FSHN 492: FIELD EXPERIENCE

Logic Model: Akira Kawano

Instructions:
Students will identify a problem that their field experience site aims to solve to create a problem statement for their logic model (Part 1). Students
should work with their field experience supervisor to identify the problem. Perhaps the site is working to improve the eating habits of a local
population or improve customer satisfaction scores. The logic model is a framework by which the student can conceptualize the effort needed to
address the problem identified. The student will assess the current situation, the activities that contribute to addressing the problem, the resources
required to do so, external factors that influence results and lastly evaluation criteria that can demonstrate the problem has been solved (Part 2).
● Part 1: Developing Problem Statement
● Part 2: Develop Your Logic Model

Part 1: Learning Objectives & Problem Statements

Your Name: Akira Kawano

Choose 2 different problems that your field experience site is aiming to address.
Problem Statement 1: Due to the constant influx of workers coming into and going out of
the work environment, there are only few workers designated to
cleaning and preparing tools in the surgical department.

Problem Statement 2: There is a lack of space that leads to lesser work coordination and
instrument organization.
 FSHN 492: FIELD EXPERIENCE
Part 2: Problem Statement 1
Due to the constant influx of workers coming into and going out of the work environment, there are only few workers designated to cleaning and
preparing tools in the surgical department.

Inputs/Resources Activities Outputs Outcomes Impact

 Full-time  Create a  Individual

staff system or  Staff will has gained
 Part-time schedule of gain skills experience
staff work to  Five on how to and
 Advise from help out in designated properly organizatio
shift leads the assistants wash and nal skills
from the department helping out store from the
surgical when daily equipment department
department needed by  A system of  A higher  Both staff
 Veteran receiving work percentage and
assistants training in routine is of assistants subsequent
 Materials/
Guide → proper lab
etiquette → adapted,
staff are → can help in
the surgical → clients will
be satisfied
booklet  Let most able to department  Increased
staff study assist in an at any time efficiency of
guidelines organized when shared
of surgical manner. needed labor
equipment  At least one  Connections amongst
and storage hour/daily between the assistants
procedures effort put ICU and
(record and into work Surgery are
keep data improved
of every
equipment)

Part 3: Narrative
 FSHN 492: FIELD EXPERIENCE
At the hospital, there are four main departments grouped separately with each defined: emergency, oncology, intensive care unit, and
surgery. A major part of how the clinic works efficiently and effectively comes from the fact that all these departments must work together to ensure
each patient is met with their necessary care. Emergency and critical care are two in the same, they reside right next to each other and the patients
are helped by all staff. Oncology is similar, although there is a wall between it and the ICU, they can be easily accessed by whoever needs to be
there. Laboratory tests can also be done simply because the equipment is located in the middle of all departments.
The problem comes with how the surgical department lives across a hall on the opposite side of the clinic building. Not to mention, the
building itself is a renovation of an older model where the clinic sits within several other corporations. A barber shop is situated between surgery and
the rest of the departments, even connected through the small hallway where the staff from the shop and the clinic have to share storage space.
This creates the conflict of communication, where the environment itself that is so spread out makes it difficult for people to understand each other.
As simple as it sounds to transfer to a new building, the problem is not mitigated by the fact that most of the medical team have already come to a
conclusion that the surgical department is a separate entity. There is a clear lack of connection where sometimes patients are not scheduled
properly to have surgery, or there are missing clippers and tools ending up in different departments, or people are outright confused on what the
situation is. It is true that both departments have different jobs; one dealing with critical care and rescue and the other dealing with a very sanitary
environment with surgeries lasting for hours. However, the main cause of this miscommunication is the idea that workers are more focused on their
own side of the job. Full time and part time assistants especially, have some free time between busy working hours and should be able to get to
know other departments. Thus, there needs to be a purposed plan to help each department, principally the surgical side that is so isolated on the
other side of the building.
Plenty of workers are able to assist in everyday activities of the clinic. Once there are enough staff on the floor and the clinic is not very
busy, assistants could spend the time at the surgical department to be trained in their chores. Recently, there have been guidelines to how surgical
equipment such as forceps and needles are cleaned and prepared, assembled in a large textbook located near the entrance of the department.
Assistants could use this guideline book which also includes the names of all equipment and the kits in which they belong in, to help learn and
organize sterile tools that will be given to the surgeon and techs when they are needed. Because there is a difficulty when first comparing certain
tools due to their similarities, unsure assistants could also ask a veteran doctor or technician for advice. With at least five members weekly or
perhaps one assistant helping surgery during any of the hours that the department is open, this could ensure an increase in trained assistants who
could understand what they must to do when there is a need of aid. Overall, the outcome leads to the fact that because more people are
knowledgeable about the surgical side, each member would potentially gain more interest in surgery, improving connections between the
departments. Of course, individuals would also get a chance to gain experience in that field and help lessen the stress and increase the efficiency of
labor amongst the surgical team. If the plan goes through, there may be a decrease in confusion of staff not knowing where a patient is or reduction
in the fact that equipment gets disorganized and end up in the wrong departments. With the absence of the two surgeons in charge of the
department for the next couple of weeks, it is a perfect opportunity where conversely, the rest of the surgical technicians and assistants could gain
knowledge on what emergency does and further increase the communication between the two as well.