Contents Section Description Page No

Northumberland Tyne and Wear NHS Foundation Trust PPT-PGN-01 – In-Patient Registered Nurse (PCF) – V01 – Issue 2 – May 16 Part of NTW(C)22 – Multi-Professional Preceptorship

Multi-Professional Preceptorship Policy, practice guidance note

Delivering Compassion in Practice - Inpatient Registered Nurse Preceptorship Competency Framework (PCF) – V01

Date Issued Planned Review PGN No:

Issue 1 – No v15

Issue 2 – May 16

Nov 2018 PP-PGN-01 – part of

NTW(C)22-Preceptorship Policy

Author/Designation Sheryle Cleave

Responsible Officer / Designation

Executive Director of Nursing and Operations

Contents

Section Description Page No

Cover In-Patient Registered Nurse PCF 2nd page

Cover Name/Department/Title 3rd page

Cover Compassion in Practice – Jane Cummings 4th page

1 Introduction 1

2 Preceptorship 1

3 Responsibilities of the Clinical Nurse Manager / Community Clinical Nurse Manager / Modern Matron

3

4 Responsibilities of the Preceptor 3

5 Responsibilities of the Preceptee 4

6 Placements 6

Schedule In-Patient Framework

Form Competency Assessment Forms

Guide Competency Guidelines

Flowchart Newly Registered Nurse Preceptorship Flowchart

Form Records of Discussions

Delivering Compassion in Practice

Inpatient Registered Nurse

Preceptorship Framework

Northumberland Tyne and Wear NHS Foundation Trust PPT-PGN-01 – In-Patient Registered Nurse (PCF) – V01 – Issue 2 – May 16 Part of NTW(C)22 – Multi-Professional Preceptorship Policy

Name

Workplace

Preceptor

Team/Ward Manager

Clinical Nurse Manager

Date To Up Post

Date commenced Preceptorship


To be a nurse, a midwife or member of care staff is an extraordinary role. What we do every day has a deep importance. We are key to the drive to enable people to stay healthy and well for longer through promoting health and well-being, and supporting independence. We help people to recover from illness, sometimes when they are at their most vulnerable. We support hundreds of thousands of people in living with illness. We provide care and comfort when people’s lives are coming to an end‟.

Compassion in Practice, Jane Cummings, Chief Nursing Officer for England

Nurses provide care 24 hours a day, 365 days a year, working directly with patients, service users, carers and families. We provide a service designed to meet the physical, psychological and social needs of those we service as well as much needed support to individuals, so they may feel safe, cared for, respected and involved. We do not work in isolation but in multi-disciplinary teams where our work as nurses supports and potentiates the work of other professional colleagues, as well as offering a unique therapeutic role. However, we have the most contact with individuals and their families and we are therefore seen as the benchmark for our services and are at the heart of service delivery. In recent years the National Health Service has seen unprecedented change and reform against an economic climate which is challenging. As the largest professional group in the NHS, we face some of the greatest leadership challenges as our roles and responsibilities change in line with health reforms and public expectations. The expectation that nurses will deliver the very best compassionate care rightly remains high. High profile investigations into health care have resulted in a call to action for every nurse to help shape the culture of the health service through our clinical expertise, compassion and humanity. We have the greatest potential to develop not only our role but the services in which we work. This means that we need, not only to have the skills and opportunities to respond and adapt to change, but to take a lead within that change, whilst retaining the uniqueness of our role. In recognition of these challenges, the Chief Nursing Officer, following extensive consultation, has identified 6 core values and behaviours that today’s nurses must possess to allow them to rise to the challenges and to ensure that they provide only high quality care. These competencies have been called “The Six C‟s” and are Care; Compassion; Competence; Communication; Courage and Commitment. These fundamental values will underpin the Preceptorship of newly qualified nurses as it sets the direction of their future development. To keep pace with changes, we will need to be politically aware, exercise influence and think and act strategically to ensure services meet local, national, patient, service user and carer expectations.

Northumberland, Tyne and Wear NHS Foundation Trust 1 PP-PGN-01 In-Patient Registered Nurse (PCF) – V01 – Issue 2 – May 16 Part of NTW(C)22 – Multi-Professional Preceptorship Policy

1 Introduction

1.1 Northumberland, Tyne and Wear NHS Foundation Trust (the Trust/NTW) is committed to the development of all staff in order to ensure individuals have the necessary skills required to deliver a high quality service to patients/service users in its care. In order to support and guide the newly qualified nurse during the first six months in practice and to begin the process of professional development the Trust has prepared this preceptorship framework.

1.2 As providers of a range of services across Mental Health, Disability and

Specialities, this preceptorship framework enables newly qualified nurses to access knowledge of the organisation and services, supporting them to demonstrate transferable skills as they move across different service areas within the six-month preceptorship period.

1.3 It applies to nurses recruited from the university cohorts plus will be adapted

accordingly for any newly qualified nurse within their first six month of registration recruited out with these times from other areas, plus any nurse following ‘Return to Nursing’ courses. Any local induction and specific training required for the clinical speciality will be additional to this process.

1.4 In addition, such principles within a shorter, specifically tailored variation may

be helpful for any nurse who has worked in one clinical area for a significant period of time yet needs to move to another clinical environment. In such cases the length of the programme will be negotiated taking into account the individual needs of the nurse, how significant a change is being facilitated, competencies, further training etc.

2 Preceptorship

2.1 Preceptorship means shadowing an experienced nurse, who will act as a role

model, providing clinical supervision, together with support and guidance to enable the newly qualified nurse to consolidate learning, reflect on their practice, identify and explore appropriate learning opportunities. It is important that the newly qualified nurse and staff teams view the individual as a registered nurse accountable for their practice from the onset.

2.2 The respective line manager of the new Band 5 registrant will identify the

appropriate person to act as their preceptor within day 1 of taking up post. 2.3 Preceptorship provides a structured process for the induction and development

of staff taking up roles that require a significant level of knowledge and skills with some degree of autonomy. It can assist to address some of the challenges facing newly qualified nurses/staff and improve their transitional experience.

2.4 The overall aims of the preceptorship are to:

Provide support during the early phase of taking up a Band 5 post

Facilitate the development of skills


Develop practice in accordance with the Nursing & Midwifery Council (NMC). The Code: Professional Standards of Practice and Behaviour for Nurses and Midwives (March 2015)

Assist new Band 5 registrants to identify evidence to support the achievement of their foundation and to work with their preceptor and supervisor to identify an appropriate personal development plan

Reflection: Life-long learning is an essential part of your personal and professional development. In order to assist with your development, it is important to develop your practice by using self-insight and self-awareness with the process of reflection. To develop the ability to integrate reflection into your everyday practice is of vital importance. Reflecting on your practice and learning from your experience will enable you to carry out high standards of care to your patients/clients

2.5 Embedding the 6 Cs

Care Delivering high quality care is what we do. People receiving care expect it to be right for them consistently throughout every stage of their life.

COMPASSION Compassion is how care is given, through relationships based on empathy, kindness, respect and dignity.

Competence Competence means we have the knowledge and skills to do the job and the capability to deliver the highest standards of care based on research and evidence.

Communication Good communication involves better listening and shared decision making – ‘no decision about without me’

COURAGE Courage enables us to do the right thing for the people we care for, be bold when we have good ideas, and to speak up when things are wrong.

Commitment Commitment will make our vision for the person receiving care, our professions and our teams happen. We commit to take action to achieve this. Candour Staff and employers to speak out when mistakes are made and which could have a negative effect on patients.


3 Responsibilities of the Clinical Nurse Manager / Community Clinical Nurse Manager / Modern Matron

3.1 The Clinical Nurse Manager / Community Clinical Nurse Manager / Modern

Matron will be identified to provide support whose responsibilities are:

In collaboration with the Ward / Team Manager and Practice Placement Facilitator, ensure the clinical area provides a high quality-learning environment with appropriately qualified and competent nurses to undertake the role of preceptor.

Meet with the Preceptee within the Induction Programme

Be an active participant within all tripartite meetings

Monitor the preceptorship process; ensuring it is appropriate and equitable

Ensure action plans are developed and implemented with the appropriate level of support

Keep an up to date account of all Preceptees within the service which can be shared upon request

To problem solve any issues as they arise from both the preceptee and preceptor

3.2 Nurse Bank staff completing Preceptorship

All Qualified Nurse Bank workers who join the Trust are ‘as and when’ workers will be paid, and remain at the bottom of the Band 5 Scale while on the bank, bank service does not go towards pay for substantive posts

Nurse Bank workers do not receive any incremental rises 4 Responsibilities of the preceptor 4.1 In accordance with NMC Guidance and Department of Health Preceptorship

Framework (2010), nurses who undertake the role of the preceptor will be registered nurses who have had at least 12 months experience within the same area of practice as the new registrant. They will have completed a Mentor or Practice teacher programme or equivalent (Practice Placement Facilitators can advise on recognised qualifications). A preceptor is a ‘Registered practitioner who have been given a formal responsibility to support a newly Registered practitioner through Preceptorship.’


4.2 The preceptor should:

Facilitate the transition of the ‘new registrant’ from a student to a qualified nurse who is :

o Confident in her / his practice

o Sensitive to the needs of patients / service users

o An effective team member and

o Up-to-date with his / her knowledge and practice

Provide positive feedback to the preceptee on those aspects of performance that are being undertaken well.

Provide honest and objective feedback on those aspects of performance that require further development or are a cause for concern and assist the preceptee to develop a plan of action to remedy these within a clear time frame.

Facilitate the preceptee to meet the knowledge and skills of the competency framework

Provide further support and assist in the reflection and review process at the quarterly formal stages of the development review

Support the attendance a Peer Support days which are facilitated by Practice Placement Facilitator and Senior Clinical Nurse

4.3 The nature of the relationship between the preceptor and the preceptee is best

agreed in accordance with their own needs taking account of the environment within which they may practice

5 Responsibility of the Preceptee 5.1 The Trust in line with the NMC, firmly believes that the ‘new registrant’ who is

receiving preceptorship has a responsibility to:

The Code: Practice in accordance with: Nursing and Midwifery Council (NMC): The Code: Professional standards of practice and behaviours for Nurses and Midwives (March 2015).

Preceptor: Identify and meet with their preceptor within 5 days of taking up post.

Learning Needs: Identify specific learning needs and develop an action plan for addressing these needs within one month.


Competency Framework: Ensure that they understand the competency framework set by their employer that they are required to meet.

Reflect on their practice and experience and seek feedback on their performance from their preceptor and those with whom they work.

Revalidation: Produce evidence to demonstrate competence to practice as a registered nurse in line with Revalidation.

Peer Support: Attend all peer support days that are facilitated by Practice Placement Facilitator and Senior Clinical Nurse.

Accreditation: to discuss accreditation with Preceptor and Practice Placement Facilitator as to whether this is to pursued and within which time scale.

Accountability: You are professionally accountability and you must not abuse trust and you must be able to justify your professional actions. You are professionally accountable to the Nursing and Midwifery Council (NMC). You have social, ethical, legal and contractual accountabilities and are responsible for the tasks that you undertake. You must not work beyond your level of competence.

Communication: Develop and maintain communication with people about difficult matters and/or in difficult situations. Develop and maintain communication with people on complex matters, issues and ideas and/or in complex situations. Develop communication skills to deal with conflict and managing difficult conversations.

Delivering Safe Care: Listen to what people who use services tell you about the reality of care you provide. Consider both the positive and negative comments on what is being said about the way care is delivered and make improvements. Continue to seek feedback to help monitor for improvements.

o Encourage colleagues to observe each other and point out

positive behaviours, and challenge negative behaviours constructively and in a supportive way.

Emotional Intelligence: You must recognise your own emotions and the emotions of others. The nursing profession demands that the nurse, in the process of care, has to interact with patients, carers and members of the MDT. Nurse-Patient Interaction" is the pulse of the nursing practice. This interaction is not just conversation. It is a complex process that involves nurse perception, understanding of the patient emotions and utilization of the perceptions to manage patient situations towards the goal of effective patient care.


o It is your responsibility to utilise clinical supervision and or to escalate any situations that you feel are affecting patient care.

Resilience: Demonstrate resilience by having the courage, confidence and capacity to bounce back from risky and adverse events. Learn from experience and do not dwell on when things have not gone as planned – acknowledge the situation, learn from mistakes and then move forward.

6 Placements

6.1 The preceptorship process will consist of a six-month placement in a clinical area determined by organisational need and include nurses working across the traditional Mental Health and Learning Disability boundaries. However, for newly qualified nurses from either Adult or Child branches of nursing, the appropriate placement opportunities would be limited to clinical areas where other experienced registered adult/child branch nurses work to enable their skills to be enhanced.

7 Competency Framework

7.1 The Competency Framework is intended for first level Registered Nurses to identify and plan their competence development as they progress in their first six months known as ‘Preceptorship’. In turn this will assist in progression through their career.

7.2 This framework has been compiled in order that multiple agendas can be

achieved within one document (attached to this PGN). To help demonstrate evidence of:

Competence at different levels of Nursing

Readiness to progress to the next career level using the array of examples / tools to maintain and become professionally accredited

Achievement of the Competency Framework in relation to one’s own job profile / post outlined


Competency guidelines Tripartite meetings

Tripartite Meetings should involve the preceptee, the preceptor or Ward / Team Manager and the Clinical Nurse Manager/Community Matron. In usual circumstances as a minimum, these meetings should be held at the outset of the preceptorship and then every two months. However, additional tripartite meetings may be convened at the request of either party. On a change of clinical placement, both the current and planned preceptors should be involved. Expectations of the tripartite meeting should be clear to all and will include the following:

o Clarification of current level of functioning o Agree support needed o Review of progress against competencies o Professional and practice development issues o Annual leave o PDP issues o Training requirements o Work Performance issues o Any concerns or disputes should be raised within tripartite meetings, and/or following Trust procedures

These meetings will be documented and signed by all present Phase One

The line manager will highlight their expectations of the standards of performance for each of their task areas with reference to the first level areas of application to nursing practice. These will provide a benchmark for individuals two monthly review.

The competencies outline and preceptorship criteria should be discussed during the induction phase with the new Band 5 registrant. This will take place within 2 weeks of joining the Trust, together with information on the review process and to issue their preceptorship documentation.


The preceptorship documentation pack will include copies of:

Review and Personal and Development Programme

Preceptorship Competency Assessment Form (PCAF)

Development Needs Analysis Questionnaire

The preceptor and preceptee will utilise the PCA to identify learning and development objectives and to compile a record of development actions within two weeks.

The Development Needs Analysis Questionnaire should assist preceptees to identify their own learning needs for further discussion at the two and six month review stages.

Two Month Review In accordance with the Trust’s policy, NTW(HR)09 – Staff Appraisal Policy, all new staff will receive a Development Review meeting with their manager within first month of their arrival. In the preceptorship year, nurses or staff joining Band 5 as new entrants will have an additional development review at two months.

The purpose of the 2 month review is to ensure that the individual is successfully working toward their KSF foundation outline, in order that they will satisfy achievement at the 6 month point. To alleviate and prevent unrealistic expectations the preceptee should receive regular feedback on their performance. Towards the end of the first 4 months the preceptor/ preceptee will meet and discuss progress. At this stage the preceptee should have achieved the core competencies plus be on track to achieving the others within the 6 month preceptorship period. If so, then both the preceptor and preceptee will sign and date the competency assessment form.

The preceptee will routinely be allowed to take charge of the clinical area after formal agreement within tripartite meetings and completion of core competencies.

If sufficient evidence has not been provided to prove achievement of the core competencies in the first 3 months then a record of those which are still outstanding should be highlighted as development areas and actions on progress documented. Feedback, guidance and additional support are paramount at this stage and the preceptor should assist the individual to meet the required dimensions. At this 3 month stage it is the responsibility of the preceptor to formally identify any issues of concern which if not rectified, will be addressed within the H.R Framework via the ‘Work Performance Policy’ from the next formal review at month 4.


Four Month Review It is at this stage in the process that a formal review of progress is undertaken to ensure the preceptee is on target to achieve all required competencies. However, should the preceptee be failing to achieve the competencies despite additional support then the ‘Work Performance Policy’ will be implemented. Six Month Review After the 4-month review, the preceptorship process continues and the preceptor assists the individual in order that they can achieve the full foundation level of the PCAF. Again, evidence must be provided in order that they have met the requirement of the outline. In the event that the individual has not provided sufficient evidence and cannot demonstrate that they have met the foundation level, then the process outlined in the Trust’s Gateway Policy should be followed.

It is expected that the period of preceptorship would take 6 months, there may be other circumstances, which would increase this time, this needs to be highlighted during tripartite meetings that will take place at month 2, month 4.

Evidence Portfolio It is important that as the preceptee works through the PCAF they collect evidence that demonstrates practice and professional development related to the Core Competencies. This also ensures that the preceptorship programme becomes a portfolio of evidence on completion. The portfolio of evidence, which should be linked to the competencies, will be used during reviews and will assist the preceptee and preceptor / line manager to identify learning and development needs. The portfolio will also provide assurance to the preceptor that not only can the preceptee deliver and be competent on a practical level but can also provide the theoretical rationale for delivering care at this level. It will also enable the nurse to meet other requirements which will include Revalidation, The Code and Clinical Supervision. (This list is not exhaustive).

The Development Needs Analysis Questionnaire will allow the individual to assess progress against the Review and Personal Development Programme and providing that it is constantly updated it potentially will save on preparation time at the 2 and 6 month review stages.


Evidence provides objective information on the level of knowledge and skills that individuals can clearly demonstrate whilst performing different tasks and activities of their role. It is important to have objective evidence so that preceptees can demonstrate practice, which in turn will identify learning and development.

It is advisable and best practice prior to the 2 and 6 month review stage that discussions take place between the preceptor and the preceptee on the type of evidence that will be required and gathered, presently and for the future. Types of evidence might include: research articles, reflective diary, statement by others, record of training, example of reports, care plans developed by the nurse, relevant Policies, ward guidelines, risk assessments, record of attendance at meetings.

Revalidation will require every nurse and midwife to confirm that they:

Continue to remain fit to practise by meeting the principles of the revised Code

Have completed the required hours of practice and learning activity through continuing professional development (CPD)

Have used feedback to review and improve the way they work

Have received confirmation from someone well placed to comment on their continuing fitness to practise

NMC 2014


Five rules of evidence The requirements for revalidation

1. Valid/Relevant – does it meet the needs of the dimensions or indicators of the PCAF? Relevant to any training and development needs that have been jointly identified.

2. Sufficient – there must be enough evidence to match work against all the dimensions, levels and indicators of the KSF

outline. One piece of evidence can be used for more than one indicator across different dimensions. 3. Current – is it up-to-date even if there is achievement of the full KSF outline for the post. Evidence must be provided that

knowledge and skills are being currently and consistently demonstrated and used. 4. Reliable – is it appropriate and reflect the standards. Evidence must relate to the dimensions and levels of the KSF outline. 5. Authentic - can the evidence be attributed to the individual?

SALARY

“All newly qualified nurses will be placed at the bottom of Band 3 pay scale until confirmation of NMC registration. When staff produce NMC letter of registration (which must either be handed to their Manager who can scan and send to ESR or take direct to ESR), you will be paid at the Bottom of a Band 5 from that date forward”.

Accreditation You will be invited to complete the Accreditation programme as part of your preceptorship. Guidance notes are also attached to this PGN Mentorship Training On successful completion of this preceptorship framework there is a requirement that the qualified nurse will undertake mentorship training via the responsible PPF.


In Patient

Nursing Strategy

Strategic Aim 1 Call to Action: Helping people to stay independent, maximising well-being and improving health outcomes

Strategic Aim 2 Call To Action: Working with people to provide a positive experience of care

Strategic Aim 3 Call to Action : Delivering high quality care and measuring the impact of care

Develop your skills as a health promoting practitioner making every contact count

Recognise rights and aspirations of patients; service users; carers and their families

Use measures of care to help you learn improve and highlight the positive impact on the people you care for

Ensure you use clear principles of recovery /living well in all interventions; working within broad agreed care pathways

Embed the 6C’s in your daily practice and use these to evaluate the standards of care and support received

Develop knowledge and skills to interpret data and research findings

Build meaningful relationships increasing time spent with patients and service users by utilising appropriate technology

Listen to; seek out and act on patient , carer feedback ensuring the patient and carer voice is heard

Commit to supporting the development of a culture of continuous improvement

Reduce the impact of health inequalities for people with a learning disability

Promote the NMC Code; Standards of Conduct , Performance and Ethics for Nurses in all aspects of your practice

Ensure you and your team use evidence and information available to continually improve the standard of care delivered every day

Maximise your contribution to the dementia challenge

Strategic Aim 4 Call to Action : Building and strengthening Leadership

Strategic Aim 5 Call to Action: Ensuring we have the right staff, with the right values and skills, in the right place

Strategic Aim 6 Call to Action : Supporting positive staff experience

Put yourself in patients shoes and ensure your actions are always in their best interest

Ensure each patient is allocated and introduced to a named key nurse responsible for coordinating care

Engage fully in the appraisal system taking joint responsibility for a positive personal development plan

Include examples of how you have delivered the 6C’s in appraisals with your line manager

Incorporate values and behaviours of Compassion in Practice into recruitment and appraisals

Engage in clinical supervision and where appropriate skills based supervision

Act as a role model at all times setting and maintaining high standards of care and treatment

Provide ongoing evidence of fitness to practice for periodic revalidation with the NMC

Personally be responsible for applying the 6 C’s every day in your work in line with statutory duty of candour

Utilise available staff effectively within the team to maximise delivery of 6 C’s

Deploy staff effectively and efficiently identify the impact this has on quality of care and experience of people in our care

Acknowledge your own lived experience of using health care services : creating a culture where your experience is valued

Raise concerns and challenge practice if it is not contributing to wards delivery of compassionate care

Collect, share and further review evidence based good practice


Trust Values

Caring and Compassionate Respectful Honest and Transparent

Put yourself in other peoples shoes

Listen and offer hope

Focus on recovery

Be approachable

Be sensitive and considerate

Be helpful

Go the extra mile

Value the skill and contribution of others

Give respect to all people

Respect and embrace difference

Encourage innovation and be open to new ideas

Work together and value our partners

Have no secrets

Be open and truthful

Accept what is wrong and strive to put it right

Share information

Be accountable for our actions

Corporate Appraisal Objectives 2014/2015

For all Staff For all Staff ( not line managers)

To work with your line manager and colleagues to develop your team objectives for the next year

To understand and contribute proactively to transformation in your local area and understand how your work, in your team, helps to deliver high quality patient care


Core Practice Area : Clinical Leadership

Indicator Evidence Range Link to Trust Values Link to Nursing Strategy Call to Action

Delivering High Quality Care

Demonstrate ability to provide excellent professional, skilled and effective person centred, evidence based nursing care

Deliver and maintain high standards of clinical care and contribute to achieving the CQC Essential Standards

Identify and act on any circumstances which compromise standards, quality of care and/or patient safety and report to the ward manager

Challenge practice which may be outdated or no longer appropriate by developing effective change management strategies to continuously improve practice and service provision

Use own discretion and judgement for problem solving and crisis resolution, accessing support, advice and supervision from senior staff

Ensure robust risk management systems are implemented and functioning

Maintain health and safety standards using existing mechanisms e.g. clinical risk, assessment ,environmental risk assessment , moving and handling , COSHH

Contribute to the development of Trust wide policies and procedures


Core Practice Area : Clinical Leadership

Supervision Delegation and Development of Staff

Evidence Range Link to Trust Values Link to Nursing Strategy Call to Action

Assist the ward manager in ensuring the ward is adequately staffed with the appropriate gender/skill mix to meet the needs of service users

Prioritise work, oversee and coordinate clinical resources on a daily basis to meet service user needs

Delegate tasks and activities to team members taking into consideration the skills, experience, ability, support and supervision of staff

Contribute to staff appraisals, identifying best practice and areas for development and support personal development plans

Contribute to the education and development of the workforce and students

Provide effective mentorship and supervision of students

Participate in own clinical supervision and provide supervision to allocated staff

Assist, support and debrief staff when dealing with difficult situations

Service Delivery Evidence Range Link to Trust Values Link to Nursing Strategy Call

to Action Describe the current national and local priorities which have an influence on service provision

Collaborate with service user/carer groups and representatives to promote service improvement and development

Contribute to the planning of the future delivery of services

Support any review of service provision


Core Practice Area : Patient Care

Indicator Evidence Range Link to Trust Values Link to Nursing Strategy

Call to Action

Delivering Safe and Compassionate Care

Demonstrate ability to develop and deliver therapeutic clinical based interventions which meet the complex needs of service users

Promote and practice a culture of compassion where relationships are based on empathy, kindness , respect and dignity

Advocate and maintain a philosophy of care which is person/carer centred, maintaining dignity and independence and consistently right for the person at that time

Act as a Primary/Named Nurse within a multidisciplinary team, developing collaborative, needs based care plans, through assessment planning, implementation and evaluation

Assess, plan ,implement and evaluate individual plans of care, treatment and risk based on a person centred assessment

Implement the Care Programme Approach within the multi - disciplinary team to ensure effective and appropriate teamwork

Recognise potential risk and risk situations and act accordingly in conjunction with Trust and legislative policies

Demonstrate and promote safe practice in medication management , including storage , administration and stock control following Trust policies and practice guidelines

Demonstrate understanding and implementation of mental health legislation


Core Practice Area : Patient Care

Promoting Health and Wellbeing Evidence Range Link to Trust Values Link to Nursing Strategy

Call to Action

Demonstrate an active involvement in the health and wellbeing of staff and service users

Provide advice and guidance related to the promotion of service users health and wellbeing

Service User and Family Involvement Evidence Range Link to Trust Values

Link to Nursing Strategy Call to Action

Be visible and accessible to patients, families and carers working together to ensure efficient , effective and caring services

Communicate with service users and carers in order to positively develop therapeutic relationships

Listen to service users and carers to promote and practise shared decision making

Assist in establishing systems to promote regular family/carer contact support to encourage collaborative decision making

Assist, support and debrief service users and carers following critical incidents and difficult situations


Core Practice Area : Professional Practice

Indicator Evidence Range Link to Trust Values Link to Call to Action

Communication

Communicate and collaborate with clinical nurse lead; ward manager, peers, medical staff, patients, families and carers, general public, external agencies , voluntary agencies, GP’s, other regional NHS Trusts

Demonstrate ability to provide and receive complex difficult and sensitive information, which may be in a challenging and emotive atmosphere

Demonstrate ability to prepare and present accurate reports both verbal and written

Demonstrate ability to facilitate and chair multi - disciplinary reviews , daily reviews and handovers

Organise, facilitate and contribute to ward meetings ensuring robust information pathways

Develop effective interpersonal skills in managing conflict and resolution

Represent the team at operational and clinical forums as delegated by the ward manager to ensure effective two way communication


Core Practice Area : Professional Practice

Safeguarding Evidence Range Link to Trust Values Link to Call to Action

Have courage to speak out challenge and act when things feel wrong

Implement local safeguarding procedures and other statutory requirements

Address any potentially discriminatory practice

Assist in the management of complaints and serious incidents investigations

Managing Resources Evidence Range Link to Trust Values Link to Call to Action

Coordinate staff rotas, ensuring adequate provision of staff across shifts and taking appropriate action when staff numbers are below acceptable levels

Assist the ward manager in effectively administering ward budget

Ensure the ward environment is maintained to a high standard of cleanliness and repair in accordance with national guidance standards and local policy

Operate Trust policy for patients monies , valuables and belongings

Order, monitor and maintain ward equipment and supplies


Core Practice Area : Practice Development

Indicator Evidence Link to Trust Values Link to Call to Action

Quality and Performance

Contribute to achieving all performance indicators , essential standards and quality outcomes

Undertake surveys and audits in own work area including clinical audits and action findings

Assist the ward manager in interpreting data from a variety of sources and implement findings

Provide information and reports to ward manager

Contribute to the development of Trust wide policies and procedures

Implement Trust policies and procedures

Information Governance

Demonstrate compliance with Data Protection Act, Freedom of Information, and Records Management Policy

Adopt and oversee accurate, robust and high standard of record keeping

Maintain and update service user. carer information

Demonstrate a common sense approach to confidentiality

Support change associated with the development of IT systems


Core Practice Area : Practice Development

Indicator Evidence Link to Trust Values Link to Call to Action

Evidence Based Practice

Practise within the boundaries of National, Regional and Local Advisory Bodies complying with Trust policies and procedures

Implement care delivery systems, ensuring contemporary clinical practice is outcome focussed and of the highest professional standard and consistency

Maintain and promote professional standards working within the NMC Code Standards of conduct, performance and ethics for nurses

Act on service development in response to changing needs of service users , local and national priorities and guidelines utilising best practice

Demonstrate continuous professional development by maintaining professional and personal learning in accordance with Revalidation requirements and formulate a development plan based on training and development needs and the needs of the service


Competency Assessment Form

Core Practice Area

Indicator Area for Development

Evidence of Decision /

Discussion

Page number in evidence portfolio

Action on progress

Review Date and Signature


Core Practice Area

Indicator Area for Development

Evidence of Decision /

Discussion

Page number in evidence portfolio

Action on progress

Review Date and Signature


Newly Registered Nurse Preceptorship Programme

Phase 1:

Clinical supervision sessions will be held throughout the process at a minimum of monthly intervals.

EXAMPLES OF EVIDENCE

o Research article o Reflective diary o Statement by others o Record of training o Example of reports, care plans developed by the nurse o Policy o Ward guidelines o Risk assessments o Record of attendance at meetings

2 Week Induction

Allocated Placement

Allocated Preceptor

Tripartite Meeting (Initial)

2/6 Tripartite Meeting

(Progress)


(Assessment)


(Assessment)

Identify Preceptor within

one day


Records of discussions (please print off further copies for your records):

Initial Meeting

Date

Present

Areas Discussed

Actions Points

Signature (also print name) and enter Grade of those present at meeting

Signature Print name Grade




2/6 tripartite meeting (progress)

Date

Present

Areas Discussed

Actions Points







Date

Present

Areas Discussed

Actions Points





Contents Section Description Page No

Documents

Transcript of Contents Section Description Page No