Showing posts with label cna schools cna classes cna certification utah nurse aide registry. Show all posts
Showing posts with label cna schools cna classes cna certification utah nurse aide registry. Show all posts

Wednesday, August 1, 2012

Utah nurse aide registry


UNAR Cheating Policy
                                                                                                                        

                                                                                                                Effective Date:  August 29, 2005
                                                                                                                                                Revised:                 September 18, 2008              
                                                                                                                                                                April 22, 2010
                                                                                                                                                                July 15, 2010
                                                                                                                                                                 August 29, 2011   
                                                                                                                                                                                                                                                                                 
1.       Purpose.

To define the ZERO TOLERANCE policy for cheating on the Utah State Competency Exams for Certified Nursing Assistants.  

2.       Policy.
Cheating by an applicant on any examination required as a condition of obtaining a certificate shall be considered unprofessional conduct and shall result in dismissal from the current test and denial of any further testing or certification.

A.      Cheating is defined as:

The use of any means of instrumentality for the benefit of an examinee to alter the results of the certification examination in any way to cause the examination results to inaccurately represent the competency of an examinee with respect to the knowledge or skills about which they are examined.  Cheating includes but is not limited to:
1.       Communication between examinees inside of the examination room or facility during the course of the examination;
2.       Communication about the examination with anyone outside of the examination room or facility during the course of the examination;
3.       Copying another examinee’s answers or looking at another examinee’s answers while an examination is in progress;
4.       Permitting anyone to copy answers to the examination;
5.       Substitution by an applicant or by others for the benefit of an applicant as the examinee in place of the applicant;
6.       Use by an applicant of any written, audio, or video material or any other mechanism not specifically authorized during the examination for the purpose of assisting an examinee in the examination;
7.       Obtaining, using, buying, selling, possession of or having access to a copy of the examination prior to administration of the examination.


3.       Procedure:
A.      The UNAR shall notify all proctors, test administrators, and test centers of the rules concerning cheating.
B.      All applicants will be required to review and sign the test center’s policy acknowledging that they understand the definition of cheating and the penalties that will be imposed.                  
C.       Upon determination that an applicant has cheated on an examination, the following steps will be taken:
                                            i.                        The person making the cheating allegation will investigate and document the allegations in writing and forward to the UNAR along with the voucher.
                                          ii.                        Upon the allegation being reported and investigated by the Utah Nursing Assistant Registry (UNAR), the UNAR will notify the applicant in writing that he/she is being denied of any future opportunity to test or to receive a certificate.
                                        iii.                        The applicant may appeal the allegation through the UNAR, in writing.



Why New Nurses Don't Stay and What the Evidence Says We Can Do About It

From American Nurse Today

Tripping Over the Welcome Mat

Why New Nurses Don't Stay and What the Evidence Says We Can Do About It

Renee Twibell, PhD, RN, CNE; Jeanne St. Pierre, MN, RN, GCNS-BC; Doreen Johnson, MA, RN, FACHE, NEA-BC; Deb Barton, BS, RN; Christine Davis, BS, RN, CDE; Michelle Kidd, MS, RN, ACNS-BC, CCRN; Gwendolyn Rook, BS, RN
Posted: 07/10/2012; Am Nurs Today. 2012;7(6) © 2012 HealthCom Media

Abstract and Introduction

Introduction

In a recently conducted survey regarding newly graduated nurses' readiness to practice in the hospital setting, only 10% of nurse executives believed that new graduate nurses (NGNs) were fully prepared to practice safely and effectively. NGNs agreed with nurse executives that they lack confidence and adequate skills for up to a year after graduation. The perceptions of nurse executives and NGNs seem to be borne out by NGN turnover rates of roughly 30% in the first year of practice and as much as 57% in the second year. At a cost of $82,000 or more per nurse, NGN attrition is costly in economic and professional terms—and can negatively impact patient-care quality.
While the current economic downturn in the United States has reduced nurse turnover, the looming retirement of Baby Boomer nurses will leave a shortfall of 260,000 nurses by 2025. Thus, hospitals continue to seek best practices for retaining NGNs and easing the transition into practice. A quick check of the evidence reveals some contributing factors to NGN turnover and highlights effective retention strategies.

Why New Nurses Leave

New nurses report that low job satisfaction is primarily related to heavy workloads and an inability to ensure patient safety. In addition, new nurses express disillusionment about scheduling, lack of autonomous practice, and the lack of intrinsic and extrinsic workplace rewards. Lastly, new nurses report dissatisfying relationships with peers, managers, and interprofessional colleagues and insufficient time with patients. Discontent peaks between 4 and 6 months and again near the end of the second year. Low salaries can contribute to a weak commitment to stay in a job but are less important if the work is rewarding, staffing is adequate, and scheduling is satisfactory. Men are twice as likely as women to leave a nursing position for higher pay.

Starting off on the Right Foot

Retention begins with hiring the right NGN. The hiring process can focus on assessing new nurses' values and attitudes and how they fit with the organization. Skills can be taught, while attitudes, values, and general behavior patterns are much more difficult, if not impossible, to change.
Two effective strategies to ensure a good fit between a new nurse and a work unit are prehire job shadowing and behavior-based interviews by both peers and managers. When new nurses job shadow on a unit, they can evaluate workload, role expectations, and cultural norms. Based on the principle that past behavior is the best predictor of future behavior, behavior-based interviewing allows managers and peers to assess communication and relational skills through exemplars the candidate shares. During the peer interview, NGNs can gain insight into potential coworkers to estimate an ability to fit in. When unit nurses help select NGNs, they have a greater interest in retaining them and engage more fully in the on-boarding process.

Smoothing the Way

Research evidence strongly supports nurse residency programs as a key strategy to retain NGNs. The Institute of Medicine, National Council of State Boards of Nursing, and Commission on Collegiate Nursing Education all advocate for nurse residency programs. Retention rates of NGNs in residency programs range from 88% to 96%. For example, in a prospective study of 111 NGNs from six academic centers across the United States, a 1-year residency program positively impacted job satisfaction, with a retention rate of 87%. Likewise, a residency program involving 679 NGNs at 12 sites across the United States showed reductions in stress for NGNs, improved clinical and communication skills, and a 1-year termination rate of 12%.
Residencies are longer than traditional orientation programs, ranging from 6 to 12 months. Residencies promote strong connections with workplace colleagues and support job embeddedness (a close fit between the nurse's new position and other aspects of the nurse's life).
Key evidence-based elements of residency programs include:
  • clinical coaching by a preceptor matched for compatibility with the NGN
  • preceptors and NGNs on the same schedules as much as possible.
  • evidence-based classroom curriculum with case studies and direct linkage to clinical experiences
  • hands-on learning of skills in a clinical setting or simulations
  • time spent in areas outside the NGN's home unit to understand overall system issues
  • participation in a support group of NGN peers
  • high visibility of nurse leaders
  • professional socialization and opportunities for development.
A frequently cited barrier to residency programs is the cost in nurses' time. Yet the cost of not retaining one NGN can fund a large portion of a residency program. One hospital reported saving over $2.7 million in three years following the initiation of a nurse residency program. If a residency program isn't feasible, hospitals can capture many elements of the residencies in a well-designed, traditional orientation.

Forming a Team

Evidence indicates that preceptors are vital support persons when NGNs enter the workplace, both in residencies and traditional orientation programs. The preceptor is the first nurse who intensely invests in the NGN, planning patient assignments on a daily basis, nurturing confidence and competence, and overseeing the development of skills and clinical judgment. Preceptors socialize NGNs into new roles, unit processes, and workplace norms. The preceptor and NGN may work together for a variable length of time from weeks to months.
Mentoring programs also improve NGN retention. Mentors differ from preceptors in that mentors invest in NGNs for years, rather than weeks or months. Some mentoring programs do not begin until the residency or orientation ends to avoid overlap between mentors and preceptors. Mentors provide professional development advice and serve as consultants for complex cases and workplace issues.
Research suggests that preceptors and mentors not only should be experienced clinicians but should have skilled communication, relational abilities, and a positive attitude toward nursing and the organization. NGNs report high anxiety in the first weeks of employment; preceptors who consistently convey caring behaviors can reduce anxiety for NGNs and facilitate learning. Some studies suggest increased NGN satisfaction when NGNs choose their own preceptors and mentors.
Both preceptors and peers can encourage nurses to stay. (See What you can do in the sidebar.)

Creating a Welcoming Work Environment

Job satisfaction for NGNs is heavily influenced by workplace culture. The American Association of Critical-Care Nurses calls for the advancement of healthy work environments, which can promote nurse retention through teamwork, meaningful recognition, collaboration, skilled communication, authentic relationships with leaders, and adequate staffing. NGNs can experience a sense of acceptance and safety on units where trust is intentionally built. On a healthy unit, gossip and humiliation of employees constitute workplace maltreatment and are as serious as errors in patient care. Respectful collegial relationships modeled by all staff help the newest nurse feel safe and able to admit shortcomings.
Healthy work cultures encourage new nurses to practice good self-care, such as taking breaks away from the bedside, limiting overtime hours, and achieving life-work balance. NGNs can experience burnout when they do not feel competent to care for patients safely, especially if the NGN is experiencing other life stress outside of the workplace. Strategies to address compassion fatigue can be implemented in a timely manner and may include debriefing after difficult shifts, team-building events, celebration of meaningful work, and rotating difficult patient assignments. Peers, managers, or a counseling center can provide emotional support when NGNs experience moral distress or the recurring painful memories of high-impact events, known as secondary trauma. NGNs need encouragement when they make errors, since errors may shame and weaken one's confidence and sense of belonging. NGNs may withdraw from relationships, call in sick, or begin to think about terminating their job. A manager, preceptor, or any nurse peer can reach out to express acceptance and understanding.
Nurse-physician rounding on patients not only improves patient-care outcomes but allows new nurses to build relationships with physician partners. Nurse-physician relationships are a key component to nurses' job satisfaction and perceived competence. A zero-tolerance policy regarding uncivil actions or words among professionals is particularly important for a healthy work environment.

Using Simulated Learning for New Nurses

Simulation laboratories are another way to support NGNs' transition into practice. Simulations can bridge the gap between knowledge already gained in academic curricula and skills needed to care for multiple, complex patients. Simulations allow a wide range of clinical scenarios to be analyzed in the safety of a lab where patients cannot be harmed. Simulations can be via high-tech, robotic dummies that display real-life physiological symptoms or via live persons from nearby communities who have medical conditions and are willing to role play and be assessed by NGNs in a laboratory setting. While simulation labs can be costly to start up if advanced technology is desired, grants may be available. Multiple facilities can share labs or partner with academic centers that have labs.

Becoming an Owner

A professional development program such as a clinical ladder can give NGNs a way to objectively confirm their abilities and worth. Furthermore, after initial job anxiety eases, NGNs can be encouraged to pursue new professional roles on unit councils and work groups. Being part of process improvement teams and collaborative interprofessional work groups helps the new nurse develop communication skills and a system-level perspective. When new nurses believe they have influence and are empowered, they feel more engaged in work and more committed to the organization. Organizations that value autonomous nursing and empower nurses to shape and own their practices have higher nurse retention.

Providing Support

Nurse managers and senior administrators play a pivotal role in new nurse retention, beginning on the first day of orientation. Administrators can welcome new nurses by name and begin fostering a warm relationship. Early in the orientation, administrators can outline the mission, vision, values, and strategic direction of the organization, making it clear to all new staff the vital role they play in achieving excellence in care.
During residencies or traditional orientations, staff development personnel can make frequent contact with NGNs and schedule structured interviews at 30, 60, and 90 days and at 6 months. The interviews provide opportunities for individualized feedback and identification of nurses at risk for terminating. Feedback from NGNs can be solicited and incorporated into the design of future orientation and residency programs.
Managers can commit to rounding on NGNs each week to ensure new employees have the tools, equipment, and support they need. Senior administrators can schedule follow-up meetings with new nurses at predetermined times, such as 60 days and 6 months after beginning work. The administrator can seek feedback for program improvement and explore the fit between what NGNs expected and what they are experiencing. If a reported problem can be addressed, act quickly and let the NGN know the resolution.
Administrators can ask NGNs to recognize individuals who have been an instrumental, positive influence in their orientation. The administrator can write thank-you notes or thank these role models face to face for their positive impact on the on-boarding of the newest staff members. This culture of gratitude and recognition can encourage peers and preceptors that their contribution to the NGNs' transition is valued.
Organizational leaders can arrange for formal and informal support groups for NGNs in which they can meet with other NGNs and share experiences. Conversation with peers who understand the transition can bring new insight, reduce isolation, and build a sense of community.

Feeling Like Home

In environments where NGNs move smoothly across the threshold into practice, nurses at all levels of the organization accept responsibility for job retention. Ideally, nurses know the retention rates on their unit and have retention plans in place based on local data and feedback from recently hired nurses. Nurses know the evidence-based strategies, including residency programs, strong preceptor and mentor support, a healthy work environment, simulations, visible leadership, and trusting relationships with peers.
New nurses start to feel at home and committed to stay in an organization when they are empowered in practice, have a sense of belonging in a work group, and perceive that resources balance job stress. Before long, NGNs who commit to stay become the peer group for the next wave of new nurses, smoothing out wrinkles in the welcome mat and opening wide the door to a successful professional transition.

Sidebar

What You Can Do

  • Arrange time away from the patient to review clinical judgments and decisions.
  • Offer emotional support, especially during highly stressful times (errors, angry patients, shame from colleagues).
  • Shape expectations for workload and scheduling.
  • Introduce new nurses to key personnel and "manage up" the new nurse.
  • Socialize informally and build caring relationships.
  • Monitor the NGN for compassion fatigue and strategize for work-life balance.
  • Be alert to how generational differences may influence work attitudes and relationships.
  • Share your stories and lessons learned to shape clinical judgment.

References

  • American Association of Critical-Care Nurses. AACN Standards for Establishing and Sustaining Healthy Work Environments: A Journey to Excellence. Aliso Viejo, CA: 2005. http://www.aacn.org/WD/HWE/Docs/HWEStandards.pdf. Accessed May 17, 2012.
  • Benner P, Stephen M, Leonard V, Day L. Educating Nurses: A Call for Radical Transformation. San Francisco, CA: Jossey-Bass; 2010.
  • Berkow S, Virkstis K, Stewart J, Conway L. Assessing new graduate nurse performance. J Nurs Adm. 2008;38(11):468–474.
  • Bratt MM. Retaining the next generation of nurses: the Wisconsin nurse residency program provides a continuum of support. J Contin Educ Nurs. 2009;40(9):416–425.
  • Brewer CS, Kovner CT, Greene W, Cheng Y. Predictors of RNs intent to work and work decisions 1 year later in U.S. national sample. Int J Nurs Stud. 2009;46:940–956.
  • Buerhaus P. The shape of the recovery: economic implications for the nursing workforce. Nurs Econ. 2009;27(5):338–340, 336.
  • Coomber B, Barriball KL. Impact of job satisfaction components on intent to leave and turnover for hospital-based nurses: a review of the research literature. Int J Nurs Stud. 2007;44(2):297–314.
  • Eaton-Spiva L, Buitrago P, Trotter L, Macy A, Lariscy M, Johnson D. Assessing and redesigning the nursing practice environment. J Nurs Adm. 2010;40(1):36–42.
  • Halfer D. Job embeddedness factors and retention of nurses with 1 to 3 years of experience. J Contin Educ Nurs. 2011;42(10):468–476.
  • Institute of Medicine. The Future of Nursing: Leading Change, Advancing Health. http://www.iom.edu/Reports/2010/The-Future-of-Nursing-Leading-Change-Advancing-Health.aspx. Accessed May 17, 2012.
  • Jones CB. Revisiting nurse turnover costs: adjusting for inflation. J Nurs Adm. 2008; 38(1):11–18.
  • Kovner C, Brewer C, Greene W, Fairchild S. Understanding new registered nurses' intent to stay at their jobs. Nurs Econ. 2009;27(2):81–98.
  • Kramer M, Maguire P, Halfner D, al. The organizational transformative power of nurse residency programs. Nurs Adm Q. 2012:36(2):155–68.
  • Myers S, Reidy P, French B, McHale J, Chisholm M, Griffin M. Safety concerns of hospital-based new-to-practice registered nurses and their preceptors. J Contin Educ Nurs. 2010;41(4):163–171.
  • Pellico LH, Brewer CS, Kovner CT. What newly licensed registered nurses have to say about their first experiences. Nurs Outlook. 2009;57(4):194–203.
  • Ulrich B, Krozek C, Early S, Ashlock CH, Africa LM, Carman ML. Improving retention, confidence, and competence of graduate nurses: results from a 10-year longitudinal database. Nurs Econ. 2010;28(6):363–375.
  • Williams CA, Goode CJ, Krsek C, Bednash GD, Lynn MR. Postbaccalaureate nurse residency 1-year outcomes. J Nurs Adm. 2007;37(7/8):357–365.
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When Is Gossip a HIPAA Violation?

When Is Gossip a HIPAA Violation?

Carolyn Buppert, NP, JD
Posted: 07/11/2012

Question:

A reader asks: Is it against HIPAA regulations for a supervisor to tell other employees about an employee's medical condition, such as diabetes, substance abuse problems, or cancer, without permission?
Response from Carolyn Buppert, NP, JD
Attorney, Law Office of Carolyn Buppert P.C., Bethesda, Maryland

How Was the Information Obtained?

Whether sharing your private information about your medical history is a violation of HIPAA (the Health Insurance Portability and Accountability Act of 1996) depends on how the supervisor obtained the information. If the supervisor accessed your medical records, then HIPAA would apply. If the supervisor has information about your medical conditions because you gave her that information or because you have discussed your health issues in the workplace, then HIPAA probably does not apply.

What HIPAA Covers

HIPAA requires "covered entities" (a person or organization who furnishes, bills, or is paid for healthcare in the normal course of business) to implement safeguards to ensure that an individual's health information is used only for purposes related to treatment, payment, or healthcare operations, and that only the minimum amount of necessary information is disclosed. "Safeguards" include organizational policies that prohibit healthcare workers from accessing the records of individuals who are not their patients, prohibit a staff member from disclosing information about a patient to individuals who don't need to know, and require password protection of the organization's medical records. When healthcare workers access an individual's record, they may use or disclose an individual's health information only for purposes related to treatment, payment, or healthcare operations and may use only the minimum amount of information necessary to perform the work.
HIPAA covers all medical records and other individually identifiable health information used or disclosed by a covered entity (a hospital, facility, practice, or clinician) in any form, whether electronic, paper, or oral. Disclosures can be made only to individuals who need to know the information to treat the patient, obtain payment, or conduct the practice's operations.
The HIPAA definition of healthcare operations includes[1]:
  • Conducting quality assessment and improvement activities and population-based activities related to improving health or reducing healthcare costs;
  • Reviewing the competence or qualification of healthcare professionals; evaluating practitioner, provider, and health plan performance; and conducting training programs and accreditation, certification and licensing, or credentialing activities;
  • Underwriting, premium rating, and other activities relating to the creation, renewal, or replacement of a contract of health insurance or health benefits;
  • Conducting or arranging for medical review, legal services, and auditing functions;
  • Business planning and development; and
  • Business management and general administrative activities of the entity.

Three Hypothetical Scenarios

In a setting where the nurse is both a patient and an employee, whether a HIPAA issue may be involved depends on the circumstances. Let's look at 3 hypothetical scenarios.
Scenario 1. Your supervisor knows that you have had some issues with substance abuse because you told your colleague/friend about it and the colleague/friend told someone else, who then told your supervisor. Now, the supervisor has told someone else at work that you had a history of substance abuse and therefore shouldn't be alone in the medication room. Or, perhaps the supervisor told an administrator about your history and recommended that you not be promoted. In this scenario, there is no HIPAA issue. The supervisor hasn't obtained the information from your medical record.
Scenario 2. You were a patient of one of the clinicians at the multispecialty practice where you work. Your supervisor was not involved in your treatment, but he or she nevertheless accessed your medical record and read your problem list. The supervisor then told someone else at the practice about your problems. Here, we have a HIPAA issue. The supervisor did not have a valid reason to access your record for treatment -- eg, payment or healthcare operations.
Scenario 3. Your supervisor was involved in your treatment. She conveyed the information she learned about you to someone who was not involved in your treatment and didn't need to know the information for treatment, payment, or operational purposes. This is a HIPAA violation because the supervisor, in discussing your problems with others, is not limiting his or her use of your private information to what is necessary to treat you, to get payment, or to conduct operations.

What You Can Do

If you believe that your supervisor has violated HIPAA, you may report the matter to the Office of Civil Rights (OCR). You will report an organization, rather than an individual, because it is the organization's responsibility to safeguard the records. The OCR can levy fines on organizations that violate the HIPPA rules. The OCR could fine the organization, and the organization could discipline the supervisor.
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Providing Care During Ramadan


  
 
Providing Care During RamadanWith cultural awareness and planning, clinicians can help keep Muslim fasting patients healthy.Focus on improving cultural awareness and assisting in decision making.

By Harrison Reed, PA-S


The woman collapsed at home and even if my colleagues knew how it happened, they didn't understand why.

The thorough clinicians asked enough questions for the 80-year-old to begrudgingly admit that she hadn't had anything to eat or drink all day. No one asked why an elderly woman with diabetes would do that. And, certainly, no one dared to ask if her religion might have affected her health.

Well, almost no one. My patient, admitted to the hospital for a fall due to dehydration and hypoglycemia, had abstained from food and water all day as a testament to her religious faith.

This year, millions of Muslims around the world will fast from just before sunrise to just after sunset in celebration of Ramadan, the ninth month of the Islamic calendar. Despite the availability of medical exemptions, many Muslims with pre-existing medical conditions will fast. Most will never consult a clinician before doing so.
Because Muslims follow a lunar calendar, the dates of Ramadan change each year. In 2012, Ramadan starts after sunset on July 19 and, in North America at least, Muslims will fast during the longest, hottest days of the year. Muslim leaders exempt certain groups from fasting, including children, travelers, pregnant women, the elderly and the sick.

However, some Muslims with chronic conditions may still choose to fast; they may not consider themselves sick or they may simply prioritize their religious dedication over the perceived health risks. They may discontinue medications or alter their treatment regimens to fast. Some develop dehydration and hypoglycemia.

In many cases, primary care providers are not even aware their patients are fasting.

Preventing Negative Outcomes
The best way for providers to prevent negative outcomes from fasting - and to improve their relationship with patients - is through an open discussion. It is easy to start:

As part of your social history, ask your patients if they practice any particular religion. (For most, this is no more intrusive than asking about drug use or sexual history.)

If patients disclose that they are Muslim, ask what their plans are for Ramadan. It is important to allow patients to fully explain their religions customs and priorities because fasting practices can vary widely depending on the community, religious leader or person.
For example, some Muslims fast by abstaining from anything that gives them strength or energy. This may include food and water but may not include medications like an albuterol inhaler.

Other Muslims may consider fast broken if anything enters the "5 holes": the ears, nose, mouth, vagina or anus. For these patients, an inhaler would break their fast - and so would a pelvic or rectal examination.
Once a clinician fully understands a patient's practices during Ramadan, the provider can explain any medical risks and allow the patient to make informed decisions about fasting.
Minimizing Risks
Because of widely varying fasting criteria and the innumerable health differences among patients, no single set of recommendations is appropriate for every patient.

Once a clinician has completed the most vital first step - listening to the patient - he or she can apply medical expertise and clinical experience to minimize the health risks while still respecting cultural priorities enough to ensure adherence.
A young man with type 1 diabetes told me he is now considered an adult in his community and would like to fast during Ramadan. "This is a condition I have had my entire life," he said. "It is just something I deal with. I don't consider myself sick."
I posed this scenario to a pediatric endocrinologist who suggested changing his medication regimen from regular insulin and NPH at mealtime to a long-acting insulin glargine given after sunset each evening.

We made an agreement with the patient that he would regularly check his blood sugar throughout the day (not breaking his fast) and have a target glucose level at which he would break his fast and eat, if needed.
Patient-Centered Decision Making
Every patient determines his or her religious priorities and, when fully informed, how they weigh against any medical risks.

Patient-centered decision making has gained popularity as clinicians increasingly focus on protecting the ethical principle of patient autonomy. While medical providers are influential voices, they can rarely force someone to abandon a lifetime of strong cultural or religious practice.

Muslim patients have told me that they often assume their medical providers disapprove of their fasting and never broach the subject at check-ups.

One woman told me she often rearranged her own medication dosing during Ramadan. When she went to her primary care provider for help, he told her she could no longer fast.

"I just went and found a new provider," she said. "One who understands and will work with me and my medications."
As healthcare providers, we often anguish over patients who, in our perspective, do not take the most straightforward and logical approach to their health.

During Ramadan this year, clinicians should focus on improving their cultural awareness with each patient. A better provider-patient relationship - and improved health outcomes - will follow.

  • Author's note: Information for this article was provided by Muslim chaplains at Yale University and Yale New Haven Hospital.
Harrison Reed is a student in the physician assistant program at Yale University in New Haven, CT.

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Controversy surrounds health care contract workers

Controversy surrounds health care contract workers - CNN.com
CNN.com
(CNN) -- Since a temporary radiologic technologist was accused of stealing drugs from a New Hampshire hospital and giving patients hepatitis C through infected syringes, troubling reports of his past have emerged -- casting a spotlight on the staffing industry as a whole.
David Kwiatkowski worked in 13 hospitals in eight states between January 2007 and July 2012, when he was arrested in a Massachusetts hotel room "in an intoxicated state," according to court documents. During that time he was employed by at least two staffing firms: Triage Staffing and SpringBoard Healthcare Staffing.
A surge of contract employees have entered the work force since 2009, according to the U.S. Bureau of Labor Statistics. Businesses turned to staffing firms to handle their workload until they were more certain of their company's future. More than 25% of all new jobs created were temporary.
The health care industry was especially affected by the economic downturn in recent years, said American Staffing Association spokesman Steve Berchem. Patients put off elective procedures amid hospital uncertainty over effects of the Affordable Care Act.
"Many health care professionals were seeking the flexibility that contract work allowed and were leaving hospitals with vacancies," Berchem said. "Hospitals are turning to staffing firms to fill those vacancies to make sure they have the employees and staff and skills they need to ensure quality care."
Approximately 1.7% of the health care industry's work force is now composed of temporary or contract workers, according to ASA data. That's about 240,000 employees, compared to the nearly 14 million full-time health care workers in the United States.
But those temporary employees play an important role in hospitals, Berchem said. They fill in gaps in almost every field -- from nurses to physicians to med techs and administrators.
David Kwiatkowski was arrested and charged in connection with an outbreak of hepatitis C.
David Kwiatkowski was arrested and charged in connection with an outbreak of hepatitis C.
While the hepatitis C infections have prompted concerns about whether contract workers are providing substandard care, research shows the opposite is generally true.
A 2007 study conducted by the Center for Health Outcomes and Policy Research at the University of Pennsylvania showed that temporary nurses are often better educated and more recently trained. Berchem said hospitals that do not use temporary workers tend to have more negative patient outcomes because they have fewer staffing resources overall.
Still, the Kwiatkowski case raises questions about the hiring process for both temporary and permanent health care workers.
The case is not the first regarding a health care worker accused of harming patients during a career punctuated by troubling incidents. In 2005, a New Jersey law took effect requiring health care professionals or companies to notify the state Division of Consumer Affairs of concerns or misconduct of health care workers who could endanger patients.
It was passed after nurse Charles Cullen was accused of killing more than 20 people in the state. Cullen reportedly was hired at a number of hospitals during his career in spite of what officials said was a questionable employment record.
Two years ago, Kwiatkowski was fired from Arizona Heart Hospital in Phoenix when a fellow employee found him passed out in the men's bathroom, according to documents obtained by CNN. A few weeks later, he was working at Temple University Hospital in Pennsylvania.
The staffing agency that employed Kwiatkowski at the time, SpringBoard, reported the incident to the American Registry of Radiologic Technologists, according to a spokeswoman for the agency.
The ARRT said this week that they did not punish Kwiatkowski because they did not have firsthand evidence of the 2010 incident. And the director of the Arizona Radiation Regulatory Agency said officials stopped their investigation when Kwiatkowski moved out of state.
Confused? So are investigators, who are still working to sort out all the facts.
Scott Schnierer, vice president of business development for Comforce Staffing Services, said that most staffing firms conduct a seven-year background check on potential employees. They will also do on-site drug tests and verify a candidate's credentials.
"We're the legal employer of record," Schnierer told HLN last week. "We insure them, we pay their payroll taxes. So while 'temporary' or 'contract worker' may have a certain reputation or connotation, we take them very seriously. ... We take the full HR responsibility as any direct employer would."
If there is a problem with an employee, hospitals are asked to report it to the staffing firm, he said. Either party can take disciplinary action.
"Basically, it really falls down to the department level," Schnierer said. "If they want to put it under the rug, things can happen. But it's up to the department manager to report it to HR. HR should inform the staffing firm -- that's the only way we'll know."
One of the biggest problems, Schnierer and Berchem agree, is that former hiring managers are often unwilling to disclose the reason for a past employee's termination, creating holes in a background check.
And it's not just a problem for staffing firms. Kwiatkowski was charged with stealing drugs from Exeter Hospital, where he was hired as a full-time employee.
"Many employers are fearful of litigation and will verify employment dates only," Berchem said. "The system is only as good as the information available."
HLN's Allison Rampley contributed to this report.
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Tuesday, July 24, 2012

Nurses' Perceptions of Unaccompanied Hospitalized Children


Nurses' Perceptions of Unaccompanied Hospitalized Children

Cristine A. Roberts, PhD, RN,
Posted: 07/16/2012; Pediatr Nurs. 2012;38(3):133-136. © 2012 Jannetti Publications, Inc.

Abstract and Introduction

Abstract

The purpose of this study was to acknowledge and interpret the stories and perceptions of pediatric nurses who care for children left unaccompanied during their hospitalization. This was a phenomenological qualitative study conducted via interviews using open-ended questions. The study was conducted in a large Midwestern pediatric hospital that has both urban and suburban settings. Twelve nurses voluntarily completed the interviews. Recruitment was accomplished though a group e-mail that was sent to all registered nurses at the hospital complex. Nurses made assumptions about families particularly when the family did not communicate the reason for their absence. Unaccompanied children received equal nursing care but often received more attention than children whose families were present. Care for unaccompanied hospitalized children presents more challenges to nurses and may not be optimal for children. Nurses should examine their feelings and judgments about non-attendant families. Staffing levels should take into account whether the child has a guardian at the bedside.

Introduction

Pediatric nurses often care for hospitalized children of all ages whose parents either cannot accompany them or chose not to be present. The current and widely held philosophy of family-centered care assumes that parents will participate in their child's care. Nurses, at times, face the dilemma of how to best care for children and prepare for their discharge without adequate family support. The "Code of Ethics for Nurses with Interpretive Statements" (American Nurses Association, 2001) makes clear that nurses must strive to respect their patients without prejudice. Does that extend to children's parents when the parents' concern for their child is not obvious by virtue of their presence?
Sixty years ago, the philosophy of care of sick children was quite different. Health care professionals did not seek the company or assistance of parents in caring for their hospitalized children. Before the advent of antibiotics and private hospital rooms, the fear of infectious disease took precedence over the effects of parent-child separation. In the mid 1950s, committees were formed in both the United Kingdom and the United States to protect the psychological welfare of children as well as their physical well-being (Harrison, 2010; Roberts, 2010). It was recommended that hospitalized children not be separated from their parents. Pediatric nurses have witnessed a paradigm shift as parents are now expected to remain with their hospitalized children. Along with the shift, there are many uncertainties for nurses, parents, and children.

Background

Very few studies have been published regarding nurses' perceptions of children who are alone in the hospital. Livesley (2005) and Zengerle-Levy (2006) have explored the stories of nurses who care for unaccompanied children. Both researchers used qualitative methods to interview nurses and found almost unanimous agreement that separation from parents was a significant concern for their young patients. Although little is known about nurses' perspectives, even less is known from the perspective of the child or parent (Roberts, 2010).
The burning question that initiated this research was: How do nurses make sense of caring for children who are unaccompanied in the hospital? The interview questions were aimed at listening to pediatric nurses' experiences and feelings regarding this phenomenon. This study was conducted using qualitative, phenomenological methodology and received Institutional Review Board approval. All nurses at a Midwestern children's hospital that has both an urban and suburban campus were given the opportunity to be interviewed.
Several nurses volunteered. After interviewing seven registered nurses (RNs), purposive sampling was employed to ensure diversity of subsequent participants. The additional nurses were recruited to represent greater variation by workplace, years of experience, gender, and race/ethnicity. The participants represented both genders; while most nurses were Caucasian, two were African American, and one was Latino. The range of work experience was from 8 months to 32 years. These pediatric nurses spoke for a variety of workplaces, including the emergency department (ED), operating room (OR), pediatric and neonatal intensive care, and several medical/surgical units. Although each nurse's stories were unique, by the 12th interview, it was evident that there was much similarity in nurses' feelings about the children and parents, and saturation was reached.

Nurses' Perceptions

Qualitative research methodology was used to guide interviews and conduct content analysis. Audiotapes were transcribed verbatim, and the investigator used a process of dwelling in the data and intuitively processing the phenomenon until meaning was derived (Polit & Beck, 2004). Two nurse consultants read all transcripts and collaborated on the findings establishing trustworthiness of the analysis. The following themes emerged: 1) reasons for absence, 2) variation by unit, 3) difference by age, 4) safety issues, 5) outcomes of care, and 6) judgmental feelings.
Nurses' perceptions about the phenomenon of unaccompanied hospitalized children revealed their insights and concerns. Many stories carried a similar theme of a sad or frightened child. The participants gave reasons why parents could not be present with their child. They talked about specific circumstances that prohibited parental presence. The age of the child largely determined the effect on the unaccompanied child. Differences were sometimes dependent on which type of nursing unit the child was situated. Nurses talked about their feelings for themselves, and their feelings toward the children and their parents. Nurses were challenged in the interviews to verbalize how they would operationally define an unaccompanied hospitalized child and what meaning this phenomenon had for them. When participants ex pressed their feelings as pediatric nurses about unaccompanied children, they used words that ranged from sad to bitter for the children and compassionate to angry toward the parents.

Reasons for Parents' Absence

A recurring theme was that many parents could not reside with their child at the hospital due to basic economics. They had to work to provide for the family or keep insurance. Lack of transportation might also be a result of financial hardship, requiring parents to be dependent on the local bus schedule or cab vouchers provided by social services. Some parents lived a great distance from the hospital. One single mother moved to the city to be close to her child, only to find that she had no immediate support from family members and could not take the siblings to the hospital as a consequence of H1N1 influenza quarantines. Chronic disease was especially difficult because the length of frequent hospitalizations usually exceeded the number of days parents could be absent from work. Several nurses shared that children with cystic fibrosis or sickle cell disease spent more time without family as they got older. Acute disease was sometimes easier for the family because it was often time-limited. One nurse cited examples on the oncology unit of parents' co-workers pooling their own paid-time-off and donating it to parents who needed extended time to be with their child.
A chronically ill child with short gut syndrome lived at this hospital for most of his early years. One interviewed RN recounted caring for him when he was 3 years old. She was able to spend the entire day with him because her other 1:1 patient was discharged. After that day, he asked to go home with her every time she worked, as described below:
[Child speaking] "I'm going to go home soon, and I'm going to go home with you." And I was like, "No, sweetie, you are going to go home with your mommy or your dad." And he…just started crying, and I felt so horrible… And he had his little backpack…because he has the NG feeding going, and he had a little backpack, it was in his backpack. And he came, and he was walking, and he [said to me], "I'm going home with you, ok?
Caring for the sick child's siblings was cited as a reason for parental absence almost as often as financial concerns. This was a predominant theme from the ED nurse. When a child came to the hospital for an emergency, the parent would often have to leave and find suitable care for the siblings. Another nurse from the suburban hospital spoke about the parents of a set of quadruplets. One of the children had chronic health problems that necessitated many inpatient days. The father had to maintain his job, and the mother had three other young children who required her care.

Variations by Nursing Unit

The stories from nurses varied considerably by the nurse's workplace. If the neonatal intensive care (NICU) infant was the first-born, mothers would already have time off from work through maternity leave benefits. The parents might visit less frequently and appear to detach from the infant if the infant was hospitalized for an extended time period. In the ED, many adolescents sought care without their parents. The nurse stated that staff always tried to contact parents, but many times, parents were unavailable or sometimes chose not to make the trip to the ED. A particularly chilling image was recounted by the OR nurse. Children who became organ donors appeared just like other anesthetized children until their organs were harvested. As the ventilator was removed and vital processes ceased, the child was frequently surrounded only by strangers – the operating room staff.
Even on medical units, parents sometimes left without informing the young child or staff. An incident was described of a mother leaving while the 2-year-old daughter received intravenous access attempts from isolation- garbed health care staff, only to return to an empty room with no familiar arms to comfort her. Another nurse depicted an experience of overwhelmed parents leaving after their child was admitted. They did not return for several days, and staff could not reach them. The following describes the scenario when the parents returned:
Actually [the patient] was doing really bad; we actually had to transfer him to the PICU. But we never could get a hold of parents… I think the third day they finally came back to the hospital without being [asked], checking what's going [on], anything like that. So, [parents] "Where's my child?" [Nurse] "Well…we have a lot to talk about."

Differences by Age

Nurses seemed to agree that the effect of parental absence was more detrimental to children between midinfancy to early school age. Participants believed that more young infants and adolescents were left unaccompanied than children between those age extremes. Their impression was born out by an incidence study conducted by this author (Roberts, 2010). The RNs cited that there seemed to be a distinct age when infants could no longer be comforted as easily by the care staff as by their parents. Toddlers were often staff-anxious and could not comprehend the hospitalization experience. School-age children acted bored, leading nurses to wonder if the pain they described was physical or existential. Experiences with teenagers without family present were illustrated by many of the interviewees. Adolescents seemed to be as concerned about separation from friends and putting on a tough façade. One nurse mentioned that school-age children and adolescents were accustomed to spending long periods of time without their parents and that they seemed to adjust better than younger age groups. The following quote expresses the heartbreak of caring for toddlers who are alone in the hospital:
But when it'…an 18-month-old that's alone, it's a whole different story because they're not going to just be content to lay in the crib and watch the mobile. They need somebody in there. They are going to scream and cry if you leave them in the crib alone. And it just requires a lot more time. And…it's just hard. I don't have time to be in the room with them all the time, obviously, because it's not my only patient.

Safety Concerns

Safety is always a priority in nursing care. It was not surprising that participating nurses mentioned fears for the safety of unaccompanied children. Their concerns ranged from anxiety for unaccompanied siblings darting around the ED waiting room to children in isolation rooms getting tangled in their tubing. Adolescents who appeared in the ED without parents often elicited unease for the nurses, particularly pondering the veracity of their medical histories. Unaccompanied toddlers needed to be placed in cage cribs for their own safety. This was disheartening to nurses who observed them cry and struggle to get free. Placing a young unaccompanied child in a regular bed was even more frightening because there were too many sources of potential injury in their environments. In the pediatric intensive care (PICU), a nurse revealed that parents who were vigilant noted physical signs in their children that busy nurses could not observe. These events ranged from subtle seizures that were not detected on the monitors or potential infusion malfunctions. Nurses expressed that children without parents in attendance were often more highly sedated. Another danger was sustained crying in infants with hemodynamically unstable congenital heart defects. Crying necessitated that nurses comfort these fragile infants during their parents' absence.
A prevailing theme was that parents' unavailability during hospitalization led nurses to fear that parents were not prepared for their child's home care. If the parents only returned to the hospital to retrieve their child, discharge teaching be came expedient. There may not be time for skills practice, or physicians may be unavailable to answer parents' questions. Many participants commented that this scenario could add to the length of stay and expense.

Differences in Perceived Outcomes

Almost all nurses believed that unaccompanied hospitalized children received the same level of restorative care as children who were accompanied. Many participants believed that nurses spent more time with unaccompanied children. Perceived differences were not limited to deficient parental time; nurses were concerned about the lack of bonding between parent and child, resulting in potential developmental delays. A PICU nurse talked about a 6-month-old who was still being swaddled and treated as a newborn by the nurses. The infant could not explore his environment with his arms or legs, thereby limiting appropriate stimulation. On the medical/surgical units, young children were often brought out to the nurses' station, allowing them to interact with people and observe events outside their rooms. A compelling scenario as described by one study nurse was of infants laying in their cribs for four hours between vital sign assessments. A problem that may be specific to children in intensive care units was that parents need to be present to make end-of-life decisions. A PICU nurse reiterated the words of parents who have not seen their child's suffering "Do everything you can… Save them no matter what it takes." Basic collaboration is often missing when parents cannot be present, and children may suffer from the disparity.

Stories of Judgment

Study participants may have represented a select group of nurses who were more aware of their feelings about family inequities. Overall, they were willing to state that they sometimes judged parents but attempted to understand the situation from the parents' perspectives. They voiced that they occasionally felt like babysitters for parents. The more experienced nurses expressed that they often needed to correct damaging stereotypes among other nurses. One nurse spoke of challenges when caring for victims of child abuse and reserving judgment against the parents. Foster parents seemed to be the most immune from judgment.
A nurse participant revealed the moment she ceased judging parents. It was the experience of a mother who ran over her own child with a lawnmower. This mother had arranged for a babysitter and went to a home nearby to mow. The babysitter brought the child over to where the mother was mowing, and the child ran in front of the mower. The nurse stated, "Oh my God, she ran over her own child with a lawnmower…but she'd done all the things you were supposed to do. To where I thought…I'm not here to judge, I'm here to take care of this child."
Negative appraisals may deter parents' hospital presence or make them fearful to leave. A study participant commented that although it is helpful to hear the rationale for parents' absence, she realized that divulging personal information becomes a source of gossip among nurses. Families were stereotyped and labeled as "problems" in report. One nurse found that after offering water to a wheelchair-bound grandmother who was labeled as a problem, rapport was established with the family. One mother brought her infant back to the hospital and told social services that she could not provide the necessary care. This interviewee applauded the mother's strength and self-awareness. She chose not to judge her for her inability to deliver care, realizing that the infant would be safer with foster parents. The pediatric nurses speculated that many parents were apprehensive about leaving their child in the hospital for fear that something bad would happen.
Parents are worried about being judged as bad parents. A mother who could only visit on the weekends asked her nurse, "Is anybody going to think badly of me?" The nurse's response was that nurses did not feel bad toward the mother but felt bad for the child. The nurse described the situation as follows:
You go in to read to him, and he is stimulated by it, and you can tell he is happy, and he is calm. But the rest of the time, he just cries and arches, and everyone just thinks that he is just a miserable, fussy baby. But he never has anybody to bond with, and he never has consistency or somebody to hold him.
There was a slight perception that racially/ethnically diverse parents were treated differently than Caucasian parents. Reports were that Latino children were often surrounded by family. Nurses stated that African-American children were often unaccompanied. Racial differences may be confounded by socioeconomic status in some cases. An African-American nurse stated that Caucasian parents were judged less harshly when circumstances were equal.

Definitions of an Unaccompanied Hospitalized Child

The nurses were asked to invent their own definition of an unaccompanied hospitalized child. There was considerable variation in their definitions, and an actual definition was not developed. Some nurses defined the phenomenon by the length of time the parent was absent, some by the child's age or diagnosis, and some were philosophical. Many nurses accounted for the parents' extenuating circumstances before defining the child as alone. Some participants defined "accompanied" by the child's age; younger children's (excluding newborns) parents needed to be present for longer periods of time. The hospital unit staff informally determined appropriate timeframes for parental presence. In the PICU, parents were considered to be present if they visited once each day. On some of the medical/surgical units, parents were present if they were in the child's room all day leaving for up to one hour no more than three times each day. The NICU nurse stated that neonates were never unaccompanied because nurses were vigilant. Other nurses concurred that although parents were not in attendance, there was always a nurse watching over the child.

Meaning of the Phenomenon

Making meaning of the phenomenon was the most difficult question for the participants to answer. Nurses had to scrutinize their personal feelings of parental responsibility. Upon examining the historical perspective that 60 years ago parents were uninvited visitors to their sick child, it makes sense that many families still believe that children are expertly cared for in their absence. Hospital practitioners continue to convey to families that they offer the child the best therapeutic care. The paradigm has evolved according to the pediatric nurse participants in this study. The current belief is that parents provide the best emotional care. Some nurses articulated that when parents had to make choices, leaving their child in a safe place was the best alternative.

Implications for Nursing

Interviews were conducted with 12 pediatric nurses who represented a range of ages, encompassed both genders, were inclusive of some racial/ethnic diversity, and exemplified many different clinical units. Research questions elicited nurses' perceptions of unaccompanied hospitalized children. Specifically, questions were designed for responses about equality of care between children with parents in attendance and those without their parents present. It was apparent that children without parents in attendance received more of the nurse's time. Potential solutions include incorporating an inquiry about the parents' ability to stay with their child during admission data collection. Attempts to assign the same staff to unaccompanied children would be advantageous but difficult to execute in a three-day work week. Some nurses described taking children as their "primaries," but unit policy dictated that parents had to be in attendance and give permission to set up this nursing plan.
Two significant safety issues were uncovered in this small sample. The first was the perception that unaccompanied children were often more sedated. The second was that unaccompanied children were sometimes swaddled at ages beyond when developmentally appropriate. Sedation and restraint of movement can lead to iatrogenic secondary difficulties, such as skin breakdown, medication withdrawal, respiratory depression, and bradycardia (Cote, Notterman, Karl, Weinberg, & McCloskey, 2000; Tobias, 2000). It seems essential that staffing ratios should incorporate more than the child's diagnosis and scheduled nursing interventions, but also whether parents will be in attendance.

Conclusion

Pediatric nurses are aware of the increased needs and safety concerns of unaccompanied hospitalized patients. In addition, this study revealed nurses also need to be aware of judgmental attitudes. Prejudging is part of human behavior, but prejudice is a result of stereotyping people when failing to understand other perspectives. According to Yagil, Luria, Admi, Moshe-Eilon, and Linn (2010), nurses should become mindful of their own preconceptions about families. The nurse participants were clear that the lack of parental presence for hospitalized children was challenging for nurses and possibly detrimental to these young patients. In reality, all parents cannot be with their hospitalized children at all times. Acceptance of this is paramount and can foster open communication with families who cannot be in attendance. As one nurse stated, "It is the nurse's responsibility to involve, empower the family." When parents feel valued by nursing staff, it is likely that even our youngest patients can sense harmony among the adults caring for them.

References

  • American Nurses Association. (2001). Code of ethics for nurses with interpretive statements. Silver Spring, MD: Author.
  • Cote, C.J., Notterman, D.A., Karl, H.W., Weinberg, J.A., & McCloskey, C. (2000). Adverse sedation events in pediatrics: A critical incident analysis of contributing factors. Pediatrics, 105(4), 805–814.
  • Harrison, T.M. (2010). Family-centered pediatric nursing care: State of the science. Journal of Pediatric Nursing, 25(5), 335–343.
  • Livesley, J. (2005). Telling tales: A qualitative exploration of how children's nurses interpret work with unaccompanied hospitalized children. Journal of Clinical Nursing, 14, 43–50.
  • Polit, D.F., & Beck, C.T. (2004). Nursing research: Principles and methods (7th ed.). Philadelphia: Lippincott Williams & Wilkins.
  • Roberts, C.A. (2010). Unaccompanied hospitalized children: A review of the literature and incidence study. Journal of Pediatric Nursing, 25(6), 470–476. doi:10.1016/j.pedn.2009.12.070
  • Tobias, J.D. (2000). Tolerance, withdrawal, and physical dependency after longterm sedation and analgesia of children in the pediatric intensive care unit. Critical Care Medicine, 28(6), 2122–2232.
  • Yagil, D., Luria, G., Admi, H., Moshe-Eilon, Y., & Linn, S. (2010). Parents, spouses, and children of hospitalized patients: Evaluation of nursing care. Journal of Advanced Nursing, 66(8), 1793–1801. doi:10.1111/j.1365–2648.2010.05315.x
  • Zengerle-Levy, K. (2006). Nursing the child who is alone in the hospital. Pediatric Nursing, 32(3), 226–231.

    Additional Reading
    Roberts, C.A., & Messmer, P.R. (2012). Unaccompanied hospitalized children: Nurses search for understanding. Journal of Holistic Nursing, 30(2), 117–126.


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