rnfa as concierge

8/22/2019 RNFA as Concierge

1/13

Home Study Program JULY 2004, VOL 80, NO 1

The RN first assistant

as OR conciergehe article The RN first assistant as OR concierge, is the basis for this

AORN Journal independent study. The behavioral objectives and examina-tion for this program were prepared by Rebecca Holm, RN, MSN, CNOR,clinical editor, with consultation from Susan Bakewell, RN, MS, BC, edu-cation program professional, Center for Perioperative Education.

Participants receive feedback on incorrect answers. Each applicant who suc-cessfully completes this study will receive a certificate of completion. The deadlinefor submitting this study is July 31, 2007.

Complete the examination answer sheet and learner evaluation found on pages99-100 and mail with appropriate fee to

AORN Customer Servicec/o Home Study Program

2170 S Parker Rd, Suite 300Denver, CO 80231-5711

or fax the information with a credit card number to (303) 750-3212.

You also may access this Home Study via AORN Online athttp://www.aorn.org/journal/homestudy/default.htm.

BEHAVIORAL OBJECTIVESAfter reading and studying the article on the role of the RN first assistant

(RNFA) as OR concierge, nurses will be able to

1. explain problems encountered by the obstetrics and gynecology departmentat the facility described in this Home Study,

2. discuss options that facility members considered to resolve these problems,

3. identify methods used by the RNFA to solve these problems, and

4. describe skills that an RNFA may possess that would put him or her in anideal position to act as OR concierge.

Home Study Program

This

program

meets criteria

for CNOR

and CRNFA

recertifica-

tion, as well

as other

continuing

education

requirements.

A minimum

score of 70%

on the multi-

ple-choice

examination

is necessary toearn 1.9 con-

tact hours for

this independ-

ent study.

Purpose/Goal:

To educate

perioperative

nurses about

the role of the

RN first assis-

tant as OR

concierge.

T

AORN JOURNAL 83


2/13

84 AORN JOURNAL

JULY 2004, VOL 80, NO 1 Robbins Mann

Kathie Robbins, RN;William J. Mann, Jr, MD

Efficiency in health care is a para-mount concern as profit marginslessen and budget constraints

place harsh demands on surgical servic-es departments. In addition, competi-tion between hospitals for physiciansand OR staff members has increased,and unhappy physicians and staffmembers are quick to move to otherfacilities. Maintaining adequate ORstaffing levels is becoming more diffi-cult because of the nurse shortage, anda projected physician shortage in five toseven years will only aggravate the sit-uation.1 In this stressful environment,teamwork, which is the backbone ofperioperative patient care,2 (p 372) is evenmore vital to successful functioning.

DIAGNOSING THE PROBLEMAt Jersey Shore University MedicalCenter, Neptune, NJ, the obstetrics andgynecology (OB/GYN) department

Home Study ProgramThe RN first assistant

as OR concierge

MANAGERS AND STAFF MEMBERS in thedepartment of obstetrics and gynecology at JerseyShore University Medical Center, Neptune, NJ,determined that surgeon and OR staff memberproblems were impeding their ability to functionas a team.

AN RN FIRST ASSISTANT was hired to act asOR concierge. Her primary role was to ensuresmooth functioning of procedures performed inthe facility.

PHYSICIAN COMPLAINTS DISAPPEARED,OR staff members found the concierge supportiveand adept at problem solving, and surgical volumeincreased significantly.AORN J80 (July 2004) 84-94.

ABSTRACT

found itself plagued by physician com-plaints about delayed procedures, inad-equate or incorrect equipment, andproblems with individuals assisting oncomplex procedures. Perioperative staffmembers compiled lists of proceduresin which problems occurred, and areview of these lists indicated that prob-lems were widespread and not associat-ed with a specific OR team or physi-cian. Some of the ongoing problemsreported by perioperative staff mem-

bers included incorrectly scheduledprocedures, physicians requesting in-struments that were not on their prefer-ence cards, novel patient positioningrequirements, and requests for a largevariety of unfamiliar instruments.

Frequent lengthy and frustrating dis-cussions were held during the monthlyOB/GYN department meetings, but noappreciable improvement was noted.

During this time, several physiciansdecided to perform their procedures inother, smaller facilities where they per-ceived that fewer problems occurredduring surgery. Jersey Shores volumeof gynecology procedures remainedstable because of the addition of newsurgeons, but individual physicians

began to perform fewer procedures asthey transferred procedures to otherfacilities. Additionally, gynecology casevolume in the attached same day sur-gery center (ie, surgicenter) was notedto be very low.

A decision was made to place a nursein charge of the gynecology service. Thisindividual was instructed to meet withOB/GYN physicians frequently to ad-dress their concerns. Unfortunately, be-cause of staffing limitations, this nursealso was responsible for urology andgeneral surgery. In addition, many prob-lems occurred during the evening and


3/13

86 AORN JOURNAL


on weekends when this nurse was notavailable; therefore, no improvementoccurred, and the nurse overseeinggynecology services became frustratedand transferred to another hospital.

While these problems were occur-ring in the OR and the surgicenter, a dif-ferent set of issues began to develop inthe obstetrical suite. Jersey ShoreUniversity Medical Center serves as a

regional referral centerfor high-risk obstetric

procedures. As the com-plexity of patient condi-tions increased, morecomplicated and extend-ed surgical procedureswere being performed inthe labor and delivery(L&D) department, in-cluding hysterectomies,arterial ligations, andextended procedures in-volving the bladder orureters. Staff members inthe L&D department had

considerable expertise inassisting in cesarean sec-tions (C-sections) butwere unprepared formore complicated proce-dures, which usuallywere emergent andunscheduled.

Significant deficitswere noted in instrumenttrays, particularly be-cause they were notintended to be used for

more extensive proce-dures. Expense prohibit-ed adding needed instruments to everytray, so separate instrument trays werecreated for more extensive procedures.Identifying these trays and ensuringthat they were stocked properly , avail-able, and easy to find and open, howev-er, became a source of concern for L&Dstaff members and physicians. In addi-

tion, physician instrument and supplypreferences varied. A staff member wasassigned to address these issues, butproblems still were encountered in near-ly every extensive procedure.

LOOKING FOR A SOLUTIONGynecological procedures at Jersey

Shore University Medical Center oftenare scheduled to run concurrently intwo or even three separate rooms; onother days there are very few or no pro-

cedures scheduled. The reality of reim-bursement and hospital resource alloca-tion make orthopedic, trauma, and car-diovascular procedures a priority. Inthis environment, it is not feasible tocreate a team consisting only of gyne-cology staff members. In addition, itclearly was not possible to create a sep-arate perioperative team for the OR, theL&D department, and the surgicenter.

Hospital administrators were awareof the problems and asked the vicepresident of nursing to clarify andresolve the problems. The vice presi-

dent of nursing and the new OB/GYNdepartment chair worked together on athorough review of the problems. Thegoal was not to determine who was atfault but to devise the means and meth-ods needed to ensure that procedureswere performed smoothly, quickly, andefficiently while also eliminating physi-cian and staff member complaints.

The chair spoke with division direc-tors, department physicians, and theOR nurse manager. In addition, thevice president and the chair held sever-

al brainstorming sessions in whichthey discussed budgetary constraints.The novel approach that evolved fromthese brainstorming sessions was tocreate a position for a concierge or facil-itator whose role would be to optimizeprocedure performance for theOB/GYN department. This personwould be responsible for solving prob-lems in the OR, surgicenter, and L&D

Reimbursementand hospital

resource

allocation make

orthopedic,

trauma, and

cardiovascular

procedures apriority, so it is

not feasible to

create a team

consisting only

of gynecology

staff members.


4/13

AORN JOURNAL 89

Robbins Mann JULY 2004, VOL 80, NO 1

department. These three areas haveseparate organizational and adminis-trative structures. The concierge, there-fore, administratively would be part ofthe OB/GYN department, and costswould be shared by the departments ofnursing and OB/GYN. The conciergewould report directly to the OB/GYNdepartment chair.

THE RN FIRSTASSISTANT AS CONCIERGE

Most RN first assistants (RNFAs)possess unique skills they have devel-oped during nursing school, their peri-operative nursing experience, andadditional specialized didactic andclinical education and by serving asfirst assistants.3 The experience of firstassisting exposes an RNFA to hands-oncontact with problems encounteredduring procedures, and previous peri-operative nursing experience allows anRNFA to appreciate the hurt, disap-pointment, and frustration of perioper-ative team members trying to perform

well but receiving unexpected requestsand demands for which they areunprepared. An RNFA also is accus-tomed to being present in the OR suiteand physically involved with proce-dures. This provides a level of manage-ment experience within the OR suiteitself. This experience indicated that anRNFA would be an ideal choice for thenew position.

All staff members in the OR, L&Ddepartment, and surgicenter activelyparticipated in staff member recruit-

ment. The facilities vacancy rates ofapproximately 3% meant that no budgethad been allocated to staff the new posi-tion. Partially budgeted dollars wereallocated for the proposed RNFA posi-tion by the nursing department; thislater was transferred into the OB/GYNdepartment budget. This prevented thenew position from being perceived ascompetition for nurse recruiting by

other units. Requiring that the new posi-tion be filled by an RNFA obviated anypossibility of nurses leaving an OR,L&D, or surgicenter budgeted positionto apply for the new position. In addi-tion, the RNFA was credentialed andqualified to work in each area.

IMPLEMENTATIONAn experienced RNFA

with an interest in gyne-cologic surgery and past

experience as an inde-pendent practitioner inthe hospital was recruitedand introduced to thedepartments physiciansin her new role. She ini-tially spent several daysobserving procedures inthe OR, L&D department,and surgicenter to identi-fy departmental andprocess problems ratherthan focusing on individ-ual staff members. Ad-

ditionally, she met withOR staff members andsupply processing de-partment employees whocleaned and packagedgynecologic instrumenttrays. She reviewed herfindings with the chairand drew up a list of spe-cific issues to address.

Several problems wereidentified immediately.For example, physician

preference cards were notkept up to date, and pre-viously created standardized instru-ment trays were either outdated orlacked so many additional instrumentsthat they were useless. In particular,previous efforts to create a standardizedlaparoscopy tray that would serve bothgeneral surgeons and gynecologic sur-geons resulted in a situation in which

A concierge or

facilitator rolewas created to

optimize

procedure

performance in

the obstetrics

and gynecology

department andto solve

problems in the

OR, labor and

delivery

department, and

surgicenter.


5/13

90 AORN JOURNAL


neither specialtys needs were met.Often three or more full trays had to beopened to obtain all the needed equip-ment. This was due in part to evolvingsurgical skills or methods and to theaddition of new physicians whorequested different instruments.

Hysteroscopic surgery had becomemore complex, and surgeons were per-forming new endometrial ablation pro-cedures. Additionally, busy urogynecol-

ogy and gynecologic

oncology services haddeveloped, which re-quired not only newinstruments but also

brought in new patientpopulations (eg, patientswho are morbidly obeseand who require differentsurgical equipment andspecial positioning). Ad-ditionally, research proto-cols were instituted thatrequired special handlingof many oncology speci-

mens. Finally, the OB/GYN department hadseen a remarkable growthin the number of patientswith complicated obstet-ric problems, which re-quired that surgical pro-cedures and C-sections beperformed simultaneous-ly in separate rooms andareas. This required moreequipment than wasavailable on standard

obstetrical instrument trays and placedgreater demands on scrub personneland circulating nurses in the L&Ddepartment.

SYSTEM CHANGESThe RNFA met with each physician

to review and update individual prefer-ence cards. She identified and highlight-ed surgeons specific needs (eg, latex-

free gloves, special separately wrappedinstruments, extra-long instruments orequipment, vascular clips) by puttingthose items in bold typeface on the card.The RNFA created uniform laparoscopytowers with identical light sources,power supply, and rapid insufflationequipment. She also assembled a basic,gynecological laparoscopic instrumenttray that included

a high-volume irrigation system, multiple scissors and grasping tools,

monopolar and bipolar attachments,and a videotape camera and light cord.She ensured that staff members fromthe supply processing departmentwrapped unique laparoscopic toolsused by individual surgeons separately.She put three sizes of trocars (ie, 5 mm,10 mm, 12 mm) in each tower to beopened as needed. Before patients were

brought into the room, the RNFAhelped the circulating nurse and scrubperson test light cables and cameras andconfirm that air tanks were full.

The RNFA then created a basic hys-teroscopy tray, as well as an endometri-al ablation device tray. She purchasedenough extra-long instruments andretractors to have two sets of instru-ments assembled to accommodate pro-cedures performed on patients who aremorbidly obese.

Additionally, the RNFA created amodified hysterectomy tray and sent itto the supply processing department to

be sterilized in red wrapping for theL&D department. She also ensured that

vascular clips were stocked. The RNFAthen provided inservice programs forall circulating nurses and assistants onthe obstetrical service.

Although these specific changeswere important, the actual presence andinput of the RNFA played a greater rolein improving services provided. Shereviewed all OR schedules in advanceand identified potential problems or

The RN first

assistant met

with each

physician to

review and

update

individualpreference cards

and to identify

and highlight

each surgeons

specific needs.


6/13

AORN JOURNAL 91

Robbins Mann JULY 2004, VOL 80, NO 1

physicians with specific needs. Thisensured availability of equipment, andany questions OR team members mighthave were addressed before the sur-geons arrival. Furthermore, she wasavailable physically during proceduresto troubleshoot any problems thatarose. After the procedure, she wouldreview with the surgeon how the proce-dure had gone and what could have

been improved. She scrubbed andassisted on many of the more difficult

procedures to ensure they went welland to lend moral support to new scrubpersonnel. Almost immediately, sur-geons began to include the RNFAin thescheduling process to ensure her pres-ence during procedures they felt might

be difficult.The RNFA continued to attend

department meetings and meet withphysicians to seek opportunities to pro-vide better service. In addition, sheremained in close contact with thedepartment chair to ensure that issuesrelated to the teaching program were

addressed, develop new services, andwelcome new physicians. She askednew physicians about any specificneeds they might have related to ORequipment or procedures and was pres-ent during the first few procedures theyperformed to ensure a positive firstimpression.

On several occasions, urgent orpressing procedures had to be added tothe usual busy OR schedule. To facili-tate this, the RNFA helped providenursing support to staff members and

thus minimized disruption of the ORschedule.Occasionally, equipment malfunc-

tions would occur. When a rapid insuf-flator failed to deliver adequate gas vol-umes, the RNFA identified the problem,contacted the appropriate vendor, andquickly arranged for loaned equipmentuntil the device could be repaired.When retractors were not being re-

assembled properly by supply process-ing department personnel, the RNFAmet with the individuals involved tocorrect the problem and then monitoredthe next few procedures to ensure thatthe problem did not reoccur.

The RNFAs support in the L&Ddepartment was particularly wellreceived. Obstetrical team memberswere very proficient incaring for pregnantpatients with complex

medical problems. Pro-cedures such as cesareanhysterectomy, bladder orureter surgery, or ligationof hypogastric arterieswere uncommon, howev-er, so L&D staff memberswere uncomfortable par-ticipating in these proce-dures. Consequently, theRNFA scrubbed in onseveral of these proce-dures and was present inthe room for other proce-

dures. The newly assem-bled red-wrapped instru-ment tray was used, withgood surgeon and nurseacceptance.

OUTCOMEWithin two to three

months, it was apparentto physicians and ORstaff members that theircomplaints were beingtaken seriously and

addressed in a mannerthat focused on gettingprocedures done. There were fewerepisodes of surgeons not having neededequipment, and laparoscopic proce-dures went more smoothly. The newL&D instruments meant that emer-gency cesarean hysterectomies andhypogastric artery ligation proceduresprogressed much more easily with

When equipment

malfunctions

occurred, the RN

first assistant

identified

the problem,

contacted the

appropriatevendor, and

quickly arranged

for loaner

equipment until

the device could

be repaired.


7/13

92 AORN JOURNAL


good outcomes. The RNFAs presenceduring these procedures improved staffmember morale and confidence.

During the next year, gynecologysurgical volumes increased in both theOR and the surgicenter, and urogyne-cology and gynecologic oncology serv-ices grew remarkably, requiring thatmore physicians be added to the

department. Surgical vol-ume for the OB/GYNdepartment rose more

than 20%. Surgeonsbegan performing morecomplex laparoscopicand hysteroscopic proce-dures in the surgicenter,optimizing use of surgi-center staff members andfreeing up OR time foroncology and urogyne-cology. Additional phy-sicians were added to thedepartment, and severalcommented on howmuch they appreciated

the RNFA helping themadjust to the hospital.

The RNFAs relation-ship with OR and L&Dstaff members becameone of a mentor. She usedspecial competencies to

encourage mutual learning and helpdevelop self-confidence, respect, andcommitment. This was successful

because the RNFA provided positivesupport and demonstrated behaviorworthy of imitation.4

Additionally, the RNFAhad an excel-lent understanding of the departmentsequipment needs, which facilitatedannual equipment budgeting. TheRNFA also noted that equipment anddraping supplies were wasted on minorgynecologic procedures because stan-dardization of draping setups failed todifferentiate clean from sterile proce-dures. For example, a vulvar biopsy

requires different equipment and drap-ing than does a vulvectomy. This creat-ed potential budgetary savings andimproved efficiency.

Medical students rotate through thedepartment at six-week intervals. Manyof these students have not had previoussurgical rotations and do not under-stand the most basic aspects of OR pro-cedures and techniques. The RNFA vol-unteered to create a short educationalsession to teach proper scrubbing,

gowning, and gloving techniques. Thisis followed by a review of commonlyused instruments. The program has

been a tremendous success and hashelped medical students feel less intim-idated by surgery. Their presence nolonger is disruptive, and they seem to

be more relaxed and able to focus onlearning. Finally, because the RNFAwascomfortable with preoperative patientpreparation, she worked on ensuringthat research consents were adminis-tered properly and that staff membersadhered to departmental policy regard-

ing administration of prophylacticantibiotics for all hysterectomy patients.

In many respects, the concierge posi-tion heavily depended on the RNFA act-ing as a troubleshooter and problemsolver because RNFAs often have thesetypes of skills. In addition, the positionrequired professionalism and sensitivi-ty to others perceptions and identities.This prevented hostility and ensuredthat the RNFA was seen as a resource,not a threat or competitor.

CONCLUSIONThe unique training and skill setsRNFAs have allow them to functionwell as OR concierges, facilitating opti-mal use of OR time and minimizingphysician and staff member problemswith equipment, changing technologyand procedures, and the introductionof new services. This role provides analternative to creating a specialty team,

Surgical volume

rose more than

20%, and

surgeons began

performing more

complex

laparoscopic and

hysteroscopicprocedures in the

surgicenter.


8/13

94 AORN JOURNAL


which may be cost prohibitive. In thismodel, the RNFA is a resource to theOR, the L&D department, and the sur-gicenter. She is able to function in allthree arenas, so common problems can

be solved with less effort and betterinformation exchange. The RNFA alsocan help budget, save resources, andteach OR staff members and students.Additionally, the RNFA provides sur-gical assistance to surgeons whenneeded.

Kathie Robbins, RN, CNOR, CRNFA,is an RNFA in the department of obste-trics and gynecology at Jersey ShoreUniversity Medical Center, Neptune, NJ.

William J. Mann, Jr, MD, MBA,FACOG, FACS, is chair of the depart-ment of obstetrics and gynecology at

Jersey Shore University MedicalCenter, Neptune, NJ.

NOTES1. R A Cooper, T E Getzen, The comingphysician shortage,Health Affairs (Millwood)21 (March/April 2002) 296-299.2. B S Gregory Dawes, Building teams,synergy, and your resource, (Editorial)

AORN Journal 72 (September 2000) 372.

3. T Homan, A Dunscombe, Marketing theRN first assistant role,AORN Journal 72(August 2000) 234-240.4. S L Allen, MentoringThe essential con-nection, (Presidents Message)AORNJournal 75 (March 2002) 440-444.


9/13

AORN JOURNAL 97

Examination JULY 2004, VOL 80, NO 1

1. At the facility reported on in thisHome Study, some of the ongoingproblems reported by periopera-tive staff members included

1. inadequately oriented staffmembers.

2. incorrectly scheduled proce-dures.3. inexperienced resident surgeons.4. novel patient positioning re-

quirements.5. physicians requesting instru-

ments that were not on theirpreference cards.

6. requests for a large range ofinstruments.

a. 1, 3, and 6b. 2, 4, and 5c. 2, 4, 5, and 6d. 1, 2, 3, 4, 5, and 6

2. Issues that began to developsimultaneously in the labor anddelivery (L&D) suite at the facilityreported on in this Home Studyincluded

1. increasing complexity ofpatient conditions.

2. instrument tray deficits becausethe trays were not intended formore extensive procedures.

3. more complicated and extend-ed surgical procedures beingperformed in the L&D depart-ment.

4. staff members unpreparedfor more complicated proce-dures, which usually wereemergent and unscheduled.

a. 1 and 3b. 2 and 4c. 1, 2, and 3d. 1, 2, 3, and 4

3. Reimbursement and hospital re-source allocation prevented cre-ation of a team consisting only ofgynecology staff members.a. trueb. false

4. The concierges role was to opti-mize procedure performance forthe OB/GYN department bya. developing separate teams for the

OR, L&D, and surgicenter.b. reporting directly to the OR

manager.c. resolving problems in the OR, sur-

gicenter, and L&D department.

5. An OR concierge would benefit fromthe unique skills that many RN firstassistants (RNFAs) possess, such as

1. financial and staffing experi-ence.

2. hands-on contact when firstassisting.

3. previous perioperative nurs-ing experience that providesinsight into team memberfrustration.

4. opportunities for manage-ment experience in the ORsuite itself.

a. 1 and 4b. 2 and 3c. 2, 3, and 4d. 1, 2, 3, and 4

6. The RNFA initially spent severaldays observing procedures in theOR, L&D department, and surgi-center to identify problems withstaff members.a. trueb. false

ExaminationThe RN first assistant

as OR concierge

AORN is

accredited as

a provider of

continuing

nursing

education bythe American

Nurses

Credentialing

Centers

Commission on

Accreditation.

AORN recog-

nizes these

activities as

continuing

education for

RNs. This

recognition

does not imply

that AORN orthe American

Nurses

Credentialing

Center

approves or

endorses

products

mentioned in

the activity.

AORN is

provider-

approved by

the California

Board of

Registered

Nursing,

Provider

Number CEP

13019. Check

with your

state board of

nursing for

acceptance of

this activity

for relicensure.


10/13

98 AORN JOURNAL

JULY 2004, VOL 80, NO 1 Examination

7. After meeting with each physi-cian, the RNFA instituted systemchanges that included

1. assembling a basic, gynecologiclaparoscopic instrument tray.

2. creating uniform laparoscopytowers.

3. identifying and highlightingsurgeons specific needs.

4. identifying new purchasingrequirements that remain withinbudgetary constraints.

5. updating individual prefer-ence cards.a. 1, 3, and 4b.2, 4, and 5c. 1, 2, 3, and 5d. 1, 2, 3, 4, and 5

8. The presence and input of theRNFA played a greater role inimproving services providedbecause she reviewed all OR sched-ules in advance and identified

potential problems or physicianswith specific needs.a. trueb. false

9. The RNFA scrubbed and assisted inall difficult procedures to help iden-tify problems.a. trueb. false

10.The RNFA continued to work with

the department chair to1. develop new services.2. ensure that issues related to

to the teaching program wereaddressed.

3. participate in personnel hir-ing and firing issues.

4. welcome new physicians.a. 1 and 2b.3 and 4c. 1, 2, and 3d. 1, 2, and 4


11/13

AORN JOURNAL 99

Answer Sheet JULY 2004, VOL 80, NO 1

Answer SheetThe RN first assistant

as OR conciergelease fill out the applicationand answer form on thispage and the evaluation formon the back of this page. Tearthe page out of theJournal or

make photocopies and mail to:

AORN Customer Servicec/o Home Study Program

2170 S Parker Rd, Suite 300Denver, CO 80231-5711

or fax with credit card information to(303) 750-3212.

Additionally, please verify by signature that youhave reviewed the objectives and read the

article, or you will not receive credit.

Signature ________________________

1. Record your AORN member identifi-cation number in the appropriate sec-tion below. (See your member card.)2. Completely darken the spaces thatindicate your answers to examinationquestions one through 10. Use blue or

black ink only.3. Our accrediting body requires that weverify the amount of time you required tocomplete this 1.9 contact hour (95-minute) program._________4. Enclose fee if information is mailed.

P

AORN (ID) # _______________________________

Name _____________________________________

Address ___________________________________

City_______________________________________ State __________ Zip ____________Phone number______________________________

RN license #________________________________ State __________________________

Fee enclosed _______________________________

or bill the credit card indicated MC Visa American Express Discover

Card # ____________________________________ Expiration date

Signature _________________________________________________ (for credit card authorization)

Event

#04070

Session

#8173

Contact

hours: 1.9

Fee:

Members

$9.50

Nonmembers

$19

Program

offered

July 2004

The deadline

for this

program is

July 31, 2007

A score of

70% correct

on the exami-

nation

is required

for credit.

CH02


12/13

100 AORN JOURNAL

JULY 2004, VOL 80, NO 1 Learner Evaluation

ObjectivesTo what extent were the followingobjectives of this Home Study Programachieved?1. Explain problems encountered by

the obstetrics and gynecology

department at the facility describedin this Home Study.2. Discuss options that facility mem-

bers considered to resolve theseproblems.

3. Identify methods used by the RNfirst assistant (RNFA) to solve theseproblems.

4. Describe skills that an RNFA maypossess that would put him or herin an ideal position to act as ORconcierge.

Content

5. Did this article increase yourknowledge of the subject matter?6. Was the content clear and organized?7. Did this article facilitate learning?8. Were your individual objectives

met?9. How well did the objectives relate

to the overall purpose/goal?

Test Questions/Answers10.Were they reflective of the content?11.Were they easy to understand?12.Did they address important points?

Learner Input13.Will you be able to use the infor-mation from this Home Study inyour work setting?a. yes b. no

14.I learned of this Home Study viaa. theJournal I receive as an AORN

member.b. aJournal I obtained elsewhere.c. the AORN web site.

d. SSM Online.15.What factor most affects whether

you take an AORN Journal HomeStudy?a. need for contact hours

b. pricec. subject matter relevant to current

positiond. number of contact hours offered

What other topics would you like to see

addressed in a future Home StudyProgram? Would you be interested or doyou know someone who would be inter-ested in writing an article on this topic?

Topic(s): ______________________________________________________________Author names and addresses: ______________________________________________________________________________

Learner EvaluationThe RN first assistant

as OR concierge

This evalua-

tion is used to

determine the

extent to

which this

Home Study

Program met

your learning

needs. Rate

these items

on a scale of

1 to 5.

Purpose/Goal:

To educate

perioperative

nurses about

the role of the

RN first assis-tant as OR

concierge.


13/13

rnfa as concierge

Documents