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This comprehensive case study shows how CEUcert.com used strategic training and certified results to solve a challening problem at a regional hospital.
The challenge: A regional hospital discovered that many nurses on its staff are behind on CEU's, particularly in infectious disease focus, but also deficient in total credit hours as well. A training session is needed to remedy the shortfall.
The session cannot interrupt daily hospital nursing operations, which continue around-the-clock. The budget is very tight, and the hospital -- a nonprofit -- doesn't have a lot of money for expensive locations, meals, or any travel. Some nurses will have to leave early to work their shift. The newly appointed Chief of Staff just heard that all the nurses are going to be together and she wants to address the nurses to introduce herself. The Nursing Manager also has a very important policy topic to go over, and this is the only time the nurses are gathered in a large group.
The strategic solution: the hospital organized a pair of cost-effective programs, identical in content, and spaced one week apart. The sessions were held a hotel right across the street from the hospital, sending half the staff to each session. The sessions were organized thus:
Example Training Schedule
The Greene* Regional Hospital
*Hospital name has been changed
| Time |
Topic |
Presenter |
| 8:30-8:45 AM |
Welcome & Procedures Update I |
Nursing Manager |
| 8:45-9:45 AM |
HIV / AIDS Statistical Update |
Dan Newman, CEUcert.com |
| 9:45-10:00 AM |
Procedures Update I |
Nursing Manager |
| 10:00-11:00 AM |
HIV / AIDS & Addiction |
Dan Newman, CEUcert.com |
| 11:00-12:15 PM |
Lunch |
|
| 12:15-12:30 PM |
Rejoinder / Procedures Update II |
Nursing Manager |
| 12:30-2:30 PM |
Humor vs. Stress (customized) |
Dan Newman, CEUcert.com |
| 2:30-2:45 PM |
Break |
(3PM shift nurses may leave) |
| 2:45-3:30 PM |
Recap |
Chief of Staff |
| 3:30 PM |
(Adjourn) |
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Analysis. Notice the balanced diet of technical topics (morning) and more general topics (afternoon). Also notice that the focus is kept on the management (nursing manager and chief of staff), providing the day's continuity, and enhances the authority and respect of the management.
By scheduling the right time -- a midweek session on alternating weeks -- it was possible (although challenging) to schedule the nurses in two groups. The nurses who must leave for work at 3 PM still got all of the training CEU's and the important policy announcements. In this way, over 94% of the hospital's nurses attended one of the sessions. CEUcert.com only billed the hospital for Dan Newman's actual training hours plus his actual travel expenses. CEUcert.com never chages for travel hours, break time, or lunch time. Furthermore, the nursing manager's day was disrupted only during the opening and rejoinder, allowing her to return to work (right across the street) for most of the day. The chief of staff was gone from the hospital for about an hour for each session and got to meet the nurses.
By choosing the right location -- a pleasant midpriced hotel across the street from the hospital -- the location was convenient to everyone. The hospital worked with the hotel manager to select slow days. The hospital agreed to buy continental breakfast and buffet-style lunch from the hotel kitchen on a per-head basis. In return for the food, the hotel provided the training room at no charge. Not surprisingly, evaluation forms indicated that the nursing staff really enjoyed the "free food".
The courses were customized to the needs of regional hospital nurses. In particular, the "Humor vs. Stress" was modified to cover topics like handling difficult patient requests, annoying visitors, and jokes about Foley catheters. This really connected with the nurses.
After the session, each nurse received certified results: 4 CEU credit hours, two of which were in infectious disease. Even those who had to leave early for afternoon shifts received all credits.
The result. With the principles of strategic training, CEUcert.com helped the hospital overcome many logistical, financial, and training challenges. The training plan was a success, and came in on-budget. Nurse satisfaction was high, with evaluation forms gaving the entire training day a rating of 4.6 out of a possible score of 5.0. CEU credit hours were awarded to all nurse participants, and the hospital's overall nursing CEU hours are now on-track.
Strategic training. Certified results.
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“Your expertise shed a great amount of light on this complex problem. Thank you for your honest responses to difficult questions.”
