Professional Documents
Culture Documents
Date: 29/4/2014
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Table of Contents
1.0
Proposed Project.............................................................................................. 3
2.0
Project Background.......................................................................................... 3
3.0
Aims ............................................................................................................ 5
3.1
Objictives....................................................................................................... 5
4.0
ProjectDeliverables.......................................................................................... 6
Optional
Appraisal
4.1
. 6
5.0
Project Scope.................................................................................................. 7
5.1
6.0
7.0
Project Implementation..................................................................................... 8
11.0Conclusion...................................................................................................................11
Reference.............................................................................................................. 13
Appendices............................................................................................................ 17
Appendix 1 Project
Scope 17
Appendix 2: Stakeholder Analysis and their impact and communication
strategy.. 18
Appendix 2.1 Stakeholder Impact Matrix..............................................................18
Appendix 2.2: Table Showing the Internal and External Stakeholders....................................19
Appendix 3: Communication Matrix....................................................................20
Appendix 4: Risk Assessment for the Project.........................................................21
Appendix 5: Economic Cost .............................................................................................. 22
Appendix 6.0 Form of performance evaluation (English Version). 23
Appendix 6.1 Form of performance evaluation (Arabic Version)24
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1.0
Proposed Project
This project intends to introduce a preceptorship program for new graduate staff at the
KK Hospital in Saudi Arabia. This project is designed to improve the hospitals workforce by
adapting the preceptorship model practised in Canada, UK, and the US to Saudi Arabias
healthcare context. It is intended to enhance the recruitment and training process by
improving the orientation process to boost staff morale and work satisfaction (Fuller et al.,
2013). The program will be integrated in a hospital-wide preceptorship model, but
implemented in stages, starting with nurses and eventually being rolled out to the rest of the
workforce.
2.0
KK hospital has 300 bed capacities and hires about 50 new nurses a year. Currently the
hospital statistically in 2013 show that the new registered nurse are leave their position in the
first-second year in their carrier life, during the last five years to reached 35% of the new
employees are leaving. According to the internal study which was conducted at the hospital,
this is due to a lack of job satisfaction and lower confidence in the work and performance and
also as a result of the shock of the transition from student to employee (kkhh annual report,
2013). Over the last few years, the preceptor model has played a significant role in reducing
the theory-practice gap in nursing (Kaviania& Stillwell, 2000).
Although Saudi Arabia has a world-class healthcare system, the provision of palliative
and curative healthcare has been hampered by the high turnover, especially among nurses and
midwives ( Al-Ahmadi H, 2006) . This turnover is partly caused by low staff morale and job
satisfaction, factors which are considered central to providing services efficiently and
effectively (Almalki, 2012).
Initiating the preceptorship program could help to achieve the organizations mission in
improving outcomes of care provided through the upgrading of staff through training and
continuing education (kkhh, 2014). The project also, meets the organizations vision to be the
first choice as a health provider of care in the region of hail (kkhh, 2014). Also, the Ministry
of Health has facilitated the adoption of the Joint Commission International Standards that
promotes excellence in quality performance (JCI, 2014).
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The initial stages of any career for any health practitioner are challenging and often involve
dealing with new environments and concepts. A quality preceptorship program ensures the
best beginning, and allows older and more qualified individuals to assist new graduate staff in
settling in their new roles (Marks-Maran et al., 2013). In the long-term, this ensures greater
continuity in the hospital environment. This translates to increased staff morale, lower labour
turnover, and most importantly enhanced patient care (Myrick et al., 2012).
A preceptorship is a period of transition for newly qualified health staff. During the transition,
the newly qualified practitioner is supported by a preceptor, essentially a qualified
practitioner. The process allows the student to gain confidence in their new roles, and refine
their knowledge, skills, and values (Marks-Maran et al., 2013). Preceptorship allows the staff
to understand their roles and what is expected of them. It provides a structured preparatory
activity or series of activities that provide participants with the perfect environment for
enrichment, reflection, and engagement (Myrick et al., 2010). This can happen through
various training methods such as meetings, discussion forums, research, and shadowing.
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3.0
Project Aims
3.1Objectives
SMART tool (Myrick et al., 2012)is used in setting the following objectives:.
checklist.
To evaluate whether preceptorship program is beneficial for the team to perform their
4.0Project Deliverables
At the end of the project, KK hospital will have:
preceptor role.
The program is thus expected to increase the performance in the nursing
department by drawing on the multiple academic and professional experiences of
For evaluating the exact cost of the program, looking for alternative option for delivering the
program is required (McLaughlin, 2004). However, updating the orientation program for new
nurses in KK hospital could be one of the option that can be taken on consideration, on the
other hand the option of not taking step toward replacement of this program could be
predictable.
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4.0
Project Scope
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administration and the Ministry of Health. Other stakeholders are the training organisation, to
be based in collaboration with the university. The success of this project is dependent on clear
communication and strategy within the team as illustrated in Appendices 2 and 3. Appendix 2
shows the communication strategy and the impact of the different stakeholders, while
Appendix 3 is a communication matrix showing the criticality of information flow for each
level. Appendix 2.1 shows the stakeholder impact matrix, breaking down the different power
levels, such that a proper prioritisation model or mode can be derived. These stakeholders are
shown in Appendix 2.2 which shows the internal and external stakeholders.
If possible, preceptor can be added as a required element in the job description or
among the criteria for pay increases and clinical advancement (Alspach, 2008). In either case,
the preceptors will be required to cover a wide range of new staff as the program is more
general than the traditional facultymode (Turnbull, 2010). The program will further extend to
students enrolled in the education programs. The one-on-one engagement between the new
graduate staff and the preceptor will be vital in assisting the formers settling into their new
roles (Budgen & Gamroth, 2008). Every effort must be made to have a 1:1 graduate staff-topreceptor ratio.
suit the realities among the staff and other stakeholders. According to Myrick et al. (2012),
preceptorship programs are more successful if they are inclusive. The team will be divided
into different departments, mainly to manage logistical and scheduling issues. The team
members will then be trained and prepared to perform their specific clinical and professional
training tasks (Hickey, 2009). The latter part of the training will involve a specialised training
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organisation or faculty such as the College of Nursing and Health Sciences. The committee
will then create awareness to attract resident nurses and other healthcare practitioners to the
preceptor role. The committees scope entails developing a team consisting of qualified
hospital personnel from different departments to be preceptors. Their brief would entail
assisting new postgraduate and graduate staff augur into their new roles.
7.1 Checking Feasible Timescales
Timescales enhance to measure the effectiveness of development and requirement that project
objective need to be met (Natpact.info, 2014).The milestones on this project are based on
SMART Objectives tools as outlined by Shahi and Mahbod (2004).
Mileston
Who (Achievable,
When
e
1
Achievable)
Initiating the preceptorship
Realistic)
KK Hospital, and Ministry
(Time)
1st and 2nd
of Health
Month
Hospital.
Initiating the recruiting process
Steering Committee
2nd Month
draft curriculum.
Evaluating the job records of
3rd month
potential preceptors.
human resource
department.
Steering committee
Human resource
Month
5th Month
department
expectations.
Conducting the preceptorship
5th, 6th
process/Matching preceptors
preceptorship team.
Month and
continuing
7th Month
team/Steering
and
committee/Hospital
continuing
administration.
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full
costofany
projectis
important
because
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designed to collect information important in evaluating the project. For the evaluation of
nursing performance the staff performance checklist method will be collect monthly from the
head nurses of the department (see in appendix 6.0 , 6.1 )which is designed by Ministry of
Health.The KK hospital measure staffing turnover monthly by using this formula:
Monthly turnover
The monthly turnover ratio made by the human resources department in KK hospital for
monthly statistical report.
Although, other data points such as attendance, staff motivation, and workplace
satisfaction will be used to complement the data. The different data sets will provide
information on whether the role of preceptors is effective, and how best new staff can be
made responsive to the process (Budgen & Gamroth, 2008). This model was used in (Myrick,
et al., 2010) to establish the effectiveness of preceptorship programs among new nursing
staff. The comprehensive approach ensures a concise view that can be used to further assure
the quality of the program (Alspach, 2008).
The preceptors role includes facilitating the transition between a graduate student to a
registrant who is an effective team member, and confident in his or her practice. They will
also be providing honest, objective, and positive feedback as and when needed. Each group
of new staff graduating from the preceptorship program will be required to fill in a
questionnaire and provide feedback on their experience. The preceptors will also evaluate the
new staff participation and satisfaction, and these will go into staff files to provide a critical
starting point for the human resource department. The relevant committee will work with the
relevant administration department to evaluate quality of care and nursing performance.
These have internal key performance indicators that will be compared with staff/preceptor
feedback to derive information on how the program can be enhanced to maximum
effectiveness (Myrick, et al., 2012).
11.0 Conclusion
This project outlines the project details for a preceptorship program for KK hospital. It
incorporates the current realities of the hospital into one model to show that the project is
feasible and will have far-reaching and positive effects on the hospitals workforce. Once all
key stakeholders are involved in the project, it will be imperative that a steering committee be
constituted to provide a curriculum and oversight for the program, which will not be a
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replacement of the orientation program currently in place. In the end, however, the success of
the program and its long term benefits can be used to institute it in place of orientation, as
innovative elements such as team preceptorship are further considered for inclusion.
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Reference
Barker, S and Cole ,R (2012). Resource Management. In: Brilliant Project
Management. United Kingdome: Pearson Education Limited .pp 65-81.
Allison, M. & Kaye, J., 2005.Strategic Planning for Nonprofit
Organizations.Second Edition ed. New York: John Wiley and Sons.
Lewis, J.P (2007). Fundamentals of Project Management (3rd Ed.). New
York: American Management Association.
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Page 15
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Myrick, F., Yonge, O. &Billay, D., 2010. Preceptorship and practical wisdom:
a process of engaging in authentic nursing practice. Nurse Education in
Practice, 10(2), pp. 82-87.
Seislove, E., 2011. Mentoring: A meaningful collaboration between two
people.Journal of Trauma Nursing, 18(3), pp. 139-141.
Shahin, A. &Mahbod, M. A., 2004. Prioritization of key performance
indicators: An integration of analytical hierarchy process and goal setting.
International Journal of Productivity and Performance Management ,56(3),
pp. 226-240.
Steffan, K. P. &Goodin, H. J., 2010.Preceptors' Perceptions of a New
Evaluation Tool Used During Nursing Orientation.Journal for Nurses in Staff
Development - JNSD, 26(3), pp. 116-122.
Kaviani, N., & Stillwell, Y. (2000).An evaluative study of clinical
preceptorship.
Nurse Education Today, 20, 218-226.
Turnbull, B., 2010. Scholarship and mentoring: An essential
partnership?.International Journal of Nursing Practice ,16(1), pp. 573-578.
NHS(2008). Scope Your Project., (2014). [online] Available at: NHS(2008).
Scope Your Project. Available:
http://www.institute.nhs.uk/quality_and_service_improvement_tools/qualit
y_and_service_improvement_tools/project_management__scope_your_project.html. [Accessed 28 Apr. 2014].
NHS Institute for Innovation and Improvement. (2008). stakeholder
analysis., (2014). [online] Available at:
http://www.institute.nhs.uk/quality_and_service_improvement_tools/qualit
y_and_service_improve [Accessed 28 Apr. 2014].
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Appendices
Appendix 1 Project Scope
What
Is
Is not
Action
Initially as preceptorship
to the preceptorship
implementation to see
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only.
Not a replacement to
training programs for
The KK Hospital,
hospitals.
to be
determinedCollege of
before.
Who
Scope
from June to
December 2014.
hospital records
Low
Power
Monitor
Inform
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Hospital Administrator
Hospital Administrator
Department Heads
Preceptorship Committee
Patients
Patients
Ministry of Education
Relevant Healthcare Faculty in Local
Institution
Low impact/stake holding
External
Preceptors
Patients
Administration
University Faculty
Ministry of Health
External Preceptors
Other Departments
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Programme leaders
Development
of project
Administrato
r
Project
Implementatio
n Committee
Project lead
Constant
Awareness
meetings and and
discussion
communicatio
n, training
Definition of Facilitating
Through
project aims
the program meetings
through policy
and logistics.
Sharing
plan
Progress
reporting
00350016
Preceptors
Centre of the
program.
Avail them to
the process.
Graduate
Staff
Other
Hospital
Departments
Newly
recruited,
orientation
process.
Simulation
lead
to
feedback
in
meetings
Target of the
program.
Orientation
training.
the Meeting,
Regular project Regular
Regular
discussion,
meetings
meetings with meetings.
email,
and
the new staff.
internal
memos.
Email updates
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Evaluation
procedures
Feedback to
and from the
preceptorship
team.
Evaluation
results
Use
evaluation
report to make
policy
changes.
Share
evaluation
report
with
Trust links
Improved pay
and
compensation.
Likelihood
Effects
Solution
Hospital
High
begin.
administration
may refuse to
implement the
project.
Bureaucracies in
High
Project will be
administration
delayed or not
and government
initiated at all.
hospital administration. It is
bodies.
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Resident nurses
Medium
with sufficient
academic and
Staff
professional
1 lecturer.
experience may
1 Teaching
not be interested
assistance.
in the project.
1
External
Mismanagement
Preceptor.
of the project
Project
manager.
May lead to
of the importance
of the project to
Projectoverworking
Related Staffing
Cost
few willing
hospital operations,
and
Duration
Total
participants, or
include the relevance of
Monthly Salary
10.000 S.R /
delay the project
month.
altogether.
8.000 S.R/
month.
Medium
120.000 S.R
preceptorship to promotions, as
96.000 S.R
11.000
after a successful
S.R/month.
10.000
S.R/month.and die off due to
mismanagement.
1 financial
year. rewards.
132.000 S.R
120.000 S.R
Materials
Type
Cost
Duration
Total
Projector.
4.000 S.R
6 months
4.000 S.R
Paper.
2.000 S.R
6 months
2.000 S.R
Ink for
printers
1.500 SR
6 months
1.500 S.R
TOTLY
7.500 S.R
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