in specialty

+100 Criteria Points

Clinical Level Four RN Licensure 5 years of current

nursing experience BSN and certification

in specialty MSN/Masters in

healthcare related field or actively pursuing with current enrollment and completion of a minimum of 6 credits

+125 Criteria Points

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All candidates must have worked 936 hours in the application year to qualify


Application Process for CCH Clinical Ladder Applicants

The Application packet for PRISM’s Clinical Ladder is available on the team website under the nursing tab.

The applicant may also choose to contact a member of the Professional Development Council (PDC) to verify completeness of the application prior to submission. Upon request, a member of the PDC/mentor will review and offer suggestions to improve the application portfolio of staff prior to submission.

The applicant must:

1. Meet the Eligibility Requirements (as described on the Eligibility Requirements page)

2. Meet the Clinical Ladder Criteria (as outlined in the Criteria for Clinical Ladder Levels) for the Level being sought.

3. Meet the Continuing Education Requirements (refer to the Continuing Education Criteria page for specifics)

4. Submit a Letter of Intent (included in this packet) prior to the deadline (refer to the Application Timeline page in this packet for dates)

5. Submit a typed Completed Application portfolio containing the following by the application deadline (refer to the 2014 Application Timeline document in this packet for dates)

All applicants:o Completed Clinical Ladder Application Form (part I, II and III)o Completed Director/Manager Checklisto Completed Professional Practice Model Grid with supporting evidence immediately

following each grid page (Please refer to the section titled “Instructions on completing the Professional Practice Model Grid” in this document as well as the document entitled “Professional Practice Model Grid with Examples” for instructions on how to fill this grid)

o 2 Exemplars (refer to the section on Requirements for Clinical Practice Exemplars for specifics)

o Exemplar Release Form Signed o Evidence of Continuing Education (may use CE documentation log)o Resume

In Addition, initial year applicants ONLY

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o 3 Letters of Recommendation (refer to Guidelines for Letters of Recommendation page for specifics)

A RN peer familiar with your practice A supervisor (a nursing supervisor familiar with your practice) Another health team member (MD, PT, Social Worker, etc.)

6. All Initial year and Odd year re-applicants (even year re-applicants excluded)Participate in a professional interview conducted by the PDC Selection Committee

Applicants will be notified of interview dates/times by the PDC within fourteen (14) days of the application submission deadline.

It is the applicant’s responsibility to schedule an interview time from the dates provided.

All Selection Committee interviews will be scheduled within sixty (60) days of the deadline.

During the interview:

1. Candidates will be asked to answer questions about any aspect of the portfolio contents in a clear, knowledgeable, and succinct fashion.

2. Candidates will be asked to clearly present either one or both exemplars.

Decisions regarding designation of Clinical Ladder status will be awarded upon completion of all interviews and portfolio evaluations.

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Responsibility of Applicant

Provide the best possible documentation of his/her clinical practice, leadership, and professionalism to the Selection Committee ahead of or before the deadline

Ask for timely assistance from a mentor or Selection Committee members. Attend workshops for applicants ( encouraged, not mandatory)

Attend a Selection Committee interview (Initial year and Odd Year Applicants only)

If needed, appeal to the Selection Committee in writing within 30 days of the original decision made by the PDC.

Successful applicants need to become familiar with requirements to maintain their new status including renewal requirements

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Role of the Mentor

The Selection Committee has found from experience that the use of a mentor directly impacts the quality of the PRISM application. The Professional Development Council has therefore decided that ALL first time applicants MUST select and work closely with a mentor. For your convenience, a list of 2014 year mentors that you can choose from will be published on the PRISM website. Mentors listed are all current PRISM clinical ladder recipients who not only have personal experience with the PRISM process, but also have successfully completed a mandatory mentoring workshop offered by the Professional Development Council. They can best guide you during the development of your application and significantly improve your chances of success.

The role of the mentor is to guide you through the entire application process and to review your application portfolio for completeness before it is submitted to the committee. It is your responsibility to engage this valuable resource in providing constructive feedback to improve your application portfolio, answer questions, provide professional guidance, support, and counsel you in preparing for the interview portion of your application process.

Apart from the professional rewards of being a mentor, the Professional Development Council recognizes this valuable contribution and awards clinical ladder points to mentors.

Attending the Mentoring Workshop offered by the Professional Development Council

1 point

Mentoring a colleague(You must complete the PRISM Mentoring log to be eligible to receive credit)

2 points per colleague, for a max. of 10 points

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PRISM Compensation

Purpose: Compensation, which includes payouts and awards for attaining PRISM, is designated to align with the goal to motivate and reward exceptional performance among Registered Nurses who have met the qualifications of the PRISM program. This program has been established to recognize the frontline nurse and to attract and retain nurses with outstanding ability.

The PRISM binder and applicant interview will determine whether the nurse’s efforts met the necessary criteria during the past year.

If at any time it has been determined that a recipient/applicant has violated any policies or performance standards during the award period, the hospital in its discretion may remove the recipient/applicant from the program such that the recipient/applicant does not earn any compensation or award.

The Hospital reserves the right to deny compensation. In exercising its discretion to deny compensation, the Hospital may consider, among other things, whether a recipient/applicant has received any written corrective counseling documentation. If a recipient/applicant is placed in the Progressive Disciplinary Action Process, the Clinical Ladder designation and financial incentive will be forfeited.

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Application Completion Instructions

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Tips for Success

Start early, be organized and save everything! Read through the application packet so that you have an understanding of what is expected Review the example of a completed application portfolio which will be available on every

unit Don’t wait till the last minute to get signatures, to have your mentor start reviewing your in-

progress portfolio, to gather evidence, obtain your letters of recommendation (first year’s only), to work on your resume, to work on your exemplars, and to start completing your portfolio.

Have your application packet readily available (best way to do this is to store the electronic document on a Thumb/flash drive) so that’s its portable wherever and whenever you need to access it and you will always have your latest “work in progress”.

Save a copy of your in-progress application in another location/computer, so that you always have a back-up.

Identify a mentor (especially if you are a first year applicant). He/she will be the key to your success. The mentor must be on the PDC approved mentor list. It is your responsibility to meet with your mentor throughout your application process and seek constructive criticism.

Make a copy of the Application Timeline page and put it in a place where you can readily refer to it. Add the important dates to your calendar as a reminder when deadlines are approaching

Put together a resume and have it in electronic format so that you can easily update it periodically

Get comfortable with the computer and with completing the electronic application. o Be on the lookout for Microsoft Word computer classes that will be offered by Staff

Development in January 2014. o Attend the mentor class offered by the PDC in March/April 2014 timeframe.o Refer to the instructions section of this packet on tips for how to complete forms and

tables/grids. o If you need further technical assistance, don’t be discouraged. You may contact

Athena Fernandes (x2871) [email protected] OR Mary Louise Demarco (x6724) [email protected], OR on nights, Sharon Kirkby, NICU nurse (x5394) [email protected]; all of whom are members of the PDC and would be happy to assist you with your technical issue/s.

Continually be on the lookout for exemplars you could use. When you have one, write down at least the main bullets if not the entire exemplar and stick it in your folder

First time applicants; continually be on the lookout for persons that can write you a letter of recommendation. When the opportune moment presents itself (ie: the person is commending you for something you did, etc), ask for a recommendation right then and there and when they write you one, stick it in your folder.

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mailto:[email protected]




Gather evidence for points you will be claiming and stick the evidence in a folder throughout the year. If you are not sure if you will need a particular piece of paper, stick it in your folder anyways so that it is readily available if you should need it

o How to gather evidence throughout the year: Make several copies of the generic PRISM Verification of Participation

Certificate (included in this packet and available for on the website) and take a copy with you when you attend volunteer events/committee meetings/etc. so that the Chair/Co-Chair/Organizer can sign your certificate right then and there instead of trying to find the person several months later.

Alternately, you can take a log and get signoff when you have completed a task you want to take credit for on the Professional Practice Model Grid

When you have your annual evaluation, ask your manager for a copy of the evaluation. So you have it readily available

Make a copy of presentations, letters of commendation, award certificates, etc. and stick them in your folder

Emails may also be used as sources of evidence. Print them and stick them in your folder

CEU’s – Every time you get a CEU certificate, put it in your folder. Also enter the CEU information in your CEU grid.

Have questions during the application process?o Refer to the FAQ section of this document o Frequently check the PRISM webpage and the FAQ’s section on the intranet for

updateso Consult with your mentoro Ask someone who has already attained Clinical Ladder Designationo Attend information sessions offered by the PDC and bring your questions to these

sessionso Email the PDC with your questions

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Binder/Portfolio Instructions

Please adhere to the following binder/portfolio requirements in order for your portfolio to be accepted as complete and for you to be eligible to move forward with the PRISM application review process.

Binder Color It makes it difficult for the PDC to review binders and readily identify binders for “Interview Year” applicants (Odd year) versus “Non-Interview Year” applicants (Even year). Therefore, please adhere to this color scheme.

Red Binder = Year you will not be interviewed (Even year of re-designation)Blue Binder = Year you will be interviewed

(First time applicants and applicants in their Odd year of reapplication)

Rule of thumb: You will be interviewed every other year that you successfully attain and maintain Clinical Ladder Designation. Therefore, if you were interviewed by PDC last year and successfully attained Clinical Ladder Designation, you are in your Even year for this application period, and will not be interviewed this year. Everyone else is in their Odd year and will be interviewed.

Your Full Name and the Clinical Ladder Designation that you are applying for should be clearly visible and readable on the spine of the binder. Example: Jane Doe, RN – Level III

Your portfolio must be typed

Each page in the binder must be placed within a clear plastic sleeve.

Confirm that you have included all documents that should be included in your packet by checking against the “Checklist for All Documents to be Included in the packet”

Provide evidence for all points that you are claiming on the professional practice model grid and include the evidence in your completed portfolio.

The exemplars must adhere to the “Requirements for Clinical Practice Exemplars” instructions.

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Instructions on how to Complete Forms

All PDC forms have been standardized so that you can complete them using the same processo For all grids/tables, put your cursor in the top left corner of the beginning cell and then use

your tab key to move from 1 cell to the nextExample:

o To get the X to appear in a selection box:o double click on the appropriate box o doing so will open this window

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Instructions on completing the Professional Practice Model Grid

The Professional Practice Model Grid consists of 4 components: Clinical Expertise Criteria Professional Accomplishment Criteria Education and Certification Criteria Community Development Criteria

When completing the grid, please ensure that you: Fill in the “Individual points” you are claiming Describe briefly the activity you are claiming points for in the “Description of Activity”

column Provide evidence for the points you are taking credit for. Evidence MUST be included in the

pages immediately following each grid page. So, for example, you have grid page 1 and then the next x number of pages in your portfolio are sources of evidence for points claimed on grid page 1. This will be followed by grid page 2 and immediately following grid page 2, your next few pages will be sources of evidence for points claimed on grid page 2, and so on.

Examples of source of evidence:o a signature in the signature column from the organizer/chair/responsible party that

can vouch for the points you are taking credit foro A certificate of completion o A completed verification log with signature of the organizer/chair/responsible party

that can vouch for the points you are taking credit foro Other sources

Please refer to the Professional Practice Model Grid with Examples document (excel spreadsheet) for examples on how to complete the Professional Practice Model Grid. This document can be downloaded from PRISM intranet site. (Go to the team page, click on Nurses and then on PRISM on the right hand side to bring you to the PRISM intranet site.)

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Professional Contributions Guidelines

Participation in two (2) of the following within the past twelve (12) months is required.

I. Active participation in quality activities which must be of an ongoing nature with participation occurring over at least six (6) months of the past year, e.g.

Patient Safety Taskforce. Committee work may be hospital or professionally based Unit Council Facilitator or member Hospital of Distinction taskforce member Professional Development Council Relationship Based Care Council Other

The applicant must document the role of the committee, meeting frequency, and your individual contribution by completing the form on committee participation documentation in the packet.

II. Teaching Activities

Community teaching must be voluntary. Teaching activities are not necessarily ongoing in nature. They may be significant one-time events.

Formal Inservice/Presentation Informal Inservice/Presentation Community Teaching (community teaching must be voluntary) Health care related research Development and/or presentation of patient education programs Precepting Orienting/cross-training Other

Examples are: teaching guidelines, new grad preceptor, assisting with a complex skill day or facility-wide training, such as MAK Superusers. Examples of health related community work are: a school demonstration project, involvement in a respite program, active participation in a health fair or health screening, teaching a first aid course. A brief narrative describing your role in the projects/programs, for example, time involved, class objectives (if appropriate), audience and results should accompany your portfolio. For publications, please enclose a copy of the article you wrote.

III. Leadership Activities

Act as a Resource nurse for staff

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Special Projects/Presentations Community Service (must be voluntary) Mentor one new graduate RN within the last twenty four (24) months Policy and Procedure activities Other

An example of policy and procedure activities would include the actual writing of a standard/policy or involvement in the annual review of the same. A sample of the policy should be included in the portfolio.

Additional Notes: Patient education must be more than that provided by most Staff Nurses on a day-to-day

basis; it requires that a patient education program, pamphlet, handout, etc., be developed, revised, and/or taught.

Candidate must be able to substantiate involvement or participation.

Descriptions of additional professional contributions may be submitted in case one or more do not meet requirements.

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Guidelines for the Letters of Recommendation (Required for Initial year applicants only)

The Staff Nurse Clinical Ladder applicant functions in the acute care clinical setting as an exemplary care-giver to patients, a model of proficiency for co-workers, and a colleague to physicians. Part of the application process requires that applicants submit letters of recommendation from peers, supervisors/managers, and other healthcare team members familiar with the applicant’s practice over the past year.

Letters should be legible, be brief, and indicate the nature and dates of your association. Please submit a letter of recommendation from each of the following parties who are familiar with your practice over the last year. All letters must be dated within 12 months of the application deadline.

A RN peer familiar with your practice A supervisor (a nursing supervisor familiar with your practice) Another health team member (MD, PT, Social Worker, etc.)

Required components of this document include:

Name of recommender Name of applicant Date of recommendation Relationship to applicant

You may use the Letter of Recommendation form included in this packet to give to the person/s recommending you.

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Requirements for Clinical Practice Exemplars

At the Chester County Hospital, we recognize the importance of our nurses knowing and being able to articulate the processes, the values and the structures that support and influence the delivery of nursing care. Therefore, all PRISM applicants are required to submit 2 exemplars that demonstrate how nursing care is practiced and delivered at CCH, under its Professional Practice Model.

Each exemplar must describe how through the use of Kristen Swanson’s Caring Theory and our Relationships with our Patients, their Families and Care Delivery Team, we are able to Innovate, Collaborate, be Accountable, show Respect and deliver Excellence in patient Care.

Therefore, each Exemplar will consist of three components:(a) Kristen Swanson’s Caring Theory (at least 3 of the 5 caring processes must be incorporated

into each exemplar), (b) The relationship between the Patient, Patient’s Family and Self (Care-Provider/s).(c) The hospital’s ICARE values (at least 1 of the 5 ICARE values must be incorporated)

Schematic Diagram of Nursing’s Professional Practice Model at CCH

Requirements for Clinical Practice Exemplars (Continued)

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The Exemplars are an important component of your completed portfolio and are weighed heavily in determining clinical ladder designation.

To assist you in writing your exemplars, the following information (pertinent to the evaluation of exemplars) is offered:

1. Two written exemplars must be submitted for review.

2. The exemplars must be reflective of events that occurred in the last twelve (12) months.

3. Clearly identify a minimum of 3 of the 5 caring processes of Kristen Swanson’s theory of caring being addressed within each of the exemplarsThe same caring processes may be used in both exemplars, or you may choose to use different caring processes for each exemplar.

4. Describe the Relationship/s formed between Patient, Family and Self

5. Demonstrate how utilizing a minimum of 1 of the 5 hospital’s ICARE values resulted in a positive outcome

6. Type the exemplars in a clear, professional, understandable manner.

7. Include a running header on each page of the exemplar with your name (please refer to the sample exemplar included in this packet for an example)You can watch this interactive video on how to create Headers/Footers and page numbers or click function key F1 on your keyboard (which will bring up help) and type in “How to create header and footer”).http://office.microsoft.com/en-us/word-help/open-the-header-and-footer-space-find-commands-and-tools-RZ102561851.aspx?CTT=1&client=1&section=2

8. Exemplars must include information about any of the following:How you felt about the situationWhy you felt that your actions were importantWhy the actions were importantWhy the actions may have been different from someone with less

experienceDemonstrate how Relationship Focused Care was delivered through Primary Care Nursing

9. Describe in the exemplar a clinical situation that was positively impacted by your practice.

10. Demonstrate/illustrate excellence in your exemplar.11. Describe in the exemplar how you personally made a difference.12. Illustrate the use of fine discretionary judgment in the exemplar.

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http://office.microsoft.com/en-us/word-help/open-the-header-and-footer-space-find-commands-and-tools-RZ102561851.aspx?CTT=1&client=1&section=2

http://office.microsoft.com/en-us/word-help/open-the-header-and-footer-space-find-commands-and-tools-RZ102561851.aspx?CTT=1&client=1&section=2


13. Write the exemplar in your own words. Uniqueness and individuality are important.

Included in this packet are: A description of Professional Practice Model A description of Kristen Swanson’s Theory of Caring with its 5 caring processes A sample exemplar

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Description of Professional Practice Model

Background:

In the past, according to Chamberlain et al. (2013), nurses experienced an increase in job

dissatisfaction and frustration resulting from obstacles in the delivery of nursing care. These

included the “lack of supplies, lack of ability to advocate for patients, and lack of participation in

developing care plans” (p.16).

What is a Professional Practice Model (PPM)?

A Professional Practice Model is a framework that guides professional nursing behavior and

empowers nurses to deliver a higher quality of care, thereby leading to better patient outcomes”

(Tinkham, 2013, p. 136). A PPM represents how an organization’s nursing structure, its values, its

mission and its professional practice philosophies; all contribute to nursing’s voice being heard

within the organization and the nursing care that is delivered (Berger, Conway & Beaton, 2012).

Why is it Important?

Active nursing participation in the care of the patient results in improved quality of patient care,

superior outcomes and better patient and nurse satisfaction. A PPM increases nurse engagement,

empowerment, and autonomy. It facilitates interdisciplinary communication, fosters consistency in

high quality care delivery and improves professional practice. It nurtures nurse retention and

recruitment (Chamberlain et al, 2013).

For more information on CCH’s Professional Practice Model, please go to CCH’s intranet, click on

the “Nurses” tab and then on the right hand side, click on Professional Practice Model (PPM).

There is also a power point presentation on the PPM at this location that you can watch.

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References:

Berger, J., Conway, S., Beaton, K. (2012). Developing and implementing a nursing professional practice model in a large health system. The Journal of Nursing Administration, 42(3): 170-175.

Chamberlain, B., Bersick, E., Cole, D., Craig, J., Cummins, K., Duffy, M., Hascup, V., Kaufmann, M., McClure, D., Skeahan, L. (2013). Practice models: A concept analysis. Nursing Management, 44(10):16-18.

Tinkham, M. (2013). Pursuing Magnet Designation: Choosing a Professional Practice Model, AORN Journal; 97(1):136-139.

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Overview of Kristen Swanson’s Caring Theory

And the Five Caring Processes

Dr. Swanson’s Caring Theory Model is based on five caring processes as well as practices for putting them into action. Although Swanson defines nursing as “informed caring for the well-being of others”, she emphasizes that the five caring processes are not isolated to the nurse patient relationship but are applicable in any caring relationship. These processes are present in all relationships and can be enacted throughout all levels of a caring and healing organization.

The five processes are listed below followed by a short description. The first two processes, Maintaining Belief and Knowing are processes internal to the nurse while the last three processes, Being with, Doing for, and Enabling/Informing involve action on the part of the caregiver. For all processes, the term “other” refers to the patient or person with whom the relationship is being developed or maintained.

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Kristen Swanson: Theory of Caring

Maintaining Belief: Maintain a fundamental belief in persons and their capacity to make it through events and transitions, and face a future with meaning. Examples of this process include having faith, maintaining a hope-filled attitude, and going the “extra mile”.

Knowing: Strive to understand an event as it has meaning in the life of the other- to understand the lived reality of those being served. Examples include avoiding assumptions, remaining neutral, centering on the patient.

Being with: Be emotionally present for the patient. Examples include listening, attending, and disclosing.

Doing for: Do for the other what they would do for themselves if it were possible. Examples include preserving dignity, protecting, comforting, and performing competently.

Enabling/Informing: Facilitate the other’s passage through life transitions and unfamiliar events. Examples include explaining, informing, supporting, advocating, and preparing for future needs.

Swanson, 1993


Exemplar 1, Jane Doe, RN, Page 31

Example of Nursing Exemplar

This past Fall I went to a conference to gather more information for the Faith Community Nursing program that I coordinate at our church. Since my job here at TCCH is as an operating room nurse, I wanted to learn more about ministering to folks in the community, to determine how we could increase our services to help more people in our faith community.

While at this conference, there was information in the lobby about the various mission’s trips that the organization participates in all over the world. There was one in particular that immediately caught my attention. It was a medical mission to Honduras. Global Awakening was partnering with the medical group Lifegivers to take this trip called Compassion in Action. They were going into San Pedro Sula, Honduras, which has the highest murder rate per capita in the world, according to the US government. I had never been out of the country, and had not even been on a plane in over 20 years. However, I felt strongly that I should go. So I started a very lengthy application process with Global and once accepted, got a passport and started saving and earning support, for the volunteer trip. There is an extensive training process that Global requires before they take volunteers. So in the evenings after work I completed the training.

One of our family values is giving without expecting anything in return, so we have always set the expectation that our children would volunteer. So I offered my oldest son (21) if he would like to go and work with the Hondurans as a non-medical, somewhat fluent in Spanish, volunteer. He considered it and decided to apply and go as well. We got all our shots and prophylactic medications, did our paperwork and we were ready.

So on May 17-25, 2013 we travelled to San Pedro Sula, Honduras, and met up with other medical and non-medical people from all over the US and Canada to form a team of 20. We partnered with local doctors, medical students, and dental students. We set up medical, dental, optical and pharmaceutical clinics in a variety of impoverished areas. Initially, we drove to a town on the north coast of Honduras called La Ceiba. We packed all our supplies onto small boats and travelled 45 minutes off the coast to the tiny islands of Cayos Cochinos. We set up a clinic on a small island where there was no running water and no electricity. There 200 people live on an island no bigger than the parking lot of TCCH. I worked as part of the nursing triage team. Sometimes I had a translator, other times I relied on the primitive Spanish that I learned in school a long time ago. We took BP’s, and histories, performed urinalysis, urine pregnancies, blood glucose, (and any other basic tests we could run) and decided which services were appropriate and wrote that information down on a form. They would take their triage paper and then see a doctor or nurse practitioner, optician, and dentist as necessary. Because of the lack of electricity and water to run drills, the dentist could only do extractions and a few basic treatments. Then they would get a “prescription” to take to our makeshift pharmacy, where they would receive the free medications that we had collected, sorted, bagged, labeled and organized at the beginning of the trip. Because their island was so small, we had to travel by small boats to another small island where we slept and ate.

After three days, we went back to the mainland of Honduras. From there, we travelled to a poor farming community to set up another clinic. People were already lined up for care, hours before we even arrived. The weather is extremely hot and humid as Honduras is near the

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equator. Even where there was water, it was unsafe to drink. We had to carry water with us and even had to use bottled water to brush our teeth. Some of the people were so poor that they did not even have shoes, yet they wanted to feed us and give us bottled soda. The next clinic that we set up was in one of the poorest and most crime-ridden neighborhoods. Because crime is such a constant threat, the communities have concrete walls with barbed wire or broken glass embedded around the top of the walls. This can be both positive and negative. It may keep some criminals out; however, once the bus was backed down one of these concrete walled streets to set up the clinic, the volunteers were then trapped inside with no way out, except the one path into the community. Apparently we should have been concerned about this fact, as some of the locals were concerned for us, based on past violent crimes. However, we felt we were where we were supposed to be and had faith that we would be fine, and we were. Again, people were lined up with their children. They were desperate for medications and medical / dental/ optical care. Some of the residents could not read because their visual deficits required glasses; but had never had an eye exam. Our optician would sit, talk, listen and pray with patients, and then give them glasses as needed. Some of the older Hondurans were going blind because of the constant glare from the bright sun, especially when reflected off the ocean. They had never had a pair of sunglasses.

We went to an orphanage where many children were living because their families could not take care of them. They have almost no possessions. We took crayons, stickers, coloring books, crafts, friendship bracelets and did “face painting” on their arms. We made many visits in the evenings to local churches. The people of Honduras were so grateful that “norteamericanos” would take time off work and travel to their country, from ours--- which in their mind’s eye--- is like leaving a fantasy land.

This was an unbelievable, humbling experience. When I came back I only brought the clothes on my back and the shoes on my feet, and some of my personal toiletries. I had first talked to the local doctor and one of our team leaders to see if it would be appropriate to donate our things to the locals. I felt convicted because I have many changes of clothes and shoes at home, but many of these people did not. I had bought a few new cotton blend shirts and other things with this in mind before I left home. I knew I wanted to leave clothes and shoes for the people, I but did not want to pass on my “old” clothes. I spoke to the team during one of our meetings and told them about my plan to collect as much as possible from our things to donate. I arranged for the local clinic doctor to pick up the items. She even volunteered to wash any of the clothes that we had worn during the trip. I took one of my large suitcases and we collected another and filled them with donations from the team.

As an example of Kristin Swanson’s Five Caring Processes, this truly trip resonates with “Maintaining Belief”. We definitely “went the extra mile(s)” for the patients. In one week, we had at least 700 medical visits. In addition to the medical support, we also provided spiritual and emotional support to patients and their families. We spent time listening to them and praying with them when appropriate. Some of the non-medical team members would spend time playing with children, and talking with adults, while the patients were waiting in the long lines. They gave out small toys, crayons, books, and stickers. My son was the designated arm / face painter for the children. One of our goals was to let them know that they are cared about and boost their sense of hope for the future. For example, despite the fact that they are poor and living in a developing nation, there are those who care that their children can’t eat and have

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constant stomach pain from parasites. Those patients, who were treated for the parasites, received relief.

This leads right to Swanson’s second caring process of “Knowing”. By leaving our comfort zone, and travelling to Honduras, we sought to truly understand “the lived reality of those being served”. We centered on the patients and put our own assumptions aside to meet their needs. In actuality, we fell in love with the people we were there to serve. It was humbling to witness how the little bit that we did, mean so much to them.

As Swanson describes “Being With”, it was exemplified by the personal attention that was spent with each individual, whether it was the dentist listening to a patient sharing about his life, or the optometrist praying with a patient who needs spiritual and emotional support in addition to vision care, or the doctor or nurse practitioner giving a patient a hug, despite the knowledge that a lot of the people have lice, or the non-medical people who played tirelessly with the children who were desperate for attention, (especially from a foreigner), or the whole team who danced with the orphans after they performed a special dance they prepared for us and wanted us to join in with them. These were all ways of being emotionally present with each person. Yes, it was important to see as many people as possible, but it was also important to let the Hondurans know that they were all special and deserving of our care and concern.

“Doing For” is also represented in this trip. As North Americans, we have more resources available to us. So we assisted them with what they would do for themselves if they were able and had the resources. We provided health teaching and helped them find services in the local medical community that were outside of the scope of what our mission could provide. That was an important aspect to partnering with the local medical people; to not only help them meet the needs in their country, but also to help connect the needy patients to those in Honduras who could continue the care.

This also crosses into Swanson’s final caring process of “Enabling/ Informing”. We provided a great deal of teaching, supporting and advocating. We connected some of the patients to where they could receive follow up care. For example, some of the men on the island wanted to be tested for HIV. We were not set up to do that testing, but we provided the information on how and where they could go on the mainland and get tested. The practitioners also educated patients and families on transmission of diseases and safe food and water preparation. One teenage girl came to a clinic with severe exophthalmos and a goiter. She was so hyper metabolic, that she could not keep weight on her body. She wanted to see our eye doctor because she thought her condition was related to an eye problem. So the doctors talked with her about thyroid treatment, explaining the cause of her condition. It was unrealistic that she would be able to get the life-saving surgery, and her condition was grave, so the doctor and some others prayed with her and they actually watched the goiter shrink, and saw a dramatic reduction in the exophthalmos in one of her eyes. Joy and amazement filled her face. She was still encouraged to follow up with treatment, and the local doctor tried to assist her with that process.

Words could not adequately express how meaningful this trip was or how I felt being there. I felt so blessed to be a part of it. 20 people assembled from all walks of life and experiences. Most were not people to whom I would have gravitated towards in a social situation. However, with a common purpose and desire to put others first above ourselves, we accomplished amazing things on many levels. Medically, of course we served a large number

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of people. Spiritually and emotionally we prayed with and ministered to many people. But what struck me was that in all that time, and under some tough living conditions, there was a total unity among the team. Anyone who had a problem had 19 other people who were there to help them through it.

This trip exemplified TCCH ICARE values. We were innovative, making due with few resources. We were the epitome of collaborative; it was a team approach all the way, even collaborating and capitulating at times to the local doctors and their ‘plans for us’. We were accountable to the team and the Honduran people, (as well as our own personal accountability we felt to God). We respected each other, giving the other person the benefit of the doubt when there was a difference of opinion. There was never a fight or a harsh word. There was no talking behind anyone’s back. We also respected the differences in the culture of the Honduran people. We all sought to learn from the cultural differences and even embrace them. We ate dinner with boa constrictors, found scorpions in our clothes, graciously ate whatever was served to us (and were treated for parasites later), chose our clothes so that we would not offend- despite the intense heat, slept with geckos (and bedbugs in the men’s cabin), didn’t comment on the trash that is everywhere, but rather found the beauty in the country and focused on that when talking to the locals. Lastly, we provided care with excellence in mind. On the bus from the airport when we first arrived, I heard the Canadian dentist state that she would not lower her standards just because the people were poor. We never did lower our standards; we treated everyone the way we would like to see our own family members treated. Maybe even with a little more patience.

Since coming back to work at TCCH after the trip, I have deepened my commitment to

the ICARE values. I have a new perspective on being innovative. If we could support patients with the very limited resources that we had in Honduras, how much more creative can we be here, where we have so much. I view what we have and what we waste much more prudently. Our resources are precious commodities and we are responsible to be good stewards of them. Since I was able to collaborate with strangers from all over North and Central America, certainly I can champion collaboration among staff here at TCCH. When staff issues have arisen since the trip, I think back on how we came together for a common goal in Honduras, and try to utilize some of those strategies and perspectives. Certainly I feel even more accountable for how I use my time and money, after witnessing first-hand how many people live with so little. I also have a heightened sense of accountability to the hospital, our patients and coworkers because we have been blessed with so much. The trip renewed my respect for our hospital’s healthcare system and the excellence of care we provide. All in all, I have a much broader, more global view of how to implement Kristin Swanson’s Five Caring Processes in my daily practice with compassion and competence. There is so much we can do to go the extra mile for our patients and families by maintaining belief and acknowledging and supporting the patient’s faith and hope. Knowing involves avoiding assumptions, remaining neutral, and centering on the patient. I now have a greater depth of understanding of the differences that each individual brings to their hospital experience, and the need to regard each patient as a unique person. Being with is about being present in the moment with the patient and his/her family. After working with patients and their families abroad, and establishing those strong connections, I feel more of a connection with the entire family unit. We do for patients what they would do

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for themselves if they were able. We went to great lengths to accomplish that in Honduras, and how easy it is for us to do for patients here, with the comparatively vast resources that we have to support families and patients. I do not take as much for granted now, when enabling/ informing patients through life’s transitions, I have a greater understanding of the limitations that some people live with; and certainly a greater appreciation for the large variety of life situations from which our patients come.

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2014 PRISM Application Forms

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PRISM Letter Of Intent 2014

Email the following information to either: Suzanne Henrick MSN, MPH, RN, @ [email protected] OR Cathy Weidman MPA, BSN, RN, CNML @ [email protected]

during the intent period before March 4, 2014.

DateI am submitting my intent to Promote

Maintain

Clinical Ladder Level Designation Level II

Level III

Level IV

Full NameEmployee #Classification Full Time

Part Time

Per Diem

Usual ShiftUnitUnit Phone #Email AddressPreferred Phone #Clinical ManagerUnitI understand it is my responsibility to copy my clinical manager and mentor on this intent.

By marking this box with an X, I provide my electronic signature

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Clinical Ladder Application form

Part I

NameCurrent Position UnitDirectorName of MentorI am applying for Clinical Ladder Level Designation

Level II

Level III

Level IVMeet minimum Hours Worked criteria

I have worked the minimum required 936 hours during the time period of 9/1/2013 – 8/31/2014)(Please note: The PDC will obtain a record of official hours worked from payroll on your behalf)

Total Cumulative Points from All sections of the Professional Practice Model Grid

Part II

Checklist for All Documents to be included in the Portfolioand

The Binder Order

(Please mark an “X” to indicate each item has been included)

1 Completed Clinical Ladder Application Form2 Completed Director/Manager Checklist3 Completed Professional Practice Model Grid with

supporting evidence immediately following each grid page

4 2 Exemplars 5 Exemplar Release Form Signed6 Evidence of Continuing Education7 Resume8 Yes

No (Not Initial Year applicant)

3 letters of recommendation (Initial year applicants ONLY)

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Part III

Clinical Ladder Application- Signature Page

Date Application Submitted

Time Application Received

Application Received By

Note: please provide applicant with a signed copy of this page as verification of receipt.

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Director/Manager Checklist

Name of ApplicantName of Director/Manager Date:I have reviewed the Clinical Ladder Application

Yes

No

I have validated the eligibility criteria for the applicant as indicated in the packet

Yes

No

Applicant has an overall performance rating of “Meets Expectations” or above

Yes

No

Applicant is free from corrective action as per Clinical Ladder prerequisites

Yes

NoDirector’s/Manager’s Signature

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Professional Practice Model Grid

Please download the Professional Practice Model Grid which is an Excel Spreadsheet located on the CCH PRISM intranet.

Go to the team page, click on Nurses and then on PRISM on the right hand side to bring you to the PRISM intranet site.

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Exemplar Release Form

I hereby release my written Exemplars, submitted with the PRISM Clinical Ladder Application, for the use by The Chester County Hospital, in whole or in part, to appear in publications, articles, promotions, advertisements, booklets, the hospital’s intranet website, or as part of the documentation submitted for Magnet designation.

I agree that:

My consent has been given freely, without coercion or duress No monetary compensation shall be paid for the exemplars

This agreement is legal and binding to my heirs and/or future legal representatives

My exemplars may be used in future years

If I wish to withdraw this consent, I can do so in writing, at any time.

Effective Date Of Agreement

Name of Employee

Signature of Employee By marking this box with an X, I provide my electronic

signature

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Continuing Education Documentation Log (May use this log or attach your own)

Activity Type CE provider Learning Format

#CEU Hours Completion Date (mm/dd/yyyy)

1.2.3.4.5.6.7.8.9.10.11.12.13.14.15.16.17.18.19.20.21.22.23.24.25.26.27.28.

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Classroom Education Conversion1 trimester unit 12 CE hours1 quarter unit 10 CE hours1 semester unit 15 CE hours


Letter of Recommendation Form

The Clinical Ladder applicant functions in the clinical setting as an exemplary care giver to patients. She/he is a model of proficiency for co-workers and a colleague to physicians. Part of the application process requires that applicants submit letters of recommendation from peers, supervisors/managers, and other health team members familiar with the applicant’s practice over the past year.

Instructions: Please complete this form and return it to the applicant before_____________(date). Use additional pages if needed or replicate this format in a separate document. Letters should be legible, brief, and indicate the nature and dates of your association. All letters must be dated within 12 months of the application deadline.

Your Name

Date Of Recommendation

Applicant’s Name

Relationship to Applicant RN Peer

Supervisor/Manager

Healthcare Team Member (MD, PT, Social Worker, etc)

Brief description of relationship to applicant/Recommendation:

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Evidence/Verification Logs(This section includes documents that you could use as supporting evidence

for points claimed on the Professional Practice Model Grid)

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Generic PRISM Certificate of Participation

(Verification form you can use for any activityYou can print more of these from the PRISM webpage on the intranet)OR you can click on the icon “Certificate of Participation.ppt” below

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Preceptor and Leadership Verification Form

Preceptor NameEmployee NumberDepartmentPhone ExtensionDepartment Manager

Dates of Activity Activity ( e.g. , preceptor or leadership role) Total Hours

Hours must be verified by Clinical Manager/Director

Clinical Manager/Director SignaturePhone Extension

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Volunteer and Community Service Verification FormVolunteer’s NameEmployee NumberDepartmentPhone ExtensionDepartment Manager

Dates Volunteered

Organization Volunteer Activity/Description of Activity

Total Hours

Signature and Date of Contact Person

Name of Contact & Telephone Number

**Volunteer hours must be unpaid and form must be signed by Chair /Co-Chair /Activity Sponsor of the Volunteer Activity

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Committee Log Applicant’s NameEmployee NumberDepartmentPhone ExtensionDepartment Manager

Date(s) of active membership

Name of Committee Goal of Committee

Chairperson signature verifying active participation*

* Active participation is defined as attending 75% of all scheduled meetings and activities

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Presentations LogPresenter’s NameEmployee NumberDepartmentPhone ExtensionDepartment Manager

Date(s) of Presentation

Title of Presentation Audience Length of presentation or CE awarded for your part

Must submit copy of objectives and agenda for each presentation

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Research/Publications LogApplicant’s NameEmployee NumberDepartmentPhone ExtensionDepartment Manager

Date(s) of Publication

Title of Work/Title of Publication

Type of Work (e.g., book, chapter, journal, research)

Indicate if Lead Author/Editor; or number or Co-Authors

Number of Pages or Words (for newsletter articles)

Must submit copy of work or publication

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PRISM Mentor Log Mentor’s NameMentee’s Name

Date(s) of Activity

Description of Activity Number of Hours

Signature of Mentee

Initial Meeting - Review of PRISM process and Binder Completion PlanMid-way – Status Meeting/Checkpoint/Binder ProgressFinal Meeting - Binder Review and Signoff

Mentoring Checklist

Item Reviewed with Mentee Initial Meeting

Status Meeting

Final Meeting

Review of application process

Tips on gathering sources of evidence

Preparing for the interview (odd year applicants)

Binder Color and Order

How to put binder together

Check items discussed at each meeting

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Useful Information

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Professional Development Council Members

Patrice Arrell ACCMarianne Casale WWIIMary Louise Demarco ITEvelyn Easter ICU/CVUAthena Fernandes ITSonya Hash Staff DevelopmentSuzanne Henrick Critical CareDebbie Hetrick SCU/4NMargaret Krameric CVULinda Kelnock SCUSharon Kirkby NICUTheresa Moore EDJean O’Brien ACCAnnette Pappas Labor & DeliveryPatty Paulley NursingLinda Sullivan SAMCathy Weidman Med/Surg

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Interview Panel/Selection Committee

The Selection Committee is comprised of:

2 Nursing Directors (appointed by the CNO/Sr. Vice President)2 RNs from the Professional Development Council2 Current PRISM clinical ladder designees1 Advanced Practice Nurse/Clinical Specialist1 Clinical Manager

Alternates: a substitute in the same category to be made as needed. Applicants may request a committee member be replaced by an alternate.

Content experts may be called if the committee has limited knowledge in a specialty area.

Selection committee vacancies are to be publicized by Nursing Administration and the Professional Development Council.

Nominations to the committee to fill vacancies will be made by the Clinical Ladder II, III, and IV peers.

The committee will choose replacement members from the nominees by consensus. Membership will be reviewed by the Executive Coordinating Council who is charged with ensuring board-based representation over time.

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Appeals Process

Any applicant denied the Clinical Ladder designation may appeal the decision of the Selection Committee as follows:

A written appeal, clearly stating the basis for the appeal, must be submitted to the Selection Committee no later than thirty (30) days after written notification of denial. The appeal shall not contain any application information that was not submitted with the original application as a justification for the appeal.

The Selection Committee shall review the appeal and either accept the application or deny the appeal, providing a written explanation of the reasons for the denial. If the appeal is denied, the nurse may appeal the decision to the Executive Appeals Committee (EAC), no later than thirty (30) days after the denial of the appeal by the Selection Committee.

The Executive Appeals Committee will be composed of six members and (2) alternates. The members will consist of 2 Nursing Directors, 2 Clinical Managers, and 2 Nurses from either the Professional Development Council or who have attained a Clinical Ladder designation.

The Executive Appeals Committee’s review shall be limited to a consideration of the same appeal presented to the Selection Committee. In addition, the EAC may review the nurse’s original application materials and the Selection Committee’s decision, including its reasons for the denial. This decision shall be provided to the applicant within thirty (30) days after the EAC meeting.

The EAC may overturn the decision of the Selection Committee only when there is clear and convincing evidence of procedural error or bias that affected the decision to deny movement or designation of the Clinical Ladder. CNO must approve final decision of EAC committee.

If the decision is reversed, the increase in pay or bonus will be paid retroactive to the application deadline.

The decision of the Executive Appeals Committee is final and binding.

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Frequently Asked Questions

1. Is it true that I am eligible for clinical ladder two with my CCRN, even though I haven’t achieved a BSN?Yes, you are eligible for a clinical ladder two with either a BSN or a certification in your specialty.

2. Does functioning as the Team Leader fall under the Leadership experience?Team leader should fall under leadership experience in the clinical expertise category. The amount of points received would be based on the number of hours in this role.

3. Do you get 4 points for the category of Professional Healthcare Organizations or do you get 4 points for each membership?You would receive 4 points for each membership.

4. What is the timeframe for the criteria for the PRISM application?All points accrued should represent activities that occurred from Sept 1 2013 to August 31st 2014.

5. Does one exemplar need to illustrate all 5 of Kristen Swanson’s Caring Processes?No, but at least 3 of the 5 caring processes need to be highlighted in each exemplar.

6. How many points are allowed for tenure?1 point is received for every 5 years of tenure at The Chester County Hospital.

7. Who can write a letter of recommendation? Can an NP be used as a reference?Any member of the healthcare team can be used as a source for one of the three required letters of recommendation. One letter needs to be from an RN peer, one from a supervisor, and the final from a member of the healthcare team who is familiar with your practice.

8. What is the financial incentive attached to the clinical ladder?$1.00/hour worked for level 2 $2.00/hour worked for level 3 $3.00/hour worked for level 4The hours worked are calculated in ANSOS for Sept 1, 2013 to August 31st, 2014 and include only those hours actually worked. The incentive will be received as a separate bonus check semi-annually in January and July.

9. How should continuing education be documented in the PRISM application?A log has been provided in the “Application Forms” section. All CE’s need to have the title, provider, date and number of hours listed. The Professional Development Council reserves the right to audit the form for accuracy.

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10. How should involvement in projects/presentations/activities be documented in the PRISM application? In addition to documenting projects/activities/presentations on the appropriate logs (supplied in the binder), a brief summary should be written describing each activity in detail to allow for proper assessment and point value.

11. How many points will I get for being a Super-user in two areas? Twelve points are allotted for anyone acting as a Super-user in more than one area; Super-users for one area only will receive 8 points.

12. Points are capped only in those areas where noted; otherwise points may be increased for each activity. For example, if you develop and present three presentations in a staff meeting (informal setting), you would received 30 points. However, if you are an active member of three volunteer group supporting hospital related activities you will receive the maximum points allowed (6 points).

13. What is the difference between a standing committee and an ad-hoc committee?The difference between a standing committee and an ad-hoc committee is the regularity of meetings. A standing committee meets on a pre-established schedule (for example, on the third Monday of every month) whereas an ad hoc committee meets only under specific conditions (calling a meeting of the ethics committee when there is a case that requires review).

14. Should letters of recommendation be included in the application binder?Yes, all information should be included when applicants are presenting the binder for review.

15. Can my exemplar describe nursing that occurs outside of the hospital (i.e. parish nursing). Yes, you may use any example that illustrates the criteria listed in the binder.

16. Does one exemplar have to contain all three of Kristen Swanson’s Theories of Caring?No; multiple examples may be used in order to highlight three caring processes.

17. The parameters for the points associated with the evaluation score will be changed for those staff using the new evaluation tool recently implemented by HR. For those staff with the old form, the current parameters hold true. For those staff with the new form, the point spread is as follows: 3.00-3.49 = 2 pt, 3.50-3.99=4pt, and 4.00-up =6pts. Managers will need to manually calculate the scores from the new evaluation tool for this purpose.

18. Does a Unit Based Scheduling Committee member get points for participation?Yes, it is considered a Unit based committee.

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19. Will staff who reapplies for PRISM need to do the full binder and interview every other year?Staff that reapply will complete the entire binder during their odd year of reapplication. An interview will not be required for staff that are in their even year of reapplication. Only initial year applicants need to submit letters of recommendation.

20. Who do we hand in our binder to?You can hand in your binder to your manager or to Suzanne Henrick or Cathy Weidman.

21. Can we print the CE Log from Lawson to document the continuing education credits?Yes, but you will need to indicate the “learning format” and then provide the total number of CE’s that have been earned.

22. Can the person who has been a “Resource” and has provided on-going training for staff for Project RED be considered a “SuperUser”? Yes, this is a hospital wide initiative which qualifies the Resource person as a SuperUser. However, your role as super-user must be during the current PRISM application period (Sept 1st 2013 – Aug 31st 2014).

23. If you are a new Unit Council Facilitator, do you need to be the Facilitator for a certain amount of time?You would follow the recommendations for committee membership, which requires that you must be a committee member for at least 6 months.

24. For course work taken in August, but not completed until December, can those credits be used this year?No, the course must be completed before September 1st 2014.

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