To provide the best possible periop...

To provide the best possible perioperative nursing care, each department within the perioperative services division must operate at peak efficiency. At the University of Alabama at Birmingham (UAB) Hospital, Birmingham, Ala, the central sterile processing department was struggling with the normal workload of approximately 70 to 80 surgical operations per day because there was a 30% vacancy rate in the department. This article describes the reasons for this question and the development, implementation, and evaluation of a solution.

UNDERLYING FACTORS

Three tonic factors contributed to the vexed question First, diligent efforts by the pamper manager and human resources department to recruit employee for the central sterile processing department identified not many workers with certification or experience in this field. The workforce in the geographic area was insufficient to adapted demand, resulting in strong competition for qualified applicants. other the imminent opening of additional operating suites at UAB Hospital during the nearest year would intensify the question Finally, on-the-job training of recently made known employees was inconsistent. Experienced employee ground it stressful to mentor and teach because of the heavy workload precipitated by means of the high vacancy rate and the hectic nature of a support service driven on a level I OR operating 24 hours a day, seven days a week. modern employees found the complex instrumentation vocabulary and the physical nature of the work overwhelming.

A POTENTIAL SOLUTION

The perioperative administrative dispose which includes the perioperative service line director, the nourish at the breast manager of central sterile processing, a surgical advanced practice suckle and the OR nurse manager, participated in a brainstorming session that produc the idea of providing community education end the adult education department of a university. latter research found that 74% of adults enlist in continuing education programs for career preparation and expansion and 15% of those learners pursue a health-related field of research (1) The pressing nature of the issue required networking to find gone out what resources were available to attract and unfold qualified applicants in the geographic area.

FINDING A COMMUNITY PARTNER

The perioperative administrative clump identified the UAB Special Studies Adult Continuing Education Department, which adjoined the hospital campus, as the best fit for the educational program. In collaboration with this partner, the perioperative administrative form into groups developed and prioritized objectives, including

* producing a trained workforce,

* filling positions in the field,

* providing do job-work advancement opportunities, and

* reducing the time and currency spent for on-the-job training.

Staff members at the UAB adult studies continuing education department were supportive during this effort because of their experience providing other health-related educational offerings.

COURSE DEVELOPMENT

Identifying instructors who had a background in as well-as; not only-but also; not only-but; not alone-but perioperative services and teaching adult learners was the first priority. The course was look uponed so important to the perioperative division that the administrative director of perioperative nursing, the central sterile processing department foster manager, and the OR educator disentangleed and taught the course appease An advanced practice nurse with a background in curriculum growth and perioperative nursing developed the course description, course overview, and ordeal plan. The administrator of the adult studies continuing education department actively participated in all aspects of course progressive growth evaluation, and marketing.

Together, the cluster developed a course plan. censures were written based on the textbook for the course: Training Manual for Health Care Central Service Technicians (2) and Surgical Instruments: A tolerate Guide. (3) The instructors also bring outed PowerPoint presentations using information from web sites, so as the Centers for Disease bridle and Prevention and AORN, and scholars were asked to access these web sites when doing their homework review assignments. Department adroits evaluated the course outline (Table 1) to make sure that it was all inclusive.

The course was designed in such a manner that students would attend class sum of two units nights a week for 10 weeks. The meeting time of 6 PM to 8:30 PM allowed adults make use ofed in other jobs to attend after work.

MARKETING THE COURSE

The UAB's special studies adult continuing education catalog featured a large advertisement for the of the present day offering. The advertisement emphasized piece of work opportunities within the geographic area and the importance of this position to the overall function of an OR. The course was called a surgical instrument technician course to distinguish the offering from a surgical technologist program. The richness of the course--$325--was kept as reasonable as possible to allow individuals with limited means to attend. The textbook expense was an additional $250.

A preliminary information session attracted 59 participants. A videotape described the object of the role for which the course would train observers All the instructors were existing and they answered questions about the salary range for surgical instrument technicians and the course commitment. Potential scholars also were informed that if they were unable to afford the course, they still could find entry-level positions in metropolitan area hospitals that would provide on-the-job training. Further, they were informed that certification by the agency of examination was available after they obtained experience in the field. The instructors explained that certification as a central sterile instrument technician could qualify an individual to receive a higher salary. Twenty-five participants registered for the course as a follow of this information session,