Core Competency Come to ASCA 2015 to learn how to set up an effective program BY JAN ALLISON


“Healthcare IT News” reported in 2014 that pre- ventable medical errors persist as the number three killer in the United States,


third only to heart disease and cancer. Errors can happen during even the most routine tasks. The reasons for medical errors are variable but one thing is cer- tain: establishing and implementing a thorough, effective and impactful com- petency program is a vital component to the provision of safe patient care. When staff knowledge and skills are high and teammates exemplify the organization’s values, the quality of patient care deliv- ered tends to be high. My session, “Achieving an Effec-


tive Competency Program,” at ASCA 2015, May 13–16, at the Orlando World Center Marriott Resort & Con- vention Center in Orlando, Florida, will discuss examples of adverse events where the lack of effective com- petency had an influence on the event. I also will discuss the multiple steps


for establishing a firm foundation of a competency program that begins before hire and evolves into competency assess- ment that occurs on an annual basis. These steps can be used to evaluate your current program and identify weaknesses that need improvement. Initial compe- tency assessment begins when you select a candidate based on his or her experi- ence and qualifications for the required job description. Once you determine that the candidate fits in with the culture of your surgery center and demonstrates compatibility with the organization’s values, your human resources depart- ment should verify his or her educational background, licensure/certification and previous experience/references. When the candidate attends facility and depart- mental orientation, competency must


8 ASC FOCUS MAY 2015


Establishing and implementing a thorough, effective and impactful competency program is a vital component to the provision of safe patient care.”


— Jan Allison, RN Surgical Care Affiliates


be assessed during this critical period. You cannot assume that education and experience render the new hire compe- tent, especially in these times of rapidly evolving changes in health care. The annual competency assessment


program is often viewed as an unpleas- ant task, completed only for the sake of meeting regulatory and accredita- tion requirements. It is easy to forget that these requirements are intended to promote safe and effective patient care. While these regulatory and accredi- tation requirements should be used to provide a framework for a compe- tency program, the validation process does not have to be painful or boring. Many facilities are stuck in the old ways of approaching education, train- ing and competency assessment, and these might not be effective. The com-


petency program must serve a purpose to keep patients safe, and if that purpose is not fully realized, it might be time to consider something new. Competencies have to be meaningful. The format and content for assessment should be con- tinuously changing and evolving. Dur- ing my session at ASCA 2015, I will discuss creative ways to ensure compe- tencies that address skill needs and pro- mote teamwork, communication and critical thinking on the part of the par- ticipants. Assessment strategies need to factor in safety, frequency and the importance of various tasks and proce- dures. Consideration must be given to how assessment results are to be tracked and what elements need to be tracked. One example of an assessment strategy includes both formative quizzes and a summative performance assessment, where participants are required to walk and talk through tasks and procedures in the facility and identify key equip- ment or perform key processes. Written prompts and questions are added to the performance assessments to verify par- ticipants’ understanding: why they were performing various tasks, safety issues and how to respond to deviations. Competencies


promote account-


ability; they are a signal from the organization to employees about the knowledge and job performance requirements and ensure that employ- ees are clear about the performance expected of them. A robust compe- tency model includes competencies that are observable, measurable and based on agreed-upon job criteria in the form of behavioral indicators.


Jan Allison, RN, is the director of accreditation and survey readiness at Surgical Care Affiliates. Write her at Jan.Allison@scasurgery.com.


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