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This project aimed to review current practice within a large National Health Service teaching hospital and to provide a rationale for implementing a change to existing working practice. At the time, operating department practitioners only received a period of mentorship as part of the Trust induction course. There is evidence to support changes to current practices in the directorate with a view to implementing a more structured preceptorship programme.
KEYWORDS Operating department practitioners / Mentorship / Preceptorship
Provenance and Peer review: Unsolicited contribution; Peer reviewed.
Introduction
A study to review current practice of mentoring newly qualified operating department practitioners (ODPs) within a large National Health Service (NHS) teaching hospital was undertaken in 2007. The aim of the study was to examine the educational support offered to this group in the first months of employment and to provide a rationale for a standard approach to the mentoring of this group of staff. The review aimed to identify areas for potential improvement to ensure a smooth transition from student to qualified ODP.
Alm 1
* To investigate current operating theatre mentorship systems to ascertain the effectiveness of preparing the newly qualified practitioner for practice.
Rationale:
In order to deliver a high level of patient care, it is essential that each ODP receives a competency package as part of their initial induction and mentorship programme. The competency package is an essential requirement that ensures the inexperienced ODP develops suitably in order to practice safely and effectively. The competencies aim to consolidate the skills and knowledge acquired as a student with the more complex tasks specific to their chosen clinical specialism.
Aim 2
* To examine the methods of mentoring newly qualified ODPs.
Rationale:
The trust is a large organisation, which provides 56 operating theatres and incorporates many differing surgical specialities and teams. Management issues were raised that some specialities may be 'doing their own thing' and not undertaking a consistent approach to mentoring staff and as a result, quality mechanisms were difficult to distinguish. As a large trust it is essential that all members of staff are treated equally and are offered the same opportunities to develop in whichever department they work.
Aim 3
* To analyse the findings of the research with a view to implementing...