APR Analysis

While working for the department, it became very apparent that the practices and management style of the Department Director significantly affected the culture and daily activities of the individual sections under his leadership. First, he would set objectives and standards for the individual sections. These objectives usually looked good on paper but were often unrealistic when applied to daily operations. These lofty ideals, set as goals to middle management, seemed overwhelming and out of touch with the reality of hands on field operations. As a result, middle management would frequently choose to either change or completely disregard the given directives. This disconnect in the chain of command would often cause confusion and inconsistencies at the operations level. Additionally, lack of follow-up meant the Department Director assumed his set objectives were being carried out while lower level employees remained uninformed.

There is so much that I feel should have been covered in the didactic year and so much that could have been taught with greater success now that I am at the end of my rotations. After reviewing the material from the Duke University PA program and comparing it to the Loma Linda program I feel that there is great room for improvement and a higher standard to be achieved. I am bewildered at the minimal clinical exposure, which was required of us during the didactic year given the close proximity of a world renowned hospital just walking distance from the classrooms. I am still completely shocked that not a single student that I know of rotated through the main Loma Linda hospital or

I started out in my Fellowship with the Veterans Administration twelve years ago. Finding out quickly that I would not go anyplace in my career without surrounding myself with mentors who would be willing to invest in me as a person and take the time to help me hone my skills. At each step of my career, I have sought out someone I felt would represent the same morals and values that I hold and someone who was well respected by their peers. Through the experiences I have learned much, both good and bad. And that is the reality of working in the real world. You must be flexible to keep up with the fast pace world of healthcare or else you get left behind. Sometimes you start down a path with the best of intentions only to find out a path that seemed less desirable would have ultimately gotten you to your destination more quickly but with a few more bumps and bruises. However, I found it important to take the time out and mentor people in my organization today as many have done for me and continue to do for me to pay it forward to the next generation of leaders. One of the things I share with those I am mentoring is that they must always be transparent and truthful because your character and integrity are the most valuable assets you will ever own in your career. I often tell them that if you are keeping the Veteran first and ensuring that everything you do is to better the care for the

Orthopedic services presently have the most strained services with the largest projected increases in cases and procedures over five years. There is also a lack of patient care coordinators and presentational education programs. To address this growth, TCH is planning to build a physical therapy and rehab center. Additionally, radiology will be expanded and a second MRI added. TCH has arranged to update their practices and improved their education and outreach programs. Conversely, TCH has neglected to plan for additional recruitment and retention of staff, mainly physicians and care coordinators. Furthermore, TCH has failed to address the need for more surgical suites to handle the 30% increase in inpatient

The first goal is to "promote professional development through mentoring programs for career development, professional growth, increase of morale, and quality within my nursing career by the end of one year." The second goal is to "apply the principles of effective organization involving use of information, focus on patient care giving, and design clinical care giving in an organizational chart to achieve organizational planning and evaluation as all levels."

UMKC’s mission to prepare nurses and health professionals as leaders thus improving health outcomes inspires me to participate in a program with such high standards of care. In being a member of a collaborative team I know I can become a transformational leader with a vision set forth to achieve great outcomes. Thank you for your consideration for your spring 2018 pediatric nurse practitioner

Mentors serve as a confidant, counselor, guide and advisor to a participant. They share an understanding of the organization, its mission, and the formal and informal operating processes, and share experiences which contributed to their own success, setting an example for the participant to follow. They assist the participant in career development ideas or for pursuing career opportunities. Mentors encourage participants to become more efficient and productive in their career field through self-development and other activities, and suggest appropriate training and developmental opportunities to further the progress of the participant toward leadership positions. The Mentor will provide input to the participant 's supervisor in developing their Individual Development Plan (IDP), helping the participant to set clear, realistic career goals and periodically reviews progress, making constructive suggestions on career development. Vitally important, the Mentor must ensure the mentoring relationship remains visibly and consistently professional. Mentors must ensure that their meetings are for clear purposes related to mentoring, that there is visible progress by the participant toward legitimate mentoring goals, and that office relationships between the mentor and participant

Through those discussions a draft was proposed that called out specific strategic efforts over the next four years. Specifically as we focus on the next two years we thought it appropriate to focus our strategic efforts in five areas; Quality Improvement, Complex Delivery, Growth, Value-based care, and internal Optimization. Five areas that were not called out as specific strategies, but need to be maintained are; Financial Strength, Culture of Compliance, Effective Workplace, and Positive County, State, and Federal Relationships. The thought is that it’s a good time

The program will guide me to employ compassion, integrity, and interdisciplinary knowledge as a physician. By leveraging the knowledge from the Columbia-Bassett program, I will be better prepared to catalyze meaningful change for the modern healthcare

The Medical Group had a deficiency of three primary care providers which significantly contributed to the lower than anticipated budget variance. While the Medical Group is budgeted for a loss, the Group does create a substantial amount of Hospital business through referrals, which were also impacted due to the deficiency in providers. The three positions have been filled for FY18. An additional orthopedic surgeon will be joining NLH 3 days a week in FY18, bringing additional revenue to the Group and ancillary areas.

The major risk factors for all three specialties are: growing older patient population; a large increase in expected cases and patients; and a shortage of staff, facilities, and equipment. TCH’s five year plan addresses many if the issues identified by the assessment. Nevertheless, this plan still fails to address some of the issues that would cause critical problems in the future if not planned for and resolved now. Disturbingly, some of the issues are found in all three services indicating a possible widespread issue amongst TCH’s hospital and clinics. Additionally, due to the sharp increases in just a five year time span a plan that incorporates flexibility and adaptability to additions and expansions of services over a longer time period

My professional development goals have been established along the DPT program. As I was taking classes I had defining moments where I could clearly see my career direction moving forward. I have become more conscious about the importance of pursuing high quality continuing education courses and professional development opportunities, beneficial not only to me, but to the over ninety therapists working at our practice and the 20+ Level II students coming for their clinical internships at our agency every year. As we all have been instructed, we are accountable for learning and change (American Physical Therapy Association, 2012). Also, under the core value of professional duty, we are called to mentor others to

Imperative 5 – There must be an interactive approach between student, advisors, faculty, and parents to create a collaborative goal to further the student’s career development. This for sure was not a strong point. Academic advising was separate from the career services department. It was very much two different worlds, advising and career development. After recently touring the University of Wisconsin-Parkside and seeking how their integrated academic and career development departments were one, it dawned upon me how that integration is valuable. UW-Parkside really noted how the two areas go hand in hand and they capitalized upon that change, in terms of student success. The Career / Academic center at Parkside is very well noted for that very reason. Obviously, that was such a great shortfall of the undergraduate institution I attended.

Two MPCN changes: (1) MPCN 001670581M PEC from CSAG-S to O&M and grade from GS-11 to GS-12 and (2) MPCN 001533331M PEC from O&M to CSAG-S. Justification: Restructuring one authorization within the Directorate of Personnel, Personnel Programs Division, with necessary performance standards to enable the organization to better meet daily mission requirements. Since there is a greater mission need in AFSC/DPPS, the AFSC/DP Director has made the decision to realign MPCN 001670581M from AFSC/DPPE to AFSC/DPPS. The GS-0201-12 duties (CPD 80939) are appropriate for the DPPS office. No adverse impact will occur to encumbered employee. Swapping PECs in AFSC/DPPE between MPCN 001670581M and 001533331M to balance funding within each branch of AFSC/DPP

Although mentors are seen as the main advocates of and enforcers of student mentorship, close cooperation with managers and colleagues in healthcare settings, and educators in educational units, should be a requirement