Best Practices Recruitment and Retention by qpv40869


									Nursing and Nursing Assistive Personnel
      Recruitment and Retention

Replicating Best Practices Across Iowa

             Summary Report

            September 2004

       Center for Health Workforce Planning
          Bureau of Health Care Access
           Division of Health Promotion
          and Chronic Disease Prevention
         Iowa Department of Public Health

                       Table of Contents

Purpose of Report                                                    3
Overview of Center for Health Workforce Planning                     3
Purpose of Nursing and Nursing Assistive Personnel Demonstration
Projects and Mentoring Programs
Review of Demonstration Projects
  Generations, Incorporated                                           7
  Hancock County Memorial Hospital                                    9
  Iowa Association of Colleges of Nursing                            11
  Iowa CareGivers Association                                        13
  Mercy Medical Center - North Iowa                                  15
  Ottumwa Regional Health Center                                     17
  Southeastern Community College                                     19

This publication was made possible by grant number 2 U79HP00009-02-00 from Bureau
of Health Professions, Health Resources and Services Administration, U.S. Department
                            of Health and Human Services.

    These grants were administered through the Iowa Department of Public Health
                       Center for Health Workforce Planning
                            Lucas State Office Building
                                 321 E. 12th Street
                          Des Moines, Iowa 50319-0075
                                  (515) 281-8309

           Iowa Department of Public Health


Purpose of Report                                  Nurses, the Iowa CareGivers Association
The purpose of this report is to share             and others. Federal funding is
identified best practices for recruitment          administered through the Bureau of Health
and retention of nursing and nursing               Professions, Health Resources and
assistive personnel as identified by local         Services Administration, U.S. Department
experts in communities across Iowa. From           of Health and Human Services. In 2003,
October 2002 through July 2004, the                Public Law 108-07 authorized an
Center for Health Workforce Planning in            additional $1 million to sustain the work of
the Bureau of Health Care Access, Iowa             the Center for a second 12-month period,
Department of Public Health, funded seven          ending July 31, 2004. The center
demonstration projects with the intent of          anticipates a total of $775,000 to continue
identifying successful recruitment and             its work for a third year.
retention strategies. This report provides a
summary of the goals, strategies,                  Vision Statement
challenges, and contact information for            The Center for Health Workforce Planning
each of the projects. It is intended to be a       will support a sustainable, competent and
resource for employers of nurses and               diverse health workforce through
nursing assistive personnel around the state       systematic data collection about workforce
to develop, modify and share innovative            supply and demand, and technical
and tested strategies to recruit and retain        assistance to local communities, in
this workforce. This report is available on        partnership with public and private
the center’s web site at                           agencies.
care_access_content/rhpc/shortage.htm.             Purpose
Note: The summaries included in this               The purpose of the center is to assess and
report are presented from the perspective          forecast health workforce supply and
of the grant recipients and may reflect            demand; address barriers to recruitment
some editorial changes made by center              and retention; support strategies developed
staff.                                             at the local level that prevent shortages;
                                                   and engage in activities that promote and
                                                   assure a competent, diverse health
Overview of the Center for Health                  workforce in Iowa. The center’s initial
Workforce Planning                                 emphasis on nursing and nursing assistive
On July 23, 2002, the U. S. Congress               personnel was expanded to other health
passed Public Law 107-116, that                    workers in 2004.
authorizing $1.1 million to be directed to
the Iowa Department of Public Health to
establish a Center for Health Workforce
Planning. Funding for the Center was a
result of the efforts of U.S. Senator Tom
Harkin (D-IA) fueled by the work of
Governor Tom Vilsack’s Task Force on
Nursing Shortage, the Iowa Council of


Goals                                               assessing workforce supply and demand,
#1 Expand the Iowa Nurse Tracking                   and developing policies to assure a
System to all counties in Iowa and plan             competent public and personal health
expansion to other health workers.                  workforce in Iowa.
#2 Support best practices for recruitment
and retention of health workers.
#3 Conduct data collection and sharing              Purpose of Nursing and Nursing
about the health workforce in Iowa.                 Assistive Personnel Demonstration
#4 Serve as a central point of contact for          Projects and Mentor Programs
health workforce supply and demand                  In 2002, the center conducted a
information in Iowa.                                competitive application process for three
#5 Support federal and regional initiatives         categories of projects targeting recruitment
to designate shortage areas for nurses and          and retention of nurses and nursing
other health workers.                               assistive personnel. The categories were
#6 Support Iowa Department of Public                1) demonstration projects to identify best
Health initiatives to build and sustain the         practice strategies for successful
public health infrastructure in Iowa.               recruitment and retention, 2) mentor
                                                    programs to facilitate employee retention,
Advisory Committee                                  and 3) personnel stimulus incentive
The center is guided by an Advisory                 packages to reimburse tuition, books,
Committee representing Iowa’s health                mileage and child care expenses incurred
workforce, including nurses and nursing             by individuals enrolled in health education
assistive personnel; education and training         programs. These stimulus incentive
programs; practice settings that encompass          packages were dispersed in three
acute, ambulatory, long-term and home               subcategories to facilities, individuals and
health care; public and private partners;           education programs.
and community leaders. The Committee
provides consultation and direction from            The center awarded a total of $838,152 to
the field, guides the center’s long-term            support the demonstration projects,
plan and evaluation, and communicates               mentoring programs and personnel
with policy makers, legislators and                 stimulus/incentive packages. It provided
stakeholders.                                       grant management, technical assistance
                                                    and site visits during a twelve-month
A comprehensive report on the work of the           contract period. The demonstration
Center for Health Workforce Planning and            projects and mentoring programs provided
its partners is available on the center’s web       final reports in October 2003 that
site at                                             identified best practices. The reports were           made available to the public.
                                                    At the recommendation of the center’s
This report, Building Iowa’s Health                 Advisory Committee, the demonstration
Workforce - 2004, is a resource to                  projects were provided the opportunity to
individuals and organizations who seek to           apply for up to 50% of their initial funding
assure Iowans’ access to health care by             to complete evaluation, replication and


communication of best practices by July
31, 2004. All seven of the demonstration
projects received continuation funding,
completed project evaluation, and
identified opportunities for statewide
replication. This document is a
compilation of the contractors’ summary

                               Demonstration Projects

Organization: Generations,                                   o Mentor II & III received an
Incorporated                                                   additional $0.35/hr (2-year
Project Goal                                                 o Mentor I & III received
Increase the number of individuals                             incentive merchandise (2-
working as certified home care aides.                          year contracts)

Best Practices                                     Challenges
Learning Strategies:                                • We could not provide the same level
 • Provided home care aide certified                   of assistance to trainees and their
    training at no cost to the trainee.                sponsoring agencies when grant
 • Provided a stipend to trainees for                  funding was reduced in the second
    their time spent in training.                      year.
 • Offered some minimal financial                   • The retention bonus component of the
    assistance to trainees who faced                   grant was impractical. Providing a
    barriers as they began employment                  bonus at six months, and again at nine
    (i.e., telephone, automobile insurance,            months, exceeded the grant period
    suitable work attire, child care, etc.).           during which we could seek
Retention Strategies:                               • A $120 financial barriers grant was
 • Assigned a peer home care aide to                   not sufficient to address the numerous
     mentor trainees.                                  challenges facing some potential
 • Assigned a home care aide mentor to                 trainees whose personal situations are
     each new employee for one year.                   particularly complex.
 • Provided practicum opportunities for             • Frequently, trainees’ job expectations
     the new home care aide with his/her               were unrealistic. It took several
     mentor, supervisor or another tenured             weeks to establish a service/work
     home care aide.                                   schedule. If a client was
 • Offered tiered employment                           hospitalized, there may not have been
     opportunities within the home care                another assignment to accommodate
     aide program (home helper, home                   their desired hours. Working
     care aide, acute care aide, mentor I,             independently often left new
     II, III).                                         employees feeling vulnerable and
                                                       overwhelmed regardless of the
Compensation Strategies:                               support systems we put in place.
 • Offered a new employee referral                  • Training individuals from different
   bonus ($100 to employee referral                    cultures (e.g., immigrants) created
   source at hire and another $100 after               written and verbal communication
   six months of employment).                          issues. Trainees faced difficulties in
 • Offered additional compensation for                 class. Testing for certification
   mentor responsibilities:                            sometimes required more time. If
                                                       new to the community, driving and
                                                       reading a map could be

                                 Demonstration Projects

 •   Many trainees between the ages of 19
     and 25 years anticipated a work life in
     frequent transition. Previous work
     histories often reflected employment
     for less than a year. Providing a
     service to clients who benefit from
     consistency is a concern as we look to
     the future of home- and community-
     based services.

Contact Person

Maribel Slinde
Executive Director
Generations, Incorporated
944 18th Street
Des Moines, Iowa 50314
(515) 288-3334

                              Demonstration Projects

Organization: Hancock County                     Learning Strategies:
Memorial Hospital                                 • Different methods were used to help
                                                     staff utilize and evaluate the
Project Partners: Hancock County                     ergonomic devices and give input.
Home Care Aide Service and                        • Nursing assistant orientees
Hancock County Public Health                         appreciated an organized orientation
Nursing Service                                      process. The staff appreciated
                                                     guidance in providing the orientation.
Project Goals                                     • Workshops were conducted on
Goal 1: Evaluate the needs and                       learning styles and accepting change.
effectiveness of the competency-based                All staff members were given
orientation developed in Year 1.                     personal non-judgmental peer
Goal 2: Recruit and retain nurses and                mentors.
nursing assistants by implementing
competencies in computerized                     Retention Strategies:
documentation and charting.                       • The staff reported less fatigue and
Goal 3: Recruit and retain nurses and                 more control during patient transfers.
nursing assistants by implementing                    They felt they were less likely to
competencies in the use of ergonomic                  suffer an injury and would be,
practices and devices.                                therefore, both willing and able to
                                                      work additional years in nursing.
Best Practices                                    • The staff were assured adequate time
Professional Strategies:                              and mentoring to learn the new tasks.
 • The nursing staff at Hancock County                No staff member resigned or refused
     Memorial Hospital was very                       to accept the new challenge.
     committed to making the minimal lift
     policy and devices work. They were          Other Strategies:
     professional in their analysis of the        • New staff, especially the younger
     equipment and willing to be trained             ones, welcomed the technology.
     on various devices.                             Even senior staff has embraced the
 • The professional staff from both                  new technology. “I’ve been here 20
     Hancock County Home Care Aide                   years and this is the best use of funds
     Service and Hancock County Public               I’ve seen to help us do our jobs.”
     Health was extremely committed to            • Patient satisfaction increased with the
     the use of hand-held technology.                use of the ergonomic devices because
     Hancock County Public Health                    patients were more comfortable
     contributed expertise to mentor peers           during transfers.
     and home care aides from Hancock             • The project reduced the amount of
     County Home Care Aide Service.                  paid documentation time from 670
     Both agencies planned workshops on              hours per year to about 70 hours.
     Change, and encouraged home care                This is a considerable savings in
     aides.                                          dollars ($8,000) and time. Savings
                                                     are offset by the software license, so

                               Demonstration Projects

     the true savings may be in the time          Contact Person
     saved in payroll and billing.
                                                  Laura Zwiefel
Challenges                                        Director of Clinical Services
                                                  Hancock County Memorial Hospital
Hancock County Memorial Hospital                  532 1st Street NW
 • It was difficult to identify devices to        Britt, Iowa 50423
   evaluate. Staff training and                   (641) 843-5153
   evaluation of the devices was very   
   resource intensive.                  
 • Some devices were very expensive
   and storage concerns were an issue.
 • Some devices were not user-friendly,
   and some users were not device-

Hancock County Home Care Aide
Service/Hancock County Public
Health Nursing Service
 • The CBO Project went very well, and
    incorporated training and in-service
    in a formal manual.
 • The Palm Pilot Project had more
    challenges and barriers. These
    o Implementing a software package
        that was partially developed, but
        required correction and
    o Problems with operating the
        Palms from remote telephone
    o Insufficient information needed to
        trouble shoot Palm problems.
    o Time required to input all agency
        clients and cases into a new
    o Methods to monitor daily for
    o Limited administrative time to

                               Demonstration Projects

Organization: Iowa Association of                    evidenced-based practice, change,
Colleges of Nursing                                  leadership, role transition, team-
                                                     building activities such as the “Ropes”
Project Goal                                         course, book clubs, journaling clubs,
Retain four-year academic nursing                    critical thinking, and mentoring.
graduates for clinical leadership in Iowa        •   The second strategy included the
hospitals at five sites.                             clinical leadership project/activities
                                                     chosen by the mentees and their
Best Practices                                       mentors. The objective of the project
Professional Strategies:                             was to develop mentee leadership
• The focus of the project was nursing               skills. Topical areas included:
   retention and development of clinical             o the generational gap in nursing
   leadership at the bedside. Three major            o clinical professional portfolios
   strategies were used:                             o unit-specific CD-ROM orientation
   o A didactic/educational component.                    for new nurses
   o A mentoring experience.                         o health literacy
   o Hands-on experience with a clinical             o Smart and Sane programs
       project chosen by the mentees and             o multidisciplinary patient rounds
       mentors.                                      o point-of-care strategies
• One strategy strengthened the                      o unit walkathon
   relationship between the baccalaureate            o stress management
   nursing programs and the medical                  o second hand smoke
   institutions. The development of                  o pediatric education protocols
   partnerships demonstrated a visible               o diabetic education
   commitment to increase the retention              o emergency room monitoring
   of bachelor’s prepared nurses in                  o chart documentation of nutrition,
   hospital practice.                                     pain, and domestic violence
• The strategy of using multiple sites                    assessments
   throughout the state provided an
   opportunity to explore common issues          Retention Strategies:
   and share ideas among sites.                  • The mentee/mentor relationship was
• The use of middle management as                   highly valued by both groups.
   mentors contributed to new leadership         • The mentees described the need for
   opportunities for the mentees and                support groups among new nurse
   increased the visibility of their                graduates.
   activities.                                   • The mentees stated they received
                                                    positive recognition for their
Learning Strategies:                                baccalaureate education.
• The first strategy was a                       • While there were mixed feelings from
   didactic/educational component that              mentees regarding whether the
   focused on leadership skills. The                experiences would keep them at the
   coordinators offered educational                 bedside, the majority said they were
   sessions based on the institution’s              better connected to the hospital.
   needs. Topics and activities included:

                             Demonstration Projects

•   The mentees stated that the project           •   Dual roles of hospital representatives
    provided leadership opportunities that            that served as mentors
    may keep them in the profession of            •   Turnover in the position for one on-site
    nursing.                                          coordinator

Recruitment Strategies                            Contact Person
• All sites plan to incorporate key
   components of the project into their           Jill Gaffney Valde
   orientation programs.                          Assistant Professor of Nursing
• Several sites identified plans to               College of Nursing, University of Iowa
   incorporate project best practices from        418 Nursing Building
   the Leadership Project into their              Iowa City, IA 52242-1121
   recruitment strategies.                        319-335-7119
• The areas of mentoring, leadership    
   development, and support groups for
   new graduates were reported to
   improve the mentees’ perception of the         Jen Van Liew
   work environment.                              Chief Executive Officer
                                                  Visiting Nurse Services
Compensation Strategies:                          1111 9th Street
• All sites provided paid time-off for the        Suite 320
  mentees and mentors to meet.                    Des Moines, IA 50314
• All sites provided didactic sessions for        (515) 558-9941
  mentees, and reimbursed them for      
  time-off to attend the sessions.
• Several of the sites compensated time
  for mentees to work on their clinical
  projects/activities during the second
  year of the project.

• Varied work schedules of the mentees
  and mentors
• Time commitment required of mentees,
  mentors and site coordinators
• Limited number of BSN graduates in
  some areas
• Difficulties of some on-site
  coordinators in complying with project
• Different levels of project involvement
  by on-site coordinators and hospital

                               Demonstration Projects

Organization: Iowa CareGivers                         workers from across the state were
Association (ICA)                                     awarded scholarships to attend the
                                                      leadership retreat. 83.3% of those who
Project Goal                                          successfully completed the program
Increase the pool of potential direct care            said they were empowered to take the
workers through recruitment and retention             lead to improve their profession.
                                                  •   Direct Care Worker Advisory
Objective 1: Develop Direct Care Worker               Council
Leadership Program.                                   Having completed the leadership
Objective 2: Recruit Direct Care Worker               program, direct care workers were
Advisory Council.                                     eligible to apply for a position on the
Objective 3: Develop and implement                    ICA Direct Care Worker Advisory
recognition and educational programs for              Council.
direct care workers.                              •   Members of the Advisory Council
Objective 4: Increase access to and use of            planned their first official “Day on the
direct care worker scholarship program.               Hill” to educate legislators about who
Objective 5: Enhance communications                   they are, what they do, and
and collaboration with local boards of                why their work is important to Iowans.
public health.                                        They received basic training on
                                                      government, advocacy, and effective
                                                      communication with legislators. The
Best Practices                                        advocacy session was not built into the
Professional Strategies:                              original leadership curriculum, and
• Promoted professionalism within the                 served as a pilot program.
   field of direct care by providing
   education, support, recognition,               National Direct Care Alliance
   research, and advocacy.                        Conference
• Provided a venue for direct care                • Fourteen direct care worker advisory
   workers to impact their profession and            council members applied for
   aid recruitment and retention.                    scholarships to attend the Direct Care
• Provided a formal curriculum for                   Alliance conference in Washington,
   professional leadership.                          D.C. in September 2004.
• Implemented a Direct Care Worker                • Members of the Council will be
   Advisory Council.                                 presenting at the conference and
                                                     networking with direct care workers
Learning Strategies:                                 and associations from across the
• Implemented A Call to Leadership: A                country. They will create a
   Direct Care Worker’s Guide To                     poster to highlight the ICA, Leadership
   Leadership curriculum. Objectives of              Training and Advisory Council and
   the curriculum promoted the                       write newsletter articles.
   development of personal and
   professional leadership for direct care
   workers. Thirty-seven direct care

                               Demonstration Projects

Compensation Strategies:
• Direct Care Workers were paid a
  stipend and reimburse travel expenses
  for their participation in the leadership
  training program and Advisory Council

Other Strategies:
• Combined policy and practice within
   and outside the workplace to impact
   lasting systemic change.
• Provided opportunities for direct care
   workers to become equal partners in
   decision-making, and create
   environments, both on the job and off
   the job, in which their voices are
• A home care aide from a public health
   agency served on the Advisory Council
   to build new relationships.

• Limited resources and inflexible
  schedules made it difficult to attend
• ICA experienced challenges in building
  linkages to public health nursing and
  the provider community.

Contact Person

Di Findley
Executive Director
Iowa Association of CareGivers
1117 Pleasant Street, Suite 221
Des Moines, Iowa 50309
(515) 241-8697

                                Demonstration Projects

Organization: Mercy Medical Center                       Curriculum for Critical Care Nursing
– North Iowa                                             and Emergency Core Curriculum.
                                                         Curriculum for Nursing Internship:
Project Goal                                             Care of the Maternal-Child Nursing
Develop an internship program for                        was developed through the use of
graduate nurses to recruit personnel into                Association of Women’s Health,
maternal-child nursing and to retain                     Obstetrics and Neonatal Nurses and
competent nurses in a specialty area                     other pertinent literature.
presently experiencing high numbers of               •   Expert clinical nurses served as
unfilled positions.                                      instructors for the didactic sessions.
                                                         Staff nurses were prepared as clinical
Best Practices                                           preceptors for the interns. The
Professional Strategies:                                 preceptors served as role models,
• An Advisory Group of nurses from                       socializers into nursing, and workgroup
   administration, clinical sites, education,            and clinical educators.
   and research, and a human resources
   employment specialist, provided                   Retention Strategies:
   valuable input to the development,                • Human Resource personnel developed
   implementation, and evaluation of the                a contract for interns that required each
   program.                                             to satisfactorily complete the internship
• Nursing administration demonstrated a                 and then work for the organization for
   strong commitment to the internship                  a specified period of time. If the
   program by ensuring adequate funding                 contract was not fulfilled, the intern
   for personnel and supplies.                          was expected to reimburse the
• The Nursing Education Staff                           organization.
   Development Leader spoke at a wide                • A new graduate nurse mentoring
   variety of local, state, and regional                program was implemented. Mentors
   conferences to disseminate information               and mentees met for 12 months.
   so other organizations can replicate the          • Once an intern completed the
   programs.                                            internship requirements and accepted a
                                                        position on a patient care unit, he/she
Learning Strategies:                                    received a competency-based
•  80% of the interns’ time was spent in                Orientation. The internship does not
   clinical practice and 20% was spent in               replace the orientation period.
   didactic sessions; this proved an
   excellent approach appreciated by                 Recruitment Strategies:
   interns and clinical staff/managers               • The internship program and the new
   alike.                                               graduate nurse mentoring program
• The intern worked the same schedule                   have proven valuable assets to
   as his/her preceptor on all shifts, such             recruiting new graduate nurses.
   as 7pm-7am, holidays, weekends, etc.              • The human resources employment
• Curriculum for Nursing Internship:                    specialist used internship information
   Care of the Critically Ill Patient was               and a short video at job fairs.
   developed through the use of Core

                                Demonstration Projects

Compensation Strategies:                             Contact Person
• The preceptors and mentors in the
  organization did not receive additional            Diane Carney
  compensation for serving in these                  Staff Development Leader
  roles. However, at the time of each                Mercy Medical Center – North Iowa
  preceptor’s and mentor’s annual                    1000 4th Street SW
  performance review, outcomes of that               Mason City, Iowa 50401
  service were noted.                                (641) 422-7397
Other Strategies:
• The collaboration with Birth Center
   nurses to develop internship curriculum
   fostered enhanced working
   relationships and gave them a new
   perspective on orientation strategies.

Challenges to Project
• It was challenging to determine the
   type of personnel (i.e., nurse, secretary,
   etc.) most needed to ensure project
• It was difficult to secure personnel in a
   timely manner due to the level of
   expertise in the applicant pool.
• There were no applicants for the
   internship program between February
   2004 and July 2004.
• Valid and reliable tools to evaluate
   internship outcomes were not readily
   found in the literature.
• The development of the Nursing
   Internship: Care of the Maternal-Child
   Patient moved at a slower pace than
   anticipated because two nurses who
   developed the internship content were
   needed to provide adequate staffing for
   patient care.
• Selecting appropriate candidates for the
   intern positions proved challenging.
   Early interest of interns waned as
   evidenced in classroom and clinical

                                 Demonstration Projects
                               Demonstration Projects

Organization: Ottumwa Regional                       •   Conducted regular meetings with
Health Center                                            nurse mentors to identify barriers,
                                                         discuss interns’ progress, determine
Project Goals                                            mentor needs and provide support
Goal 1: Demonstrate the value of                         from the program administrator.
intensive clinical experience and                    •   Hired interns as employees in the
mentorship for Associate Degree (AD)                     nursing unit assigned for the full 12-
students on competency, orientation costs,               week internship, providing all
retention and job satisfaction.                          personnel policy benefits.
Goal 2: Continue the scientific                      •   Provided student nurse internships in
assessment of the project.                               specialty nursing units to introduce
                                                         intensive clinical experience in areas
Best Practices                                           not included in the AD Nursing
Professional Strategies:                                 Program.
• A prerequisite was established                     •   Provided financial incentives to nurse
   requiring 2nd year students in the                    mentors when interns successfully
   Associate Degree Nursing Program to                   completed the program and gave high
   be LPNs prior to the internship                       scores to the nurse mentors on the
   experience.                                           Mentor Evaluation Tool.
• Involved the community college's AD
   nursing program administrators from              Retention Strategies:
   the outset to establish a partnership and         • Established a mentor-intern
   take advantage of their expertise in                  relationship that minimized the
   nursing education. Established regular                "reality gap" between school and the
   meetings with department chair or                     actual work environment.
   designee to maintain communication                • Second year students valued the
   and mutual support.                                   opportunity to augment their clinical
   Recruited, selected and trained nurse                 experience with a seasoned nurse, and
   mentors who were identified by both                   develop a realistic perception of the
   management and peers as role models.                  role of the professional nurse in a
• Paired each intern with one trained                    specialty unit before accepting a
   nurse mentor throughout the internship.               licensed position.
                                                     • Perceived job satisfaction remained
Learning Strategies:                                     high if a strong mentor/mentee
 • Provided a free, formal Mentor                        relationship was maintained for the
    Training Workshop with continuing                    first year of employment.
    education credit.                                • Nurse mentors saw financial,
 • Conducted weekly one-on-one                           professional and personal rewards
    meetings with interns to review                      from participating in an internship
    learning opportunities, identify                     program. In addition to incentive pay,
    learning needs and reinforce the role                they experienced the satisfaction of
    of the RN.                                           mentoring a student who is excited to

                               Demonstration Projects

•   The mentor received professional              Challenges
    satisfaction and recognition by peers         • One employer refused to answer
    and management.                                 survey questions on grounds of privacy
Recruitment Strategies:                           • One intern relocated and could not be
• Students valued the internship                    followed.
   opportunities in specialty departments.        • There was limited literature on
• Students who participated in a hospital-          internships for AD nursing students in
   based internship program were more               the hospital setting.
   likely to apply for employment in that         • Many of the 2004 graduates were
   hospital following graduation.                   offered positions contingent on passing
                                                    Iowa Board of Nursing exams. Some
Compensation Strategies:                            participants did not pass the NCLEX
 • Hired interns as temporary part-time             exam causing a delay in the start of RN
   employees for the full internship                orientation data collection.
   period.                                        • Sending surveys of employers and
 • Compensated nurse mentors with                   interns after jobs were started caused a
   incentive pay.                                   delay in the final program evaluation.
 • Recognized interns and staff
   frequently through internal                    Contact Person
   newsletters, local newspapers and
   television spots.                              Jackie Moll
 • Provided Certificates of Appreciation          Student/Retention Coordinator
   to interns and mentors at the end of           Ottumwa Regional Health Center
   the internship.                                1101 Pennsylvania Avenue
 • Celebrated completion of each                  Ottumwa, IA 52501
   internship program with a luncheon             (641) 684-2421
   for interns, mentors and program     

Other Strategies:
 • Reduced orientation time and costs
    associated with AD graduates.
 • New graduates with intern experience
    outscored graduates without intern
    experience by 15.6 points on the
    Skills Assessment Survey instrument.

                                Demonstration Projects

Organization: Southeastern                             o   Assuring student access to Basic
Community College (SCC)                                    Life Support and Mandatory
                                                           Reporter classes.
Project Goal
Provide course work, on-the-job training            Retention Strategies:
and incentives for nurses to update their            • Provided mentoring on a nurse-to-
skills and re-enter the health care field.               student ratio.
                                                     • Removed barriers for non-traditional
Best Practices                                           nurses entering the education arena
Professional Strategies:                                 including free training, peer support,
 • Identified a need for an evening class                tutoring, mentoring by on-site clinical
     to better accommodate students’                     preceptors, childcare reimbursement,
     lifestyles.                                         transportation costs, and counseling
 • Coordinated the program around a                      support.
     lead instructor to assure having                • SCC provided a private office.
     someone available to answer student             • Treated participants and staff fairly
     questions.                                          and respectfully.
 • Communicated on a regular basis                   • Identified opportunities for learning
     with the Iowa Board of Nursing                      and growth.
     regarding students who reactivated              • Developed a portable storyboard that
     licenses.                                           includes information about the
 • Presented the curriculum in an                        program.
     interactive manner to showcase and              • SCC hosted a recognition banquet to
     build on the strengths of the students.             honor each student and award
     Presented the classes in body systems               certificates of completion.
     and integrated pharmacology into the            • The college cafeteria provided meals
     curriculum.                                         at a reduced rate.
 • Invited local subject matter experts to           • A local motel provided rooms at a
     teach the students when appropriate.                substantial discount for out-of-town
Learning Strategies:
 • Students were responsible for                    Recruitment Strategies:
    selecting a site for 160 hours of on-            • The project coordinator provided the
    the-job training.                                   following services:
 • Using the domains of learning                     • Recruited inactive RNs and LPNs
    (cognitive, affective and psychomotor               identified by the Iowa Board of
    skills).                                            Nursing through brochures, media
 • The program was responsible for:                     articles, detailed nursing job listings
    o Making program available to                       and incentives.
        students at no cost.                         • Encouraged critical thinking skills in
    o Including re-entry nurses in                      the nursing process.
        discussion and decisions                     • Provided opportunities for students to
        regarding the program.                          work in specialty units.

                               Demonstration Projects

 •   Assisted students in developing job
     interview and customer service skills.
 •   Provided curriculum and handouts to
     facilities that hosted on-the-job
     training sites.
 •   Served as student advocate for
     challenges and barriers that arose at
     clinical sites.
 •   Served as a central point of contact
     for nurses who seek information
     about the Nursing Re-entry Program.

Compensation Strategy:
 • Many students who completed the
   program were offered positions in the
   facilities where they had trained.

 • The advertising budget was limited.
 • Drawing class participants from long
    distances required overnight
    accommodations for students.
 • Resources are needed to sustain the

Contact Person

Glenda Ferguson
Coordinator of Health Programs
Division of Continuing Education
Southeastern Community College
1500 West Agency Road
P.O. Box 180
West Burlington, IA 52655
(319) 752-2731, ext. 8160


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