Nurse 730 Practicum Proposal Plan - Nursing...

Running head: NURSE 730 PRACTICUM PROPOSAL PLAN 1

Nurse 730 Practicum Proposal Plan

Cheryl Miller

Ferris State University

NURSE 730 PRACTICUM PROPOSAL PLAN 2

Abstract

This practicum proposal plan describes the intended goals, objectives, and activities to be

completed during the 2014 summer semester at Ferris State University. This graduate student

nurse will join Mrs. Christa Kiessel MSN, ANP, APRN-BC and a multidisciplinary team of

physicians, nurses, radiology technicians, pathologists, and directors to establish a formal Breast

Center at Munson Medical Center. The aim of this center is to integrate and streamline breast

care delivery. Breast Center project goals include writing a formal business plan, establishing a

breast program leadership (BPL) team, reviewing accreditation standards, achieving

accreditation, establishing bylaws, developing a formal budget, and more. This nursing

leadership practical experience will provide insight and understanding of integrated care

delivery. The ways in which nursing administrative leaders contribute to effective health care

delivery will also be evident. Furthermore, this experience will provide this student an

opportunity to apply nursing theory and integrate two Standards of Professional Performance,

Standard 7: Quality and Standard 11: Collaboration, as outlined by the American Nurses

Association (ANA) (2009). The following discussion acknowledges the need for integrated

cancer care delivery in northern Michigan and describes this student nurse’s education and

experience, the proposed setting, proposed timeline, preceptor information, intended goals, and

evaluation tools to measure overall success.

Keywords: Breast Center, practicum proposal plan, integrated care delivery


Nurse 730 Practicum Proposal Plan

Rapidly changing health care settings and evolving patient care needs create a unique

mix of challenges for nursing administrative leaders. As such, organizational resources must be

carefully managed and patient care strategies must be restructured in order for health care

institutions to be successful in their mission to provide quality and cost effective care. Quality

patient care must be at the center of all nursing leadership decisions (ANA, 2009). A nursing

administrative leader has organizational authority and must continually strive for excellence

while shaping the health care environment in which they serve (ANA, 2009). Two key aspects of

a nursing administrator role are evaluating patient care services and revising organizational

systems to support quality patient care delivery. The Institute of Medicine (2010) defines quality

patient care as provision of medical services that are appropriate, technically sound, and

culturally based with shared decision making between health care professionals.

Achieving quality patient care outcomes is dependent upon knowing the current and

future patient care needs of the population being served (ANA, 2009). Insight gained through a

community assessment provides leadership guidance. Munson Medical Center (2013) reports

that 1,500 patients receive a cancer diagnosis each year and that 20,000 new cancer diagnoses

will occur over the next 10 years in the five county regions surrounding northern Michigan. As a

result of these findings, organizational efforts are underway for the development of a state of the

art cancer center which will integrate care delivery for these patients. A formal breast center is

being planned in 2014, as part of this coordinated cancer care delivery system. Diagnostic

screening and breast care service delivery across a variety of settings including physician offices,

a proposed multi-disciplinary clinic, Munson Medical Center, and some affiliate hospitals is

planned. Thompson (2009) finds that benefits of establishing a formal breast center include


improved: screening, care delivery, patient outcomes, recruitment of physicians, a patient referral

process, and better utilization of services through team efforts and collaboration. The breast

center is designed to have multiple specialists available in a single setting so that breast care

delivery is better coordinated and expedited. Specialty consultations include oncology,

radiology, pathology, general surgery, nurse navigators, social work and more. The patient

benefits by not having to travel to multiple appointments and patient care is more efficient.

Planning, developing and implementing an integrated patient care delivery system, such

as a formal breast center, is broad in scope. As such, a novice nursing leader can obtain a wide

range of learning experiences through interaction with a multi-disciplinary team of health care

providers and through achievement of a variety of clinical leadership tasks. These tasks include

writing a business proposal, developing breast center bylaws, establishing a formal budget plan,

choosing BPL team members, applying and achieving accreditation, and more. In addition, the

process of developing a formal breast center requires organizational leadership decisions which

directly impact patient care delivery. Therefore, it is a perfect fit for this nursing leadership

practical experience. Thus, the purpose of this paper is to present a detailed action plan to build

on and ultimately achieve nursing administrative leadership knowledge, skills, and experience

through this planned practicum experience and clinical leadership project.

Practicum Project

In conjunction with this planned nursing leadership practicum experience, this graduate

student nurse will actively participate in developing a formal breast center business plan, recruit

and formalize a breast program leadership team, review the National Accreditation Program for

Breast Center (NAPBC) accreditation standards by the American College of Surgeons (ACS)

(2013), assist in application of NAPBC accreditation, assist in the formation and approval of


breast center bylaws, assist in the development a formal budget, and more. Clinical project tasks

will be collaboratively chosen with direction from Mrs. Kiessel, my project preceptor and

leadership mentor. Breast center team members will include directors, physicians, pathologists,

nurses, radiologist, social work, and others. Porter-O’Grady (2011) finds that partnering with

other health care professionals to coordinate patient care practices helps to ensure quality care,

increased access to services and increased value. The Institute of Medicine (IOM) (2010) finds

that nursing leadership must partner with other health care leaders to collaboratively plan,

establish goals, and continually evaluate efforts in order to ensure safe and effective patient care

practices (IOM, 2010). Participation in this clinical project and leadership practicum plan will

foster attainment of knowledge related to the role of nursing administrative leadership, integrated

care delivery systems, and the promotion of quality breast care. Careful assessment, planning,

and collaboration are key leadership skills which will be utilized to promote successful

achievement of project goals. Wagner et al., (2013) finds that cancer care systems are often

fragmented, resulting in lack of coordinated care delivery, increased costs, care delays, and

inadequate social support. These identified barriers provide crucial evidence of the need to

integrate breast care delivery and streamline patient care.

As such, it is the goal of this graduate nursing student to utilize past academic knowledge

of a Bachelors of Nursing Degree and Masters level nursing classes to guide in the planning,

development, and implementation of this nursing leadership practicum experience. Masters level

classes include knowledge of health care delivery, advanced nursing roles, leadership practices,

nursing theory and research, and project management. In addition, this graduate student nurse

has over twenty years of experience in acute care setting in medical surgical care, cardiology,

shift coordination, nursing administrative supervision, transfer coordination, and more. This


academic knowledge base and nursing experience provide a solid foundation from which to base

nursing practice decisions. However, limited leadership experience and limited knowledge of the

out-patient medical care arena is an area of weakness. As a result, this graduate nursing student is

considered a novice nursing leader.

Through this planned practical experience, this graduate student nurse seeks to gain

nursing leadership knowledge, skills, experience, and confidence by actively participating in the

planning, development, and implementation of a formal breast center program at Munson

Medical Center. MacPhee, Chang, Lee and Spiri (2013) find that a collective leadership

approach, rather than an individual approach is best when managing complex health care

challenges in diverse settings. Therefore, this student nurse will be working collectively with

Mrs. Kiessel to achieve breast center project goals. This practical leadership plan will prepare

this graduate student nurse for the advanced specialty role of nursing administration through

attainment of increased knowledge of breast care service delivery, mentorship with senior

nursing leaders, and active participation in one or more of the following project goals: achieving

NAPBC accreditation by the ACS (2013), developing breast center bylaws, writing a formal

business plan, developing a formalized budget, collecting breast center data, standardizing breast

care practices, and more. In addition, Standard 7: Quality of Practice and Standard 11:

Collaboration, as outlined by the ANA (2009) in the Nursing Administration: Scope and

Standards of Practice, will be integrated during implementation of this clinical project.

Additional knowledge related to NAPBC accreditation standards, breast center bylaws,

standardized breast care practice, data collection, case review, and budget development will be

attained. Professional growth through mentorship, role modeling, sharing information and

feedback, participating in the review of breast care practices across the out-patient and in-patient


setting, promoting collaborative communication with a multi-disciplinary health care team, and

developing a greater self-awareness of student leadership strengths and weaknesses is planned.

These actions are consistent with core competencies outlined for leadership directors at Munson

Medical Center (2013) which includes relationship building across professional levels to

promote quality care outcomes, promoting collaborative communication through engagement,

and identifying opportunities for self-improvement.

Setting

The setting for this nursing leadership practicum experience will be Munson Medical

Center, a magnet designated, non-profit, 391 bed acute care hospital and regional referral center

located in northern Michigan. Munson Medical Center serves the medical needs of residents

living in 22 surrounding counties and is dedicated to providing superior and quality patient care

services (Munson, 2013). The need for an integrated cancer care center has been identified as a

critical need for residents of northern Michigan (Munson, 2013). Munson Medical Center is

planning a state of the art cancer center which will include Stereotactic Radiosurgery (SRS)

equipment, expansion of the infusion clinic, and a more coordinated approach to providing

cancer care services across affiliate settings, physician offices, a multi-disciplinary clinic, and

Munson Medical Center (Munson, 2013). This graduate student nurse will be participating in a

variety of multi-disciplinary meetings at several locations within the Munson Medical Center

campus including the Lung Clinic, the Smith Family Breast Center, the REMEC Center, the

Administrative Boardroom, Mrs. Kiessel’s office, Mrs. Garthe’s office, and more. Key leaders

include nurses, oncologists, general surgeons, radiologists, pathologists, social work, informatics,

and hospital administration.


Practicum Goals

The goals of this nursing leadership practicum experience are to foster professional

leadership growth through the attainment of knowledge, skills, and experience and develop into

the advanced specialty role of nursing administration by integrating Standard 7: Quality of

Practice and Standard 11: Collaboration as outlined by the ANA (2009) during the 2014

summer semester at Ferris State University. This graduate student nurse will be mentored by

Mrs. Kiessel MSN, ANP, APRN-BC, and Interim Oncology Service Line Director, who is

responsible to plan, develop and implement a formal breast center at Munson Medical Center.

MacPhee, Chang, Lee and Spiri (2013) suggest that leadership development is enhanced by

learning along with others and results in greater innovative thinking, a systems level approach to

problem solving, personal empowerment, self-confidence, and relationship building. Frankel

(2009) also finds that a mentoring relationship offers increased self-esteem, emotional support,

and increased confidence through the attainment of new knowledge, skills and experience. Other

important aspects include documenting what is being learned, discovering strengths and

weaknesses, role modeling, coaching, and future goal development (Frankel, 2009). These

principles will be utilized in this synthesis of this practical leadership plan.

Practicum Objectives

The following objectives support this graduate student nurse’s professional goals to gain

leadership knowledge, skill, and experience during the 2014 summer semester at Ferris State

University. The first planned objective is to increase personal confidence through mentorship

and collaboration with Mrs. Kiessel. As a novice nursing leader, mentorship with an experienced

nursing leader allows for the practice of leadership skills within a safe and supportive

environment, role modeling, coaching, and feedback. This mentoring relationship fosters


learning by reducing fear or the risk of failure. Frankel (2009) finds that nursing leadership is

responsible to guide novice leaders, share their wisdom, and enhance the practice environment.

Sharing ideas and offering feedback at BPL meetings, basecamp activities, weekly preceptor

meetings, and the multi-disciplinary lung clinic will allow for team building, collaboration, and

effective decision making. Hands on participation in attainment of breast center project goals

will lead to increased leadership knowledge, skills, and experience. Furthermore, Janes (2008)

finds that nursing mentorship leads to a greater self-awareness and increased willingness to learn

from one’s mistakes. This allows for personal growth. The second planned objective is to seek

knowledge though research of breast care practices and nursing leadership practices to build

upon my current knowledge base. This will foster student learning, professional growth, and

credibility as a breast center team member. Having a solid base level of knowledge related to

breast care delivery will enhance the ability to participate in team decision making and project

goal delivery. The third planned objective is to seek professional development through

attendance of webinars, breast care conferences, or other educational opportunities. In doing so,

this will contribute to my understanding of the current trends and challenges within integrated

breast care delivery, as well as, possible leadership strategies to overcome them. Education is an

ongoing expectation of being a professional nursing leader. The fourth planned objective is to

integrate Standard 7: Quality of Practice (ANA, 2009) by participating in assessment of breast

care delivery in conjunction with Mrs. Kiessel and BPL leadership staff. Enhancing quality care

delivery is a primary responsibility of a nursing administrative leader (ANA, 2009). Knowledge

of the breast care practice environment along with knowledge of NAPBC accreditation standards

will guide leadership team decisions targeted upon standardizing and optimizing breast care

service delivery. Tzenalis and Sotiriadou (2010) find that health promotion requires a team


effort, collaboration, and a sharing of knowledge and skills. The complex nature of health care

delivery demands partnership and teamwork. The last planned leadership objective is to integrate

Standard 11: Collaboration which is crucial toward successful achievement of breast center

goals. Ongoing communication with a multidisciplinary team is a major component of this

clinical project and practicum experience. Tzenalis and Sotiriadou (2010) state that multi-

disciplinary collaboration results in improvements to standards of care, greater team

accountability, and greater team satisfaction. Communication with Mrs. Kiessel and BPL team

members using Watson’s (2008) Philosophy of Science and Caring principles will promote

effective team building, trust, and sharing of information. Jean Watson's Philosophy and Science

of Caring (2008) principles will serve foster collaboration, mutual respect, and open

communication. Developing a helping trusting relationship and being authentically present in a

learning environment can foster mutual understanding and trust according to Watson (2008). The

benefit of sharing information with colleagues is that new ideas or solutions may come to light

which could foster achievement of breast center project goals.

Practicum Preceptor

I have obtained verbal and written permission from the following preceptors for this

practicum experience. Mrs. Christa Kiessel, MSN, ANP, APRN-BC, Interim Oncology Service

Line Director, who will be leading efforts to develop and implement a formalized breast center in

Traverse City, Michigan. The intention of this project is to coordinate breast care services

between Munson Medical Center, its affiliate hospitals, and out-patient settings in order to

streamline and improve patient care. These plans complement work already underway for a

future, state of the art cancer center at Munson Medical Center. Mrs. Kiessel has worked as an

oncology nurse practitioner at Munson Medical Center with a primary responsibility to develop,


coordinate, and care for patients at the Cancer Genetics Clinic (Munson Medical Center

Intercom, 2014). She is currently responsible for the development of clinical programs and

processes to enhance quality patient care services related to oncology services (Munson Medical

Center Intercom, 2014). This is Mrs. Kiessel’s first preceptor experience, so she will be working

under the expert guidance of Mrs. Kathy Garthe, MSN, Administrator and Outreach Coordinator

at Munson Medical Center. Mrs. Garthe has over 20 years of nursing administrative leadership

experience and has served as a preceptor to 12 other Master’s Degree nursing students. I have

worked indirectly with Mrs. Garthe for seven years and she is highly motivated, energetic, and

professional. She is an excellent role model and nursing leader.

Practicum Role and Activities

This graduate student nurse’s role during this 2014 leadership practicum experience is to

actively partner with Mrs. Kiessel, MSN, ANP, APRN-BC and the multi-disciplinary breast

center team to achieve one or more of the following ideals: NAPBC (2013) accreditation of the

breast center, establishment of a formalized budget, standardization of breast center services,

development of breast center bylaws, breast center data collection, and more. Furthermore, my

role will be one of learner and novice nursing leader who will be seeking knowledge through

mentorship and role modeling experiences. This mentorship, along with the proposed clinical

project goals, supports the attainment of nursing administrative leadership knowledge, skills, and

experience. Frankel (2009) finds that the role of mentorship fosters development of new skills,

boosts confidence, and allows for discovery of leadership strengths and weaknesses. Other

important aspects of an effective mentorship role include open communication and free exchange

of ideas (Frankel, 2009). Therefore, collaborative and open communication will be utilized

throughout this practicum experience plan. Planned participation in the development of a formal


written business plan, establishment of breast center bylaws, achievement of NAPBC

accreditation, and formalization of a budget will provide this graduate student nurse hands on

leadership experience. Additional planned leadership activities include joint attendance and

participation in BPL meetings, breast center basecamp discussions, one on one preceptor

meetings, and attendance and participation in the multi-disciplinary breast clinics to foster

further leadership understanding necessary for achievement of breast center project goals. Next,

planned leadership activities to seek information through literature research support the ability to

actively partner with the breast center leadership team. A literature reference list and

bibliography will be compiled by May 2014 for ease of use. Literature will be reviewed for

relevance toward integrating breast care delivery and nursing leadership. The next planned

leadership activity supports the attainment of knowledge through attendance of webinars,

workshops or breast center conferences by July 2014. Doing so, increases knowledge base

related to breast care service delivery and integration of care. In addition, this graduate student

nurse plans to attend weekly preceptor meetings with Mrs. Kiessel to seek insight and further

leadership knowledge, skills, and experience. Lastly, leadership activities to integrate Standard

7: Quality of Practice and Standard 11: Collaboration is planned. Standard 7: Quality Of

Practice includes nursing administrative leadership activities to promote enhancement of care

delivery through credentialing, standards, regulations and development of policies, procedures

and guidelines aimed toward improving breast care (ANA, 2009). Achieving NAPBC

accreditation is a planned goal of the breast center which will help to standardize and optimize

breast care service delivery. Planned leadership activities to attend and participate in weekly and

monthly BPL meetings, multi-disciplinary clinic, and basecamp agenda meetings to plan,

develop, and implement breast center goals support quality of practice through policy and


procedural development according to NAPBC guidelines for practice. Lastly, Standard 11:

Collaboration, in which health care professionals share information, document plans, and seek

feedback in order to enhance health care delivery (ANA, 2009) will be integrated. Ongoing

communication with a multidisciplinary team is a major component of this practicum experience

plan. This is evidenced by the necessity to meet regularly in order to formalize decisions. Jean

Watson's Philosophy and Science of Caring (2008) principles will serve as a guideline for

communication and collaboration with multidisciplinary team members in order to foster

relationship building, support mutual respect, and gain a critical understanding of the unique

needs of each medical setting in which breast services take place.

Proposed Date & Timeline

The timeline for this graduate nursing practicum experience will be May 20, 2014

through August 13, 2014. A practicum planning guide outlines the major goals, objectives and

activities to be completed during June, July and August 2014 and is included in Appendix A. The

overall success of the practicum experience will be determined by performing a graduate student

nurse self-assessment evaluation, and through verbal and written feedback from practicum

preceptors. Agency approval has been granted in writing via Mrs. Kathy Garthe, MSN on behalf

of Munson Medical Center. A copy is included in Appendix B.

Evaluation Tool

This graduate student nurse plans to gauge the success of this practicum experience

through the use of a self-assessment tool along with direct verbal and written feedback from my

practicum preceptors by August 15th, 2014. Self-assessment of my nursing leadership will be

based upon gained knowledge of breast care service delivery in order to promote quality care

services and upon communication and collaboration with the BPL team. These nursing


leadership competencies are consistent findings by the American College of Healthcare

Executives (ACHE) (2014) which can be organized into 5 crucial domains: communication and

relationship management, leadership, professionalism, knowledge of the healthcare environment,

business skills, and knowledge. The inherent value of completing a student self-assessment is

increased self-awareness through the discovery of personal and professional strengths and

weaknesses. The results will guide further reflection and formation of a targeted action plan

toward future nursing leadership growth and development. Desjarlais and Smith (2011) found

that utilizing self-assessment and critical reflection allows one to gain new information related to

personal behaviors, values, knowledge gained or skill level. These literature results support the

planned evaluation method for this practicum experience. In addition, utilizing self-assessment to

guide nursing leadership practice is also consistent with the guidelines for professional nursing

administrative practice, Standard 9: Professional Practice Evaluation which notes the

importance of identifying nursing leadership strengths and weaknesses to improve role

performance (ANA, 2009). It is hoped that the insights gained through this self-reflective process

will be a building block toward professional nursing leadership growth. Gaps in leadership skills

or experience will serve as a guideline for future professional development planning. Short and

long-term action plans will be formulated based on these findings. These will be shared with

Mrs. Kiessel and Mrs. Garthe in order to seek feedback based upon their nursing leadership

expertise and knowledge. The planned leadership self-assessment tool is included in Appendix

C. Secondly, this graduate student nurse plans to seek verbal and written feedback using a

preceptor evaluation tool which is included in Appendix D. The purpose of seeking this feedback

is to enhance the teacher and learner role that having a preceptor provides. This graduate student

nurse hopes to expand upon nursing leadership strengths and weaknesses through this evaluation


process, as well as, to have an opportunity to receive recommendations for leadership practice

based upon this exchange of information. Obtaining feedback from nursing colleagues related to

professional nursing practice is supported by the ANA (2009) and is an expectation of

professional leadership performance. In addition, findings by Frankel (2009) indicate that role

mentoring and providing feedback is a key skill for nursing leadership staff. Providing effective

and constructive feedback can inspire others toward achievement of new goals and increase self-

esteem.

Summary

This practicum learning experience is designed to promote an increased understanding of

the nursing administrative leadership role through active participation in the development and

implementation of a formalized breast center at Munson Medical Center. The nature of this

project requires care coordination between multidisciplinary team members who practice patient

care across diverse settings and locations. As such, there will be ample opportunities to integrate

nursing administrative practices guidelines, apply current research findings, and utilize nursing

theory, gain hands on experience, and work collaboratively with other nursing leaders. It is

hoped that this practicum experiential plan will foster my professional growth as a nursing

administrative leader and ultimately promote excellent breast care delivery for patients in

northern Michigan.


References

American College of Healthcare Executives (2014). ACHE Healthcare Executive Competencies

Assessment Tool. Retrieved from

https://www.ache.org/pdf/nonsecure/careers/competencies_booklet.pdf

American College of Surgeons (2013). National Accreditation Program for Breast Centers.

Retrieved from http://napbc-breast.org/

American Nurses Association (2009). Nursing administration: Scope and standards of practice.

Silver Springs, MD: Nursebooks.org.

American Nurses Association (2012). The value of nursing care coordination: A white paper of

the American Nurses Association. Retrieved from

http://www.nursingworld.org/carecoordinationwhitepaper

Desjarlais, M. & Smith, P. (2011). A comparative analysis of reflection and self assessment.

International Journal of Process Education. Lisle, IL: Pacific Crest.

Frankel, A. (2009). What leadership style should senior nurses develop? Nursing Times

Leadership Supplement. Retrieved from

http://www.nursingtimes.net/Journals/1/Files/2009/12/3/NT%20Leadership%20Supplement.pdf

Institute of Medicine (2010). The future of nursing: Leading change, advancing health.

Retrieved from http://www.iom.edu/~/media/Files/Report%20Files/2010/The-Future-of-

Nursing/Future%20of%20Nursing%202010%20Recommendations.pdf

Janes, G. (2008). Improving services through leadership development. Nursing Times, 104(13),

58-59. Retrieved from

http://www.nursingtimes.net/Journals/2012/08/17/v/d/j/080401Improving-services-

through-leadership-development.pdf


MacPhee, M., Chang, L., Lee, D. & Spiri, W. (2013). Global healthcare leadership development:

Trends to consider. Journal of Healthcare Leadership, 5, 21-29.

Munson Healthcare Regional Foundation & Paul Oliver Foundation (2013). All hands against

cancer. Retrieved from http://www.munsonhealthcare.org/fightingcancer

Munson Medical Center Intercom (2014, February 6). Connecting with Christa Kiessel, p 1.

Porter-O’Grady, T. (2011). Leadership at all levels. Nursing Management. doi-

10.1097/01.NUMA.0000396347.49552.86

Thompson, D. (2009). Obtaining Breast Center Accreditation: Merging market shares goals with

quality measures. Retrieved from

https://obroncology.com/documents/OBR_NOV09_NAPBC.pdf

Tzenalis, A. & Sotiriadou, C. (2010). Health promotion as multi-professional and multi-

disciplinary work. International Journal of Caring Science, 3(2), 49-55.

Wagner, E. H., Ludman, E. J., Aicillo Bowles, E. J., Penfold, R., Reid, R. J., Rutter, C. M. …

McCorkle, R. (2013). Nurse navigators in early cancer care: A randomized, controlled

trial. Journal of Clinical Oncology, 31, 1-8. doi:10.1200/JCO.2013.51.7359

Watson, J. (2008). Nursing: The philosophy and science of caring (Revised ed.) Boulder, CO:

University Press


Appendix A

Nursing 730 Practicum Proposal Planning Guide

The purpose of this practicum is to foster my nursing leadership knowledge, skills, and experience by actively participating in the development of a formal breast program at Munson Medical Center.

Goals Objectives Activities Timeline1. Foster professional nursing leadership growth through the attainment of knowledge, skills, and experience during the 2014 summer semester at Ferris State University.

1.1 Gain confidence through mentorship & leadership practice with Mrs. Kiessel

1.1a Attend & participate in BPL meeting activities and goals

1.1b Attend & participate in daily Breast Center Basecamp activities

1.1c Meet weekly with Mrs. Kiessel to review current and future goals, evaluate successes

1.1d Attend & observe breast care delivery at Multi-D clinic bi-weekly

1.1a To be completed by July 2014

1.1b To be completed by July 2014

1.1c To be completed by July 2014

1.1d To be completed by July 2014

1.2 Search literature and other data sources related to administrative leadership & breast care delivery and integration.

1.2a Search CINAHL, PubMed, ERIC, and other databases for literature support.

1.2b Compile literature reference list and bibliography.

1.2c Review literature for relevance



1.2c To be completed by July


2014

2. Develop into the advanced specialty role of Nursing Administration by integrating two or more Standards of Professional Performance (ANA, 2009) during 2014 summer semester at Ferris State University.

2.1 Participate in professional development opportunities/education

2.1a Inquire, schedule & attend webinars, workshops, or breast care conferences

2.1b Review & participate in the NAPBC certification, process

2.1c Review & participate in development of breast center bylaws

2.1d Participate in the development of a formal budgetary plan

2.1e Participate in the review and development of standardized care practices to ensure NAPBC compliance

2.1f Participate in review of breast center case review and data collection




2.1d To be completed by July 2014

2.1e To be completed by July 2014

2.1f To be completed by July 2014

Standard 7: Quality of Practice

2.2 Standard 7: Quality of Practice Actively assess breast care service delivery across the acute care and out-patient settings in conjunction with BPL leadership team

2.2 a Attend & participate in weekly/monthly BPL meetings, multi-disciplinary clinic meetings, Breast Center Basecamp agenda/action plans

2.2b Participate in the



review and evaluation of quality measures for breast care services

2.2c Participate in the development and implementation of standardized care practices for breast care delivery



Standard 11: Collaboration

2.3 Standard 11: Collaboration Actively communicate with Mrs. Kiessel & BPL team members using Watson’s Philosophy of Science & Caring Principles (2008) to promote relationship building, information sharing, and feedback

2.3a Engage in communication with BPL team members weekly re breast center agenda, project goals, and action plans

2.3b Participate/communicate online with Basecamp team members re breast center agenda, project goals, and action plan

2.3b Collaborate and communicate with Mrs. Kiessel weekly to revise, assess, and plan future breast center project goals

2.3a To be completed by end of July 2014

2.3b To be completed by end of July 2014

2.3b To be completed by end of July 2014


Appendix B


Appendix C

Nursing Leadership Practicum Experience Self-Assessment Tool

1. Professional Nursing Administrative Leadership Development: Attainment of Knowledge, Skills & Experience

a. Knowledge gained r/t breast care service delivery and integration:

b. Nursing administrative leadership skills gained through active role participation:

c. Nursing administrative leadership experience gained through active role participation:

Identified Strengths:

Identified Weaknesses:

Short Term Action Plan:

Long Term Action Plan:

Met _____ Not Met _____

Met _____ Not Met _____

Met _____ Not Met _____


2. Integration of ANA Standard 7: Quality of Practice

a. Knowledge obtained through research, attendance of workshops, webinars, breast care conferences or other avenues increased scope of understanding r/t integration of breast care services across the acute care and out-patient settings at Munson Healthcare:

b. Application of this knowledge enhanced breast care service delivery through project goals to achieve accreditation, formation of bylaws, business plan, formal budget, standardized care practices, data collection or other:





Met _____ Not Met _____

Met _____ Not Met _____


3. Integration of ANA Standard 11: Collaboration

a. Attended and participated with multidisciplinary team members in weekly breast center meetings to achieve project goals r/t accreditation, formation of bylaws, business plan, formal budget, standardized care practices, data collection or other:





Met _____ Not Met _____


Appendix D

Preceptor Assessment Evaluation Tool

Please rate the extent to which Cheryl Miller demonstrated professional nursing leadership principles through active leadership participation in the development of a formalized breast center at Munson Medical Center during the 2014 summer semester at Ferris State University. Practicum experiential goals include professional nursing leadership growth through active participation in assessing breast center care delivery, collaboration with BPL team members to develop project goals and action plans r/t NAPBC accreditation, development of breast center bylaws, formalizing a business plan, formalizing a budget, and more.

1=unsatisfactory 2=needs improvement 3=meets expectations 4=exceeds expectations

1. Sets clear objectives, goals and milestones to assist in breast center project activities.

2. Clearly communicates goals and expectations to ensure alignment of efforts toward breast center project goals.

3. Facilitates communication to enhance dialogue and enhance professional relationships.

Greatest Strengths

Greatest Weaknesses

Recommendations/Suggestions to assist Cheryl in her continued leadership growth


Bibliography

American College of Healthcare Executives (2014). ACHE Healthcare Executive Competencies

Assessment Tool. Retrieved from

https://www.ache.org/pdf/nonsecure/careers/competencies_booklet.pdf

American College of Surgeons (2013). National Accreditation Program For Breast Centers.

Retrieved from http://napbc-breast.org/

American Nurses Association (2009). Nursing administration scope and standards of practice.

Silver Springs, MD: Nursebooks.org.

American Nurses Association (2012). The value of nursing care coordination: A white paper of

the American Nurses Association. Retrieved from

http://www.nursingworld.org/carecoordinationwhitepaper

Bond, S. M. (2010). Crossing the threshold of cancer and aging: Integrating gerontological

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