LEADERSHIP assessment tool



center700005440680This tool is designed to assess a hospital injury and violence prevention program using standards and indicators for model programs. This tool will help administrators identify barriers and opportunities that may impact the function of the program. By reviewing how the entire program currently operates with respect to each indicator and registering accurate examples/evidence for how the indicators are functioning/not functioning will assist future planning and solutions for program growth.9410010000This tool is designed to assess a hospital injury and violence prevention program using standards and indicators for model programs. This tool will help administrators identify barriers and opportunities that may impact the function of the program. By reviewing how the entire program currently operates with respect to each indicator and registering accurate examples/evidence for how the indicators are functioning/not functioning will assist future planning and solutions for program growth.center300002331720LEADERSHIP assessment toolAssociated with the Standards and Indicators for Model Level I and II Trauma Center Injury and Violence Prevention Programs9410036300LEADERSHIP assessment toolAssociated with the Standards and Indicators for Model Level I and II Trauma Center Injury and Violence Prevention ProgramslefttopL00LSTANDARDThe model standard is described here.(STEP 1) (STEP 2) (STEP 3) Read the indicators below and identify whether the Core (C) or Enhanced (E) indicators are appropriate for your IVP program. Try to determine current examples of how your IVP program is currently functioning in respect to each indicator listed. Be realistic in your response. Avoid trying to create an example if one does not easily come to mind (it is very likely you will have some blanks).Assign each indicator a rating using the scale listed on this instruction page. This rating should reflect the status of the indicator for your IVP program. (i.e., 1, 2, 3)Assess your current program regarding each indicator below and identify any perceived barriers or opportunities that impact the indicators function. Identifying what helps or hinders an indicators function will help staff with determining solutions to begin moving the indicator towards a higher functionality.EVIDENCE OF CURRENT INDICATOR FUNCTIONCERATINGWHAT IS HELPINGWHAT IS HINDERINGL-1Provide real examples of how the indicator is currently functioningXX Assign 1, 2, or 3Describe opportunities that helps the indicator to function. Describe potential barriers that hinder the indicator from functioning.How to use this self-assessment tool:Determine an assessment period. This should define a time interval to help filter what will/won’t be considered in the assessment. (i.e., FY2017, Last 2 Years)Indicator categories:The indicators associated with the Model Standard have been sorted into two categories. Assessors should note which category is appropriate for their IVP program. At a minimum, IVP programs should aspire to meet all core indicators. These categories are explained below:C = Core Model Program Indicators (These indicators represent a newer or smaller, more basic model program)E = Enhanced Model Program Indicators (These indicators, in addition to the core, represent mature, larger, more established model programs)Evidence of current indicator function:Identifying current examples that fall within the determined assessment period can help assessors understand how the indicator is currently functioning. Be realistic in your response. Avoid trying to create an example if one does not easily come to mind (it is very likely you will have some blanks).Rating:Use the descriptions below to assist with rating the indicator appropriately. Indicators identified with a 1 or 2 rating should always be accompanied by identified barriers and opportunities to improve the indicators function. 1 = There is no activity associated with the indicator; or these activities rarely occur; indicator is hardly functioning2= There is some activity occurring with the indicator; these may be occurring infrequently or are unsustainable; indicator functions but with inconsistency3= There is consistent activity occurring with the indicator; these occur with regularity; indicator functions and is institutionally sustainableDescribed what is helping and what is hindering the indicator function:By outlining key examples, an assessor may be able to understand if there are barriers and opportunities that may impact the functionality of the indicators. Identifying what helps and hinders an indicator to function will help program staff to develop action steps that can increase the indicators function over time.STANDARDThe program is sufficiently supported by trauma center administrators and/or senior hospital administrators who are invested in IVP interventions and activities that are implemented by the hospital or in collaboration with community partners.(STEP 1) (STEP 2) (STEP 3) Read the indicator below and identify whether the Core (C) or Enhanced (E) indicator is appropriate for your IVP program. Try to determine current examples of how your IVP program is currently functioning in respect to each indicator listed. Be realistic in your response. Avoid trying to create an example if one does not easily come to mind (it is very likely you will have some blanks).Indicator rating instructions on page 2Assess your current program regarding each indicator below and identify any perceived barriers or opportunities that impact the indicators function. Identifying what helps or hinders an indicators function will help staff with determining solutions to begin moving the indicator towards a higher functionality.EVIDENCE OF CURRENT INDICATOR FUNCTIONCERATINGWHAT IS HELPINGWHAT IS HINDERING123L-1XXL-2XXL-3XL-4XL-5XL-6XL-7XLeadership Indicators - ReferenceCEL-1Internal hospital chains of command (within the hospital infrastructure) are aware of and support IVP activities in collaboration with the IVP professional.XXL-2The IVP program demonstrates how its activities and priorities align with those of the hospital’s strategic plan.XXL-3The program promotes its visibility and value by tracking IVP countermeasures in a variety of ways that are meaningful to the hospital (e.g., outcome data from evaluations, billing data, reimbursement coding, revenue generation).XL-4The IVP program’s activities/priorities are reflected in high-level hospital and system planning documents.XL-5The IVP professional regularly attends and/or reports to hospital leadership meetings.XL-6The IVP professional influences or makes decisions in collaboration with hospital leadership about the specific IVP interventions and activities that are implemented by the hospital.XL-7The IVP professional participates in legislative activities and works closely with elected officials and/or advocates to reduce the burden and costs of injury and violence and improve health outcomesX ................
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