Medical Eval Examples (2023)

AN ANCHOR ON MY SICKCALL TEAM! Assisted the Operational Medicine Team in initiating 1,913 patient care encounters, collected 400 lab samples, assisted with 10 minor procedures, and assisted in the coordination of a shotex for a crew of 1K.

Technical Leader. As Olympic Team Lead, directly supervised 18 staff in support of 11 providers through 2,449 patient encounters. Ensured 100% support staff coverage through the management of 21 weekly schedules. Assisted two providers with 217 patients, performing 54 minor procedures to include 20 electrocardiograms, ten pap well women exams, five pelvic exams, and three cyst drainages which sustained quality service during DHA transition that decreased support staff and maintained a 90% patient satisfaction rate.


ESSENTIAL TEAM MEMBER- Front Desk Administrator for both Physical and Occupational Therapy, delivered direct administrative support to two providers and four technicians, providing quality health care and exceptional customer service to 4,564 patients yielding over $867,160 in revenue contributing to a 100% customer satisfaction rate. As the departmental hand hygiene representative, precisely entered and followed up on 12 hand hygiene surveys ensuring a 100% satisfaction and compliance rate.
COMMAND INVOLVEMENT- Active paying member of the Junior Enlisted Association, attended eight meetings and helped out with coordination of three command events, helping boost morale in the lower enlisted. Volunteered four off hours to help clean up San Carlos Falls with command hiking group helping with beautification of the island.
REGIONAL IMPACT- Assisted in annual PHA RODEO with Army National Guard for over 3,000 soliders, helping maintain regional readiness. Volunteered 18 off-duty hours for AFSA annual back to school drive in support of 55 families and 101 children.

- MISSION DRIVEN. As office supervisor for Medical Readiness and the PHA office, he trained and qualified 2 junior sailors in the medical readiness department, assisted in completing 463 PHA appointments, scheduled 623 PHA appointments, reviewed 561 patient records, and ordered a total of 358 labs for patients. His efforts resulted in 835 Sailors being cleared as fully medically ready resulting in a 24.1% increase in deployable forces across 44 tenant commands. He lead 4 junior sailors in the PHA office and increased NAS Jacksonville overall medical readiness by 6%, increased Navy Medicine Readiness Training Command overall medical readiness by 4%, increased CPRW11 RC MGT DET overall medical readiness 50%, increased DDNI SSO Jacksonville overall medical readiness 33.5%.
- COMMAND INVOLVED. As part of the Process Improvement Team, he worked with the DHA Representative, Department Head, and OIC to develop a new medical readiness process for 44 tenant commands. As the pilot test for Navy Medicine, he implemented the Virtual Integrated Patient Readiness and Remote Care Clinic (VIPPR) for NMRTC and the Center for Naval Aviation Technical Training Unit, which raised overall medical readiness for NMRTC 4% and CNATTU 2.9%.
- NAVY ADVOCATE. He volunteered 27 hours with the U.S. Naval Sea Cadet Corps which improved community relations and introduced potential Sailors to the Navy.

As a valuable and productive member of 4th MLG, HM3 was instrumental in administering flu shots, HIV screenings and numerous blood draws, record review and maintenance for 340 marines attached to 6th communications battalion allowing for 100 percent mobilization ready force. While on field exercise with 4th Medical Battalion, HM3 was selected to be A-driver for the convoy and appointed squad leader of 10 junior personnel. He also assisted in the set-up and breakdown of a shock trauma platoon. Which resulted in invaluable training for 100 personnel, both officer and enlisted.

HM1 Mojica is a rare, natural born leader that has the innate ability to produce exemplary results while integrating espirit de corps for the entire unit. He leads with confidence!
-DECKLPLATE LEADERSHIP: Responsible for 26+ Enlisted Sailors and daily operations in supporting 12 medical and dental providers with 70+ monthly periodic health assessments valued at $162,019 that sustained medical readiness at 80% at the largest NOSC. He submitted 2 MAP packages, 7 BJOQ/JSOQ/SOQ packages, with 3 Sailors being selected.
-DEDICATED MENTOR: Coordinated a mentoring event for 39 Sailors to bridge the Chiefs mess with the units. Conducted 59 hrs of advancement training and mentoring to 34 Sailors which resulted in 6 promotions. Invested 17 off-duty hrs to develop a course on Navy Reserve Fundamentals with 14 topics to orient Sailors in the SELRES. Collaborated with the U.S. Army 11th PSYOP Battalion for 6 Sailors to provide medical support for 60 soldiers and two Sailors with M16 quals.
PFA: Exempted due to Excellent Medium score during 18-2 cycle.
-AT: 02-15JUN2019, Operation Iron Trident, MCB Quantico, VA. Assisted in the facilitation of the ORE that resulted in 26 TCCC and 42 HMSB certifications and the execution of 4,738 training hours. As Platoon and Squad Leader, he directly led 31 Sailors with 100% accountability and troop movement.
ADT: 10-12MAY2019, Region I ORE Portsmouth, NH. Provided land navigation and SELRES fundamental course to 30 Sailors.
HM1 Mojica is already performing at the level of Chief Petty Officer and is overdue for anchors. PROMOTE NOW!

**** Number X of X Second Class Petty Officers ****

HM2 Gardner's drive and initiative have established him as an invaluable asset to the unit.
-OUTSTANDING LEADER. HM2 Gardner led 4 Sailors in the oversight of 157 Marines during 3 live fire ranges, day/night patrol and two unit hikes across a large geographical area. He directly coordinated the care of 8 patients to BN BAS or higher echelon. He expertly led a medical stand-down managing a staff of 6 civilians and 4 enlisted resulting in a 7% increase in medical readiness for the company, resulting in 88% medical readiness for the BN, the highest ever.
-ENGAGED MENTOR. He conducted 4 CDBs for 4 Sailors, resulting in 100% FMF PQS enrollment. Upon earning his EFMFWS device he was hand selected to be the BN FMF Coordinator and proctored 33 hours of FMF training resulting in 2 Sailors earning their FMF warfare device.
-COMMAND IMPACT. HM2 Gardner was dual billeted and volunteered for ADT orders in support of NOSC Corpus Christi while remaining engaged as LPO for Company C. His expertise was crucial in creating/verifying 564 medical/dental records, ensuring compliance of 27 reserve injury cases with an adjudication of 89% and return to full duty of 92%, resulting in a passing score of 91% for the command assessment. HM2 Gardner facilitated 710 hours of Combat Life Savers to 71 Marines and Sailors achieving 93% basic skill test requirement for this fiscal year in preparation for the BN's Annual Training requirement.
HM2 Gardner's performance and conduct are unsurpassed and he has a bright future ahead!

Assisted with the treatment of NMCB1 during sick call to include wound treatment, EKG monitoring, blood draws, minor procedures and overall documenting of electronic health record. Additionally, helped providers with Physicals, Suitability Screenings, and Reenlistment paperwork.

Outstanding model of pride and professionalism, representing in an exemplary manner.

MISSION. Integrated sound teamwork and professionalism while working in Internal Medicine, seeing 5400 patients annualy for AD Sick Call, 32 of which he saw personally and presented to a provider. Examined over 560 Sports Medicine patients, and performed over 25 intramuscular injections. While working in the Emergency Department, he skillfully placed over 500 intravenous catheters, 43 performed with the ultrasound machine, performed 213 EKGs, participated in and transported 74 patients to various clinics throughout the hosptial.

Command Involvement. In an effort to promote pride and esprit de corps, HN participated in 11 Color Guard and morning color ceremonies and received a coin and honors for outstanding perfomance from the base CO. As a member of the Coalition for Service Members against Destructive Decisions, he organized and hosted five events, inspiring support and good decision making from his peers.

-COMPETENT TECHNICIAN. One of seven corpsmen in the Tripler Army Medical Center clincal sustainment rotation, he augmented staffing shortage and increased medical surgical ward bed capacity. He provided care for 214 Geriatric patients and paved the way for 3d Medical Battalion personnel. Assisted as a recorder in Northern Viper as a Role II corpsman, rendering aid to 12 patients. As a Role I corpsman, he assisted live fire training units which resulted in improvements in cold weather tactics, techniques and procedures for over 2,300 marines.
-EFFECTIVE MANAGER. HM3 Gipson led 10 junior Marines in 32 accumulated labor hours of movement and storage of furniture worth $3.5M and provided 2 medical coverages totaling 10 hours during the Camp Schwab peaceful strike event during which his implementation of safety and direct supervision resulted in zero mishaps and 2 successful evolutions.

-Quality of Work. Supply subject matter expert, accurately managed the laboratory's annual OPTAR of $600K ensuring proper use of funds and upholding the hospital's mission of providing quality patient care by procuring 250 critical laboratory items. Equipment Petty Officer, flawlessly conducted a gain of equipment worth over $270K.
-Mission Oriented. Excellent phlebotomist, performed over 500 venipunctures upholding the highest quality patient care at each encounter resulting in a 100% satisfaction rate. Properly trained and turned over with one new Supply PO which promoted continuity between supply Petty Officers. Command Sponsor, ensured 10 new Sailors' PCS was smooth which resulted in a positive first impression on new check-ins.
-Community Involvement. Vice President of the Diversity Committee, organized 10 events and helped raise $1,500 towards the 121st Corpsman Ball fostering morale through the command. Dedicated 313 hours of community service as a wrestling coach motivating the youth to excel and exemplifying the Navy's core values within the community. An exceptional Sailor whose efforts are a direct reflection of her dedication to mission success, personal work ethic and her commitment to her peers and junior Sailors.

-DECKPLATE LEADERSHIP. His Sailors succeed! Led and trained 16 LSE's, 6 FDO's, and 26 crewmen during Pacific Partnership 2018, producing 5 advancements, 11 NAMs and 75 LOAs. Ranked overall #1 EP of USNS Mercy's 20 highly motivated Second-Class Petty Officers in Operations Department. Led and mentored 17 Sailors in EM, enrolling 5 Sailors into USMAPS.
-MISSION ORIENTED. Led USNS Mercy's Air Division during PP18 in the "OUTSTANDING" execution of AVCERT and ISATT ensuring 100% mission readiness. FDO and LSE; completed 720 mishap-free Helo operations, 300 fueling evolutions, 12 VERTREPs, 50 PAX and 11 medivac drills. Assistant Operation Dept. ESWS Coordinator and Deck/Navigation expert; trained 300 personnel and chaired 55 ESWS boards resulting in qualification of 200 personnel onboard.
-COMMAND LEADER. As Command Decontamination lead, trained over 60 personnel for First Receiver Operations Training (FROT), encompassing 6 clinics. PO INDOC Instructor for March FY18 advancement exam. Altruistically devoted 48 hours of humanitarian efforts in 7th fleet AOR, including 5 ceremonies as hand selected Honorary Boatswains Mate, reinforcing relations with four Foreign Nations in support of the Pacific Partnership mission.

DEDICATED PROGRAM MANAGER. As Health Promotions Program Administrator, he conducted over 60 hours of Health Promotions for over 3631 personnel which encouraged healthier lifestyles and improved Force Health Protection.
KNOWLEDGEABLE INSTRUCTOR. While onboard the USNS Comfort, he provided 275 hours of Health Promotion and Preventive Medicine Guidance for over 46k foreign civilians, military members, and government workers on topics including Proper hygiene, Tuberculosis, HIV and Safe Sex, Heat Injuries Prevention Treatment, Mosquito and Vector, Physical Fitness, Nutrition and Proper Mouth Hygiene in support of USNS Comfort treating over 154k patients throughout Enduring Promise 2019.

While assigned to BHC 1523 USS Red Rover, Captain James A. Lovell Federal Health Care Center, HN2 Metterson saw 12,000 patients for allergy screenings, positive PARFQ answers, elevated blood pressure, and counseled patients with elevated glucose and body fat levels. She performed all these collateral duties while simultaneously assisting in the creation of over 75,000 naval medical records. She also saved the Navy over 200,000 dollars in temporary berthing costs by recovering medical paperwork vital to recruits transferred from RTC.

- As a General duty corpsman in Primary Care. Successfully cared for over 15 patients, including head, eyes, ears, nose and throat exams, Neurological exams, Musculoskeletal exams, explanation of proper hand hygiene and bathing techniques and diagnosis to over 15 patients, and completed 2 ingrown toe nail removals.

- In Operational Medicine: Working alongside 3 other Sailors, helped over 5000 students, staff members, and their families with their overseas and operational screening. Also helped out with the IA process and made sure our members are ready for their deployment. Completed over 600 operational screenings and IA including family screenings. Also, completed over 350 TCONS for SEADS signatures in AHLTA.

Leadership: As an Alpha Company Senior Line Corpsman, he led the medical coverage for 15 field training exercises. His efforts ensured maximum safety precautions which resulted in zero mishaps. He coordinated and conducted over 200 immunizations, 100 PHAs, 60 sickcalls, 150 audiograms, and 75 HIV screenings. His knowledge and expertise is truly remarkable in increasing the command medical readiness by 20%.

Outstanding Supply Petty Officer: As Supply Petty Officer, he created a Standard Operation Procedure which streamlined the procurement process while managing the Battalion's $500k OPTAR. He maintained 100% accounting of more than 300 line items from three different AMALS that resulted in all time lowest POST LTI. Additionally, he coordinated and acquired 10 Medbag and 10 CLS Bag refill kits worth $40,000 without costing the battalion and ultimately increased Battalion's Medical Capability.

Key Player: HM3 Ghimire coordinated and acquired the immunizations and equipment on three different occasions in support of immunization drives which resulted in 90% medical readiness.

EXCELLENT PERFORMER: Assisted with 102 vasectomies, 58 cystoscopies, 24 circumcisions, and 15 lesion removals. Performed 95 vasectomy class teachings, 35 fill/pull/void, 32 uroflows, 28 catheter changes, 13 BCG instillations, 10 dressing changes, 8 stent pulls, and 8 PTNS sessions.

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VERSATILE: Responsible for managing the first specialty telehealth clinic between treatment facilities in Virginia and North Carolina. Orchestrated the set-up of 8 telehealth visits and 42 clinic visits for the pediatric Urologist, along with 8 VCUG procedures with the Radiology department for post-op patients. Booked 144 urology patients with pre-op and surgery appointments, utilizing 288 hours of OR time.

SUPERIOR MANAGER: Ensured 100% accountability for $88,186.22 worth of Urology equipment that was previously deemed "missing." Additionally, she orchestrated the relocation of equipment that had not been transferred properly from the general surgery clinic, totaling $40,601.64.


-PERFORMANCE ABOVE PAYGRADE. Served as PAD acting LPO and ALPO during significant staff turnover. Led and managed 12 Junior Sailors, resulted in 1 spot NAM, 1 MAP, 4 college enrollments, 5 CDBs, 3 SOQ nominations and 100 percent PFA pass rate. Supervised 29 civilians in the daily completion of 8 Command level, BUMED tracked program. Effectively aided to maintain BUMED compliance within all programs.
-PROGRAM MANAGER. Spearheaded the Command Service Treatment Record (STR) program, managed accountability, archival, and shipment of 668 STR s to Navy Medical Records Activity, effectively maintained a 100 percent accountability rate surpassing the BUMED requirement of 95 percent. Served as the direct liaison between PERS-954 Navy Personnel Command, HQ Marine Corps MMSR-4, HQ Coast Guard Personnel Service Center, and Naval Hospital Pensacola for the management of the Command Temporary Disability Retirement List (TDRL) program. Coordinated the scheduling of required Periodic Physical Evaluations, Travel Arrangements, and patient education for 201 TDRL cases, which effectively allowed for the continuance of Service Member retirement benefits and continuity of care.


*** Directorate for Administration's Sailor of the Year FY 2018! ***
-RECOGNIZED EXPERT. As project lead for the Main Operating Room's equipment upgrades, led two Sailors and coordinated installation services between clinical staff and Stryker service specialist the installation staff on the fundamentals of new image capturing equipment, resulted in increased Main OR staff proficiency.
-INSPIRING MENTOR. Overhauled the Command's Motorcycle Safety program which increased compliance from 70 percent to 96 percent. As a CMC Challenge coordinator, led 30 Sailors and promoted teamwork, athletics, and moral for Sailors in the command. Mentored 5 Sailors, resulted in three Sailors enrollment in college and one Sailor of the Quarter selection.
-CONSUMMATE PROFESSIONAL. Coordinated the opening of Naval Construction Battalion Center Gulfport's health clinic by integrating with NAVMEDLOGCOM and Navy Medicine East. Led three Sailors in the completion of 370 acceptance inspections for $2.5M of medical and dental equipment. Ensured the equipment was properly accounted for, transferred, installed and operating correctly.
Member is exempt from PRT achieved an Outstanding Medium score on previous cycle.
HM2 Mclaughlin is a superstar! Excelling in a demanding environment.

Superior performer with tremendous leadership abilities which resulted in her selection as DSS JSOQ 2nd Quarter! Acting LPO for 14 days, HM3 Erickson led her Corpsman with the maturity of a seasoned Second Class.

LEADERSHIP. As the Obstetrics and Gynecology (OB/GYN) Clinic ALPO, she mentored and provided career guidance to 22 Sailors across three separate clinics resulting in one advancement, two Command BJOQs, five evaluations, two C-WAY applications, six Career Development Boards, two Tuition Assistance enrollments, two Navy Cool certifications, and nine Tactical Casualty Combat Care completions. As the department's Supply Petty Officer, managed $1.8M in supplies and equipment, guaranteeing unbroken support for Navy Medicine's third busiest OB/GYN department.
PATIENT CARE. One of three enlisted Sailors qualified as a Centering facilitator she assisted with the provision of care through the Command's Centering Program for pregnant mothers, delivered 80 hours of hands-on care and education to 55 beneficiaries across 20 weekly sessions. Additionally conducted eight Bystander Intervention courses for 125 Active Duty staff members.
COMMUNITY LEADER. Organized four volunteer events within the Directorate for 46 Sailors, contributing 368 man-hours to the restoration and preservation efforts aboard the battleship USS North Carolina.
HM3 Erickson has and continues to exceed the standards of her rank and peer group, and has earned my highest recommendation for promotion and retention.


HARD CHARGER. While serving as the Gynecology (GYN) Clinic ALPO and Supply Petty Officer, HN Muse led and supervised eight staff members through 1,000 monthly patient encounters and procured over $8,000 in medical supplies and the inventory of $55K worth of laboratory equipment, ensuring the continued delivery of seamless patient care. Trained and oriented one civilian staff member throughout the completion of the GYN laboratory collateral.
METICULOUS EXPERT. As the Obstetrics and Gynecology (OB/GYN) Training Petty Officer, she maintained 93 staff records across three workspaces and coordinated the enrollment of eight enlisted Sailors in 12 educational courses to better improve their medical knowledge and skills. In support of Command's Centering Program she co-facilitated five separate groups in care of 45 pregnant patients across 50 weekly sessions and 100 hours, providing hands-on education and care regarding trimester fetal development and maternal health.

Already performing at the level of a senior HM3, HN Muse has my highest recommendation for promotion!

-Clinical Expert. Alongside the Command's sole Gastroenterologist, HM3 Brown provided flawless patient care to 1.4K beneficiaries in the prevention and maintenance of Gastroenterological (GI) illnesses and diseases. Directly responsible for assisting all GI endoscopy procedures, completing 156 procedures over 115 hours, and trained and qualified two newly assigned Junior Sailors to the workspace, significantly enhancing departmental capabilities and readiness.
-Process Improvement Champion. Spearheaded the Multi-Service Clinic's Process Improvement initiative wherein he meticulously compiled monthly data reports to gauge quality, continuity, and efficiency of patient care. His in-depth analysis identified multiple opportunities to improve overall service and the continued delivery of safe, timely and patient-centered care, ultimately producing a 30% decrease in patient delays.

HM3 Brown has been an invaluable asset to the department and Command, and stands ready for increased responsibility.

Significantly improved Acute Care Area productivity through collaborative efforts with command coding team. Mentored 19 department staff in documentation skills and patient assessment techniques which resulted in 50% increase in accurate workload capture. Committed to staff development and quality patient care, she instructed 30 nursing staff in the Trauma Nursing Core Course resulting in a $100,000 cost avoidance for the command. Instrumental in developing junior staff, she instructed 20 corpsmen on Sick Call Screener's Course and conducted 11 classes for 20 department staff on a variety of acute care and emergency medicine topics. A staunch advocate for patient safety, she ensured the consistent implementation of evidenced-based best practices in Acute Care. Also supervised a comprehensive review of more than 30 departmental policies while ensuring 100% compliance with Joint commission standards.

Selected over peers to be a member of the Decon Team and was responsible for conducting more than 100 training courses for other team members. As a Crash Cart Petty Officer, she conducted over 50 Code Blue drills in the department resulting in 100% compliance with the command. While serving as a NucMed Tech in Naval Hospital Jacksonville, he provided care for more than 1,000 patients from in and around Jacksonville and members who are forward deployed.

Petty Officer Wayne's superior performance of duty while acting as the Department LCPO and then as the Acting Leading Chief of the Hyperbaric Division of the Medical Department has made a significant impact on the overall rescue capabilities of the Deep Submergence Unit. The unique nature of the Medical Department creates a variety of challenges for training, professional knowledge and personal independence which HM1 Wayne has not only managed to meet, but exceed all expectations. Under his leadership, medical personnel have seen an advancement rate of 80% of eligible members to the next paygrade. His dedication to the department and command is second to none, spending numerous off-duty hours scheduling medical readiness appointments, coordinating personnel, supporting major training evolutions, and providing mentoring for junior sailors. While performing the duties of Department LCPO, HM1 Wayne fully integrated with the command leadership with his mature communication skills and professionalism. He is an obvious choice for Sailor of the Year and will be a welcomed member of the Chief Petty Officer Mess in the near future.

-UNMATCHED INITIATIVE. Facilitated the timely and proper completion of new staff member training for 19 enlisted personnel. Completed didactic and initial certification of 86 items on the department competency sheet for Emergent and Acute Care clinics. His efforts had a positive impact on patient care, by personally training each individual, which reduced the delay at which new staff were able to begin seeing patients by a full week.

EXCELLENT WORK ETHIC. In rapid acclimatization, HN Apostol became a solid performer. As front desk clerk, scheduled 259 patients, input 332 telephone consults, completed 10 injections and assisted with 2 fine needle biopsies.

Led 4 Sailors and 3 civilians to assist 4 physicians in providing world class health care to 1.5K beneficiaries. Spearheaded the creation and implementation of the first transgender care SOP which resulted in the accurate healthcare management of 99 patients. Organized departmental training for 4 sailors increasing clinic efficiency by 66%. Efficiently tracked departmental competencies and command training for 11 staff members earning a 96% rating for Endocrinology/Rheumatology clinics. Co-facilitated one POSLC courses in his commitment to motivating and developing his junior sailors.

-SUPERB MANAGER. Directly managed 800 patient disenrollment cases for clinic realignment coordinating referral submissions, medication refills and telephone consultations resulting in the efficient transfer of care. Dedicated 48 hours implementing new policies and procedures for medication management standards in accordance with Joint Commission resulting in 100% compliance by the Pharmacy Department.

Organized and led the JEA to host breakfast for 150 E-4s and E-3s during 2016 September advancement exams. Also, spearheaded breakfast for 232 1st Medical Battalion junior personnel (E3-102 personnel) and E4-133 personnel) during the 2017 March advancement cycle, boosting command morale.

Field Medical Service Technician Headquarters & Service Company, 1st Battalion, 3D Marines, 3D Marine Regiment, 3D Marine Division from March 2015 through February 2018. Hospitalman Loncar's skills and professionalism have made him a valuable member of the team and sought after by both Junior and Senior HMs alike.
Trained 10 Junior and Senior Corpsmen on daily BAS operations which include CHCS and AHLTA systems. As a front desk clerk, he successfully booked over 200 patient appointments, personally completed over 300 patient encounters including 20 EKGs, 38 referrals, 50 Physicals, 300 PHAs, 800 Immunizations and over 500 blood draws in support of 10 Medical providers.

Decreased the loss of training time and maintained a high standard of combat effectiveness throughout 3d Marine Regiment. As the assistant medical records PO, assisted in maintaining 900 treatment records and verified 243 records, directly contributing to the overall inspection readiness of the BAS during CGRI. Provided medical coverage for multiple Marine Corps training exercises totaling over 100 hours for over 500 Marines. During this time his skill and ability as a Corpsman was exhibited as he treated multiple casualties including a neck laceration, 18 heat casualties and 4 cold weather injuries.

As the subject matter expert on Ambulatory Procedure Unit, HM3 Wiltse was directly in charge of training 16 nurses and 20 corpsmen on staging and recovery of all surgery patients during the merging of an inpatient ward and outpatient unit. His dedication and effort to ensure all staff members were properly trained directly resulted in zero delay and ensured the continuity of care and safety for over 1300 surgery patients.

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As the Medical LPO, he oversaw the influenza stand down for over 120 SELRES resulting in 90% compliance. He assisted with the medical/dental stand down resulting in 80% compliance. As Training Petty Officer, HM2 Buentello tracked and maintained the records for the FY18 GMTs. He supervised the required EMF Dallas One Platform Tier II training with 100% completion ahead of schedule. He collected and submitted 4 FY 18 AT nominations. HM2 Buentello has completed all required FY 18 GMTs at this time. He demonstrates an excellent work ethic for all to follow. HM2 Buentello has my highest recommendation for SOQ!!

MISSION ORIENTED: Planned, coordinated, and executed the embarkation of $200K of Class VIII medical equipment, and as sole medical provider triaged and treated 25 patients in support of (Command) Field Exercise. Developed and executed the medical readiness plan for 131 personnel in preparation for deployment.

FIRST LEVEL LEADERSHIP. Trained and supervised 15 Sailors in completion of 680 sick call encounters, 45 procedures, completed 78 PHAs, 163 vaccinations administered, 68 HIV tests and 896 MRRS, AHLTA/CHCS entries and the coordination of 146 Dental examinations for 458 personnel which maintained an Operational Medical and Dental Readiness of 95% and 97% respectfully.

MISSION DRIVEN. As H&S and Bravo Company Senior Line Corpsman, HM3 assisted in the planning and organization 124 hours of field coverage for various exercises to include 11 live fire ranges, two Gunneries, seven field exercises, and three Battalion level events which yielded zero lost training time and contributed to mission success.

PROGRAM MANAGER. As the LIMDU/PEB coordinator, he oversaw the care and rehabilitation of 12 Marines in various phases of LIMDU/PEB while maintaining liaison between NH Camp Lejeune, Battalion Surgeon and patients. His efforts returned four Marines to full duty, referred two Marines to PEB, medically separated/retired three and transferred three to WWBN.

- READINESS SME. As medical readiness petty officer, coordinated the care and pre-deployment readiness for 75 Marines deploying as attachments to the 31st MEU and an Iraq SPMAGTF with 1/7, raising their medical readiness from 20% to 100%. Oversaw the maintenance and amdministration of 1,232 vaccinations, 398 audiograms, 405 Periodic Health Assessments, 464 dental exams, and 208 HIV tests, increasing overall battalion readiness 20%.

Lead Petty Officer for Wounded Ill and Injured

HM3 Martin revised the WII and HWD Front Desk SOP, with the focus of enhancing patient experience and reducing patient assessment time, which resulted in increased patient compliance with program requirement guidelines. Was directly responsible for 13 Health and Wellness Department providers who facilitate 48 classes and clinics, which has served 358 LIMDU, MTU, Wounded Warrior Battalion patients and beneficiaries. These programs resulted in improved medical statuses and increased happiness in the patient s daily lives. Implemented a process that streamlined the WII Wellness assessment process. This process improvement increased efficiency by 85% which allowed patients to consult with multiple program managers in a single visit. Additionally, this process reduced patient assessment time by 33%, which increased effective and timely patient care.








PRIMARY DUTY: (The one considered the most significant during this reporting period. Include the number of months assigned)

-Ten (10) months of assisting Medical Providers in Clinical and Administrative support.
-Covered a total of 65 hours of field coverages at OCS Winter cycle Officer Candidates
-Triaged total of 1200 officer candidates for sick call for acute illness and injuries as well as 750 patient encounters for staff at Bradley clinic ensuring 100% patient satisfaction.
-Drawn about 320 tubes of blood in the 2-day Officer candidate In-processing at Bradley Clinic for the Winter Cycle.
-Planed and scheduled Corpsmen/Medical Assistants Assignments for each work day ( 8 months )
-Ensured in maintaining required Stock/AMALS levels for 17 treatment rooms and 1 mood room worth of $80,000 AMALS
COLLATERAL DUTIES: (Describe the impact your contributions have had on each appropriate level, such as command/departmental impact.)
Color Guard: Performed 20 morning colors and 5 retirement ceremonies.
Honor Guard: Performed 18 funerals in honor of both active duty and retiree decedents.
Command Assessment Team: Participated in the 3-months Command Climate Survey
DMERSI- LCA: Verified and approved over 800 time cards submission accounting for the 100% compliance on timecards therefore meeting the goals of BUMED Human Resource Management.
CBRNE: Volunteered 1 hour for tent set-up for code white and code black drill
Ass. Dept. Career Counselor: Assisted 2 corpsmen in completing re-enlistment packages and board member of 6 CDB s.

COMMAND OR ORGANIZATIONAL CLIMATE/EQUAL OPPORTUNITY: (Cite specific examples that have led to improvement at the command level).
As member of Command Assessment Team(CAT) ; assisted in the Fiscal Year 2015 Command Climate Survey and performed 8 focus group sessions total of 10 hours, gathered a total of 120 questionnaire response and documentation as well as 2 hours of survey demographic assessment. This provided a form of communication from staff to CO to improve the command which resulted in the high performance of the Command from 80% to 98%. Also volunteered 3 hours for the team to calculate awards, discipline, and retention and advancement data.

As member of OCS-Joint Commission Preparation Team; assisted in organizing medical equipment, inventory and inspection/expiration of medical supplies of 12 treatment rooms worth $6000, reviewed 3 topics on safety, biohazard and Crash cart protocols for 16 audience which contributed to the higher rating in the clinic s score from 92% to 99% satisfaction rate by the Inspectors.

KNOWLEDGABLE IN RATE PERFORMACE. Solely provided medical care for 10 postsurgical inpatients; resulted in full recovery and minimal loss of manpower. Triaged and treated 12,225 sick call patients to keep a deployed crew fully medically ready.

IMPECCABLE WORK ETHIC. Took immediate action upon arrival and began working without therapists supervision in the Physical Therapy Department. His knowledge and experience has allowed for a 150% increase in available slots for patient appointments.

-TRUE TEAM PLAYER. Led five junior Sailors in administering 247 immunizations and verifying 483 health records for shipwide Periodic Health Assessment evolution.

-ENERGETIC SELF STARTER. Aggressively completed Adv DC 310 qual and volunteered to become lead Corpsman for FLYING SQUAD. Participated in 32 at sea fire party drills and four actual casualties, resulting in zero personnel casualties and minimal damage to the material condition of the ship.

-EXCEPTIONAL MANAGER. As Radiation Health Program Manager, a position normally held by an officer, expertly managed 106 personnel and 250 Thermo-luminescent Dosimeters for 21 Army, Navy, and Marine Corps commands which resulted in 100% Federal regulations/accreditation standards compliance.

Recognized expert. Strategically trained and led a team of four technicians to manage an annual budget of $2.5M, the largest departmental budget at USNH, as well as the weekly requisition & replenishment of 913 pharmaceutical line-items which ensured an average of 44 days of stock metric which exceeded BUMED and Navy Pharmacy standards.

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Drawing on past experience, initiated multiple classes to the staff on infections control procedures as well as creating SOP for instrument processing and leading 10 in-services on clinical procedures and techniques. Selected to orient three new sailors to the section, completing their orientation in a timely and professional manner.


Efficiently assisted in the completion of over 100 PHAs in May drill weekend, a weekend notably larger than normal consisting of 2 units in the spotlight.
Assisted in fleet week operations as a representative of NOSC New Orleans
His ambition and willingness to work led to his selection as reserve Blue Jacket of the Quarter for Quarter 2 2015
Completed 30 hours of collegiate study towards his goal of a Nursing Degree
Assisted NOSC medical in the timely verification of over 300 medical records
Enthusiastically augmented the community health clinic when needed, as a general duty corpsman, resulting in over 90% NOSC readiness
Assisted in Fleet Week fundraising affairs raising hundreds of dollars for The Navy-Marine Corps relief society
Volunteered over 100 hours of off-duty time collecting, organizing, and distributing food items as a representative of the United Churches of Algiers

As Supply and Equipment Manager he was in charge of 500k worth of medical equipment and supplies and managed a supply budget of 12k quarterly. His oversight led to 100% equipment accountability and no supply shortfalls throughout his time in charge.

Coordinated with Bahrain and Souda Bay in the acquisition of ambulances on their behalf. Saving the command 50k in the maintenance and contracting fees. Redesigned and implemented a new supply system in the emergency department that resulted in the command saving over 12k annually on items that were not commonly used in the ED.

His position as Assistant Command UPC led to him monitoring 200 command urinalysis testing and being in charge of testing four different commands in the NAS SIG area. During his oversight there was 100% compliance and accountability with no hits for the command.

A lead instructor for the hospital he was instrumental in the facilitation of several emergency management courses to including TCCC, BLS, and ACLS. He instructed more than 100 students totaling over 200 man hours. He was also responsible for the certifying 50 plus staff members in HMSB training.

While working as an EMT, he was involved in the pre-hospital care of 100 plus patients. Three of whom were critically ill and his judgement had a direct inpact on their survival. (Member thrown out of van, Suicidal women, Member who fell off of skateboard).

As ED LPO, he implemented daily training and ensured that members being assigned to the Emergency department were well orientated and able to provide comprehensive medical care so that all patients who were treated had the greatest chance of recovery.

During his time as the DMS LPO he conducted 20 CDB s making sure that all Sailors needs were being met and goals achieved. He helped 16 Sailors to negotiate orders and make sure that they were maintaining their correct Sea Shore rotations and meeting the needs of the Navy and also benefitting their careers.

Laboratory Technician

Maintain an accurate laboratory patient reporting and resulting for the ship. Ran over 200 laboratory tests with 100% accuracy. Brought the laboratory authorized medical allowance list from ? % to 95%, blood bank authorize medical allowance list from ? % to 100% and the walking blood bank donor program form 8% to 17.5%. Passed the Technical Assist Visit (TAV) without any hits earning him the highest grade in all laboratories afloat of 100%.

Orthopedics Clinic-5

Responsible for preparing exam rooms, assisting in medical procedures and clerical duties. WATCH: Clinic Late Stay-5; Command Duty-4. PFA: 14-1.

Hospital Corpsman

- HM2 Garcia performance is nothing short of "outstanding". He sought out every opportunity to enhance a culture of fitness and wellness resulting in increased retention. PRT LPO: Demonstrating outstanding organizational skills Petty Officer Garcia led 75 Assistant Command Fitness Leaders in providing 900 hours of training for 1200 members resulting in 98 percent PFA passing rate.

As program director for the Emergency Medical Technician-Basic course, he provided over 300 hours of instruction and produced a 100% pass rate. In addition, he facilitated 13 Basic Life Support certification courses.

OUTSTANDING PROGRAM MANAGER: Established CORIVRON 11's 3M program for the medical department and passed the first ISIC and TYCOM inspections at 90% while scoreing 100% on over 40 spot checks. As RPPO, maintains over $60,000 worth of medical supplies and equipment and saved over $5,000 on medical's budget by utilizing the Navy RSO dept.

EXCELLENT WORK ETHIC: As the ALPO of Medical, he managed, verified and updated 347 dual physical and electronic health records into the Navy's Medical Readiness Reporting System. Coordinated,supervised and performed the administration of 382 flu shots,130 immunizations,25 Physical Health Assessments,40 audiograms, scheduling of 52 medical and 27 dental exams,12 hours of Individual Combat Skills (ICS) and CPR/AED training and 68 hours of rifle range medical support for mission pre-deployment /deployment qualifications standards ultimately increasing the unit's medical readiness from 65% to 95% maintained.

HM2 xxx'S technical acumen, aggressive work ethic and dedication to the command's mission and success brings an invaluable presence to Coastal Riverine Squadron 11.

As Leading Petty Officer of the Tri-Service Clinic, played a key role in the Process Improvement implementation of embedded immunization in support of Medical Home Port initiative.

Efficiently managed the Occuapationl Therapy and Vestibular rehab services clinics which supported over 50,000 patient encounters.

Initiated and managed the successful Adopt-a-School Program which harnessed the talents of 55 Naval Hospital Sailors and provided over 1000 hours of support to the community.





(Video) OT Evaluation

Volunteered TAD services to the Pre-comissioned Detachment for LPD 22 to care for Sailors and Marines as still at the command awaiting departure to Pascagoula, MS.

As leading Petty Officer for OCONUS Annual Training he led six Corpsmen in diagnosing and treating 34 Marines diagnosed with an outbreak of viral gastroenteritis and two Marines who required hospitalization. Through his quick attention, all Marines were able to return to training in a matter of days vice weeks.

HM1 Laverdure exhibited a rare level of teamwork in volunteering for and completing Tactical Combat Casualty Course Training. She has multiplied the effectiveness of the course by relaying this valuable and indispensable medical readiness training to more than twenty other Navy Reservists.

By sharing what she meticulously recorded while at the Tactical Combat Casualty Course, with other Navy personnel, she saved the Navy more than sixty thousand dollars in TAD costs.

Petty Officer Wolinski ensured the medical readiness of 174 Sailors with 100% accuracy and accountability to make them suitable for Sea Duty aboard the USS San Diego.

Her relentless drive and ambition resulted in her selection as Senior Sailor of the Quarter, third Quarter 2012.

When asked by the battalion medical Chief to develop a better tracking system for the reporting of sick and injured Marines, he developed a detailed and accurate monthly report for all 9 sites which provided an accurate account of the progression of limited duty Marines.


HMC Keeton was personally responsible for the advancement of four corpsman due to his diligence and dedication.

A true Team Player! Contributed significantly to the success of MWR Command Holiday Party which generated $ 11K to offset the ticket prices for junior Sailors.

Petty Officer Tyson demonstrated exceptional leadership by stepping up as the interim department head for the Operation Management department during a two month gap in medical service corp officers and quickly developed and maintained security for 1,300 military and civilian staff. Using detailed security investigation reports, he developed compliance reports for the joint personnel adjudication system.

- Coordinated daily operations and logistical support for two of the command's highest in-patient census. He diligently managed a $350,000 departmental annual optar and acquisitioned essential supplies in sufficient quantities to support a 20% increase in patient census.

- Dedicated to the mission, he contributed over 200 hours to the supervision of the PMS of medical equipment saving $100,000 on medical repair.

HM2 (AW/SW) Toussaint's exceptional leadership skills have made here a complete asset to the Carrier Air Wing Two medical department. As the Leading Petty Officer of 7 Junior Squadron corpsman she spearheaded shot-ex evolutions for 8 squadrons giving over 3,000 immunizations in preparation for Operation New Dawn. Role Model. Positively impacted Command by establishing professional and productive work climate and successfully brining the Air wing s medical readiness to a total of 97%

As a key member of Battalion Landing Team 1/6, he used his knowledge gained as a Tactical Combat Casualty Care instructor to train 100% of the Marines in Bravo Company, producing 148 qualified Combat Life Savers.

- Led a team Sailors in the structural rehabilitation and maintenance of over 3,000 square feet of Patient Care spaces, saving the Command an estimated $50,000 in contract costs and expanding the availability of care for over 200 members.

- He was chosen to reevaluate and monitor Patient Care activity and establish process improvement initiatives to improve the quality of Patient Care and ensure the best treatment was provided for fleet members.

An integral part of the Command's "Back on Track" program that provided over 10,000 hours of rehabilitative care to Post Traumatic Stress Disorder and Traumatic Brain Injury patients.

As unit training lead petty officer for OHSU Portsmouth Detachment, Petty Officer Yang's knowledge and experience were evident as she instructed 25 junior sailors in more than 8 clinical courses of instruction. Her detailed knowledge and expertise ensured peak operational readiness for all members of the Detachment.

Chief Jackson's superior leadership of 7 staff members in the delivery of basic medical instruction to over 1400 sailors garnered an 86% grade point average and less than a 5% attrition rate.

The assistant Head of Pharmacy, NATO Role III Multinational Medical Unit, Kandahar, MCPO demonstrated an expert level of clinical competence while leading the pharmacy team to fill over 70,000 prescriptions with an error rate of less than 1%. She prepared and delivered informal classes to the team on antibiotic dosing with an emphasis on pediatric wellness.

Volunteered to travel across unprotected terrain to deliver mission-essential medicine to Forward Operating Base Tarin Kowt and establish adequate resupply procedures.

- Expertise was critical during critical care nursing shortage during increased ops tempo, provided care for 100+ patients over 30 days

As Leading Petty Officer for Maternal Child Infant Nursing, she was responsible for the front line supervision of 20 junior Corpsmen which directly supported over 1200 infant deliveries from April 2010 to May 2012.

(Video) Armageddon - evaluation

-Took complete inventory of the medical department
-Took complete inventory of the dental department
-Stood quarterdeck watch total of 4 times
-Assisted in the cleaning and organization of the EMF classrooms and the offices
-130 dental exams (including 20 exams at NOSC Peoria, IL)
-17 HIV blood draws
-4 tetanus vaccines
-6 Twinrx vaccines
-3 Hep A vaccines
-12 Flu vaccines
-2 Flu shots
-Assisted HM1 Martinez in ordering new supply of vaccinations
-Verified records of all SELRES during medical stand down to verify what was needed
-Took accountaility for all medical/dental records in May 2016
-managed the immunizations trainings of all new EMF corpsman
-took part in AT/FP training environment as safety corpsman 2 times
-Stand by observer for urinalysis for females most weekends
-Stand by observer for females receiving BCA's for both cycles this year


What are the criteria in evaluating health services? ›

They are: Credibility, Content, Disclosure, Links, Design and Interactivity. Each of the criteria is described in more depth in the boxes below. These criteria were originally defined in Policy Paper: Assessing the quality of health information on the internet published in 1998.

How do you evaluate quality of care? ›

In addition to learning about your doctor's area of expertise and experience (learn more), when choosing a health care provider or hospital, check their quality by evaluating: how satisfied other patients were with their experience, patient care outcomes (how well patients healed), and. cost ratings.

What should I say in a performance review? ›

What to say in a performance review
  • Talk about your achievements. ...
  • Discuss ways to improve. ...
  • Mention skills you've developed. ...
  • Ask about company development. ...
  • Provide feedback on tools and equipment. ...
  • Ask questions about future expectations. ...
  • Explain your experience in the workplace. ...
  • Find out how you can help.

What should I write in a performance review for myself? ›

How to get started writing your self-evaluation
  1. Reflect on feedback. ...
  2. Make a list of your top accomplishments and identify areas for improvements. ...
  3. Gather analytics to show impact. ...
  4. Make a commitment to improve. ...
  5. Set a SMART goal for yourself. ...
  6. Create a plan of action. ...
  7. Communication. ...
  8. Job Performance.
19 Mar 2021

What is healthcare evaluation? ›

Evaluation provides a systematic method to study a program, practice, intervention, or initiative to understand how well it achieves its goals. Evaluations help determine what works well and what could be improved in a program or initiative. Program evaluations can be used to: Demonstrate impact to funders.

What are at least three important questions you should consider when evaluating evidence? ›

For each data set, example, or expert opinion, ask yourself the following questions:
  • Is the evidence up-to-date?
  • Is the evidence relevant? ...
  • Is the evidence sufficient? ...
  • Is your example similar to other examples you could have chosen, or does it present an extreme or atypical situation?

What is patient evaluation? ›

Patient evaluation is made through medical history, physical examination, routine laboratory tests, and other diagnostic procedures.

What should I put for areas of improvement? ›

Areas of improvement for employees
  1. Time management. The better people can multitask, meet deadlines and manage their time, the more productive they will be at work. ...
  2. Customer service. ...
  3. Teamwork. ...
  4. Interpersonal skills. ...
  5. Communication. ...
  6. Writing. ...
  7. Organization. ...
  8. Flexibility.

What are three areas of improvement? ›

Three themes in the areas for improvement — confidence, knowledge, and communication — were in the top 10 for most of the jobs we studied. Yet the top themes for work improvement appeared to be more job specific, compared to those themes provided for the strengths.

What are examples of performance evaluation? ›

Examples of employee performance evaluation phrases
  • Maintained good attendance throughout the year.
  • Respectful of their co-workers' time by arriving at team meetings on time.
  • Consistently arrived on time to company-wide meetings and training sessions.

What is an example of a quality measure in healthcare? ›

Examples include: Number of beds and the types of services available. Whether the hospital is accredited or has other types of specialty certification. The use of electronic patient medical records or prescription ordering systems.

What are examples of quality improvement in healthcare? ›

What are Examples of Quality Improvement Initiatives in Healthcare?
  • Reduction in medication-related adverse events.
  • Optimization of sepsis care.
  • Decreased number of urinary catheter infections.
  • Reduced hospital readmissions.
  • Decreased medication administration errors.
  • Improved electronic medical record documentation.
28 Jan 2022

What are examples of health outcomes? ›

Positive health outcomes include being alive; functioning well mentally, physically, and socially; and having a sense of well-being. Negative outcomes include death, loss of function, and lack of well-being.

What do you say in a self evaluation? ›

How to Write a Self Evaluation For a Performance Review
  • Goals (personal or assigned)
  • Areas of accomplishment since last review.
  • Insights on productivity.
  • Areas of improvement since last review.
  • Growth plan or professional development plan.
  • Company values/personal values.
28 Jan 2022

How do you comment on overall performance? ›

You can create great synergy among everyone at the office.” “Your ability to promote the company culture is well-respected.” “You work extremely well with others, and people feel positive when they work with you.” “Your ability to make everyone around you feel comfortable is a great asset to the organization.”

How honest should you be in a performance review? ›

Be totally honest and forthcoming about the employee's performance, but remember: Anything else you say can and will be repeated later. Talk about negative personality traits. No employees argue with positive comments about their personality. Say, “You have such a great attitude,” and the employee will smile and nod.

How do you end a self-evaluation? ›

  1. Highlight the Positive. Start off the evaluation by highlighting all of the employee's positive achievements during the assessment period. ...
  2. Spin the Negative. Look for positive angles of negative performance. ...
  3. Set Attainable Goals. ...
  4. End on a High Note. ...
  5. Be Respectful.

What are the 3 types of evaluation? ›

The main types of evaluation are process, impact, outcome and summative evaluation.

What are the 4 phases of a health evaluation? ›

In general, evaluation processes go through four distinct phases: planning, implementation, completion, and reporting.

What is an example of process evaluation? ›

For example, process evaluation questions might include: What were specific interventions put into place by the program to fight the problem being tackled? Did the interventions work or not — and how and why?

What is the strongest type of evidence? ›

Direct Evidence

The most powerful type of evidence, direct evidence requires no inference and directly proves the fact you are investigating. The evidence alone is the proof, if you believe the accounts.

What are the 5 common evaluation criteria in determining the validity of evidence? ›

Common evaluation criteria include: purpose and intended audience, authority and credibility, accuracy and reliability, currency and timeliness, and objectivity or bias.

What are the four guiding questions to ask when evaluating a claim? ›

While there are many ways to evaluate evidence, four useful criteria are that the evidence should be sufficient, relevant, comprehensive, and reliable.
  • The evidence must be sufficient to establish the truth of a claim. ...
  • The evidence must be relevant to the claim. ...
  • The evidence must be comprehensive.

What are the five steps of patient assessment? ›

These are assessment, diagnosis, planning, implementation, and evaluation. Assessment is the first step and involves critical thinking skills and data collection; subjective and objective. Subjective data involves verbal statements from the patient or caregiver.

What is critical evaluation? ›

A critical evaluation may refer to a written essay or simply a specific mode of thinking. The main feature in either case is critical analysis, which relies on questioning beliefs or assertions. In other words, a critical evaluation tests the validity of a claim.

What is included in a patient assessment? ›

It includes a medical history, a general survey and a complete physical examination. The general survey consists of a patient's age, weight, height, build, posture, gait and hygiene.

What are 5 areas of improvement? ›

What are areas of improvement? Areas of improvement are skills, qualities or abilities that an employee could develop or enhance. Areas of improvement could include time management, delegation, organization, communication and engagement. Many of these skills and abilities are those that employees use daily at work.

What is your weakness best answer? ›

Answer “what is your greatest weakness” by choosing a skill that is not essential to the job you're applying to and by stressing exactly how you're practically addressing your weakness. Some skills that you can use as weaknesses include impatience, multitasking, self-criticism, and procrastination.

What 3 skills and capabilities would you like to further develop? ›

22 Jun 2013

What are 3 examples of weaknesses? ›

Examples of Weaknesses.
  • Self-criticism.
  • Shyness.
  • Lack of knowledge of particular software.
  • Public speaking.
  • Taking criticism.
  • Lack of experience.
  • Inability to delegate.
  • Lack of confidence.

What is your strength best answer? ›

Common strengths include teamwork, communication and time management. Common weaknesses include a lack of confidence, impatience, and hacing trouble saying no. So what should you say when a recruiter asks about your greatest strengths in an interview? Here are some examples of strengths you could mention.

What strengths should I put on a performance review? ›

Performance appraisal strengths and weaknesses
  • Teamwork. Working well with clients, managers, coworkers, and others is a fundamental skill. ...
  • Adaptability. Your employees need to be able to successfully perform their jobs in quickly changing circumstances. ...
  • Interpersonal skills. ...
  • Job knowledge. ...
  • Attention to detail. ...
  • Communication.
26 Jun 2020

How do you give positive feedback examples? ›

Examples of reinforcing employee feedback
  1. “Something I really appreciate about you is....” ...
  2. “I think you did a great job when you… ...
  3. “I would love to see you do more of X as it relates to Y” ...
  4. “I really think you have a superpower around X” ...
  5. “One of the things I admire about you is…”

What are the 4 quality indicators? ›

Quality Indicator Modules

The AHRQ QIs include four modules: Prevention Quality Indicators (PQIs), Inpatient Quality Indicators (IQIs), Patient Safety Indicators (PSIs), and Pediatric Quality Indicators (PDIs).

What are the best three 3 quality performance indicators for hospitals? ›

The Top Seven Healthcare Outcome Measures Explained
  • #1: Mortality. Mortality is an essential population health outcome measure. ...
  • #2: Safety of Care. ...
  • #3: Readmissions. ...
  • #4: Patient Experience. ...
  • #5: Effectiveness of Care. ...
  • #6: Timeliness of Care. ...
  • #7: Efficient Use of Medical Imaging. ...
  • #1: Data Transparency.
29 Jun 2022

What are three key aspects of quality healthcare? ›

The HCQI project selected the three dimensions of effectiveness, safety and patient-centredness as the core dimensions of healthcare quality, arguing that other attributes, such as appropriateness, continuity, timeliness and acceptability, could easily be accommodated within these three dimensions.

How do you evaluate quality improvement in healthcare? ›

Choose measures that allow you to track each of three steps in the improvement process: Test the acceptance and/or adherence to new or revised practices. Examine how and how much the new practices are affecting the delivery of patient-centered care. Assess how much patient experience of care is improving.

What are the 6 aims of Healthcare improvement? ›

That IOM report committee recommended six aims for improvement: health care should be safe, effective, patient-centered, timely, efficient, and equitable. In this paper, we focus specifically on two of those aims: health care that is patient-centered and equitable.

How do you write a quality improvement plan? ›

How to write an effective quality improvement plan
  1. Clear relationship between SAR and improvement plan content. ...
  2. The impact on the learner of any action is measurable. ...
  3. Bottom up for SAR, top down for improvement plan. ...
  4. Short and sweet. ...
  5. Knowing who is accountable for what.
8 Sept 2017

How do you explain health outcomes? ›

Health outcomes are defined as those events occurring as a result of an intervention. These may be measured clinically (physical examination, laboratory testing, imaging), self-reported, or observed (such as gait or movement fluctuations seen by a healthcare provider or caregiver).

What are the 5 determinants of health? ›

What are social determinants of health? Health is influenced by many factors, which may generally be organized into five broad categories known as determinants of health: genetics, behavior, environmental and physical influences, medical care and social factors. These five categories are interconnected.

What are the desired health outcomes? ›

Desired health outcomes, the final attribute, is characterized by goal achievement, the best possible results, shared decision making, patient centered care, and patient satisfaction.

What is the importance of evaluation in healthcare? ›

Evaluation is an essential part of quality improvement and when done well, it can help solve problems, inform decision making and build knowledge. While evaluation comes in many shapes and sizes, its key purpose is to help us to develop a deeper understanding of how best to improve health care.

How do you evaluate quality improvement in healthcare? ›

Choose measures that allow you to track each of three steps in the improvement process: Test the acceptance and/or adherence to new or revised practices. Examine how and how much the new practices are affecting the delivery of patient-centered care. Assess how much patient experience of care is improving.

Why is evaluation in health promotion important? ›

Evaluation of health promotion interventions is essential in order to collect evidence about the efficacy of a program, identify ways to improve practice, justify the use of resources, and identify unexpected outcomes.

What is ongoing evaluation healthcare? ›

This type of evaluation assesses how well the interventions are being implemented. Process evaluation should be ongoing to determine what interventions have actually been delivered, to whom and when. This will help to assess progress toward the programme's goals and objectives.

What are some examples of evaluation? ›

An example of evaluate is when a teacher reviews a paper in order to give it a grade. (math.) To find the numerical value of; express in numbers. To determine the importance, effectiveness, or worth of; assess.

What are the 3 types of evaluation? ›

The main types of evaluation are process, impact, outcome and summative evaluation.

What are the reasons for evaluation? ›

Evaluation is a process that critically examines a program. It involves collecting and analyzing information about a program's activities, characteristics, and outcomes. Its purpose is to make judgments about a program, to improve its effectiveness, and/or to inform programming decisions (Patton, 1987).

What are examples of quality improvement in healthcare? ›

What are Examples of Quality Improvement Initiatives in Healthcare?
  • Reduction in medication-related adverse events.
  • Optimization of sepsis care.
  • Decreased number of urinary catheter infections.
  • Reduced hospital readmissions.
  • Decreased medication administration errors.
  • Improved electronic medical record documentation.
28 Jan 2022

What are the 3 types of measures for quality improvement? ›

Three Types of Measures

Use a balanced set of measures for all improvement efforts: outcomes measures, process measures, and balancing measures.

What is an example of a quality measure in healthcare? ›

Examples include: Number of beds and the types of services available. Whether the hospital is accredited or has other types of specialty certification. The use of electronic patient medical records or prescription ordering systems.

What are outcome evaluations? ›

Outcome Evaluation measures program effects in the target population by assessing the progress in the outcomes that the program is to address. To design an outcome evaluation, begin with a review of the outcome components of your logic model (i.e., the right side).

What are examples of evaluation tools? ›

Whatever your project or your budget, there are tools available to evaluate your level of success.
They include:
  • Surveys. ...
  • Observation. ...
  • Case Studies. ...
  • Focus Groups. ...
  • Interviews.

What is public health evaluation? ›

Evaluation is a special niche of public health education and promotion that assesses interventions' ability to change health-related knowledge, perceptions, behavior, and service/resource utilization.


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