Presentation Transcript

1. New to Supervision Jennifer Schlinger, LCSW Medical Case Manager 23 – 24 July 2013 Medical Case Management Conference
2. Accreditation Nurse Accreditation Statement PRIME Education, Inc. (PRIME®) is accredited as a provider of continuing nursing education by the American Nurses Credentialing Center's Commission on Accreditation. PRIME® designates this activity for 6.0 contact hours. Case Manager Accreditation Statement The Commission for Case Manager Certification designates this educational activity for 6.0 contact hours for certified case managers. NASW AccreditationThis program is Approved by the National Association of Social Workers (Approval #886602863-2041) for 13 Social Work continuing education contact hours.
3. Disclosure Policy PRIME Education, Inc. (PRIME®) endorses the standards of the ACCME, as well as those of the AANP, ANCC, and ACPE, which require everyone in a position of controlling the content of a CME/CE activity to disclose all financial relationships with commercial interests related to the activity content. CME/CE activities must be balanced, independent of commercial bias, and designed to improve quality in health care. All recommendations involving clinical medicine must be based on evidence accepted within the medical profession. A conflict of interest is created when individuals in a position of controlling the content of CME/CE activities have a relevant financial relationship with a commercial interest which therefore may bias his/her opinion and teaching. This may include receiving a salary, royalty, intellectual property rights, consulting fee, honoraria, stocks, or other financial benefits. PRIME® will identify, review, and resolve all conflicts of interest that speakers, authors, course directors, planners, peer reviewers, or relevant staff disclose prior to an educational activity being delivered to learners. Disclosure of a relationship is not intended to suggest or condone bias in any presentation but is made to provide participants with information that might be of potential importance to their evaluation of a presentation. Disclosure information for speakers, authors, course directors, planners, peer reviewers, and/or relevant staff is provided with this activity. Presentations that provide information in whole or in part related to non-FDA-approved uses of drugs and/or devices will disclose the unlabeled indications or the investigational nature of their proposed uses to the audience. Participants should refer to the official prescribing information for each product for discussion of approved indications, contraindications, and warnings. Participants should verify all information and data before treating patients or employing any therapies described in this educational activity. The opinions expressed in the educational activity are those of the presenting faculty and do not necessarily represent the views of PRIME®, ACCME, AANP, ACPE, ANCC, or other relevant accreditation bodies.
4. Disclosure Information
5. Learning Objectives Discuss what factors influence your leadership style  Identify how to use the STAR concept for appreciation and feedback  Distinguish key components that are important for training

6. New to Supervision

   Leadership Concepts Training Team Approach Concepts Constructive Feedback Appreciation Team Building
7. Leadership Concepts “Leadership: The art of getting someone else to do something you want done because he wants to do it.”~Dwight D. Eisenhower “A General is just as good or just as bad as the troops under his command make him.”~General Douglas MacArthur
8. Leadership Concepts What kind of a leader are you? Psychology.about.com http://psychology.about.com/b/2012/04/03/what-kind-of-leader-are-you.htm CNNmoney.com http://money.cnn.com/quizzes/2007/fortune/leadership_annie/index.html Dummies.com http://www.dummies.com/how-to/content/how-to-assess-your-leadership-style.html Impactfactory.com http://www.impactfactory.com/gate/leadership_qualities_quiz/fungate_1154-9103-53624.html
9. Leadership Concepts Leadership Styles Three factors that can influence your leadership style Your personal background The staff whom you are supervising The organization for which you work
10. Leadership Concepts Esteem Empathy Involvement Share Support
11. Leadership Concepts Self-Esteem Maintain When things haven’t been going well, support the employee Enhance Provide positive feedback Recognize a job well done
12. Leadership Concepts Empathy Listen and respond with empathy Lets the employee know you understand
13. Leadership Concepts Involvement Ask for an employee’s input or involvement Shows you value their skills and abilities
14. Leadership Concepts Share Build trust with your employees by sharing your: Thoughts Feelings Rationale
15. Leadership Concepts Support Help them help themselves Builds their confidence
16. Leadership Concepts Ongoing process
17. Training Purpose of Training It is crucial for success Familiarize the employee with the contract, rules and regulations and the working conditions Can also be used to refresh and enhance existing employees’ knowledge
18. Training Benefits of Training Improves morale of employees Less supervision Fewer errors Increased productivity and efficiency
19. Training Training/Resource Manual Sterling/Skyline National Guard State Surgeon’s Office Medical Information Dental Information Medical Record Forms Referrals/Cases Contact Information Computer Modules Miscellaneous
20. Training Sterling/Skyline Statement of Work Timesheet Request for Leave Request for Entry into CVS Travel Forms
21. Sterling/Skyline
22. Training National Guard Rank Structure Organizational Chart History of the National Guard Army Civilian Creed
23. National Guard Rank Structure
24. National Guard Organizational Chart
25. National Guard
26. Training State Surgeon’s Office Organizational Chart SRP/PHA Process Medical Screening Checklist Case Management Process Fitness for Duty Process PHA
27. State Surgeon’s Office State Surgeon’s Office Organizational Chart
28. State Surgeon’s Office Medical Screening Checklist
29. State Surgeon’s Office Case Management Process
30. State Surgeon’s Office Case Management Process
31. State Surgeon’s Office Case Management Process
32. State Surgeon’s Office Fitness for Duty Process
33. Training Medical Information State Medical Detachment SRP/PHA Process PULHES Medical Readiness Classifications MEDPROS Labs
34. Medical Information SRP/PHA Process
35. Medical Information PULHES
36. Medical Information Medical Readiness Classifications (MRC)
37. Training Dental Information Dental Classifications State Medical Detachment Dental Process Tooth Numbering and Surfaces 2813 – Dental Examination SF 603 – Chronological Record of Dental Care Dental Class 3 Letter Authorized Dental Procedures TRICARE Dental Program
38. Dental Information Dental Classifications and Dental Process
39. Dental Information Tooth Numbers/Surfaces
40. Dental Information Dental Forms
41. Training Medical Record How to Create a Record Medical Dental Behavioral Health MRTS (Medical Record Tracking System) Abbreviated Guide to AR 40-66
42. Medical Record Brown, Joe C 123-45-6768 20 Apr 1980 North Dakota Army National Guard State Surgeon’s Office Medical Record
43. Medical Record Medical Record Tracking System
44. Medical Record AR 40-66
45. Training Forms SITREP Release of Information SF 600 Profile Assessment Form Profile (DA 3349) Report to Suspend Favorable Action (Flag)
46. Forms SITREP
47. Forms
48. Forms Profiles
49. Forms Flagging Actions
50. Training Referrals/Cases SF 600 Initial Referral/New Case Care Coordinator Tracking Spreadsheet Frequently Used ICD-9 Codes SOAP Note Documentation
51. Referrals/Cases Care Coordinator Tracking Spreadsheet
52. Referrals/Cases Care Coordinator Tracking Spreadsheet
53. Referrals/Cases Care Coordinator Tracking Spreadsheet
54. Referrals/Cases ICD-9 Codes
55. Referrals/Cases SOAP Notes
56. Training Contact Information Command Listings UIC and PRN Listings Unit Contact Information Medical Record/Release of Information
57. Contact Information
58. Contact Information Medical Records Listings
59. Training Computer Modules MedChart E-case HRR Denclass E-Profile MEDPROS
60. Computer Modules
61. Training Miscellaneous Acronyms Phone and Voicemail HIPAA
62. Miscellaneous Acronyms
63. Miscellaneous HIPAA
64. Care Coordinator Duties Scan into HRR SRP Release of Information New Referrals SF 600 Track Profiles Update E-Case Follow up with Soldiers Track Class 3 Dental Sort Mail Memos Flu Shot Index in HRR HIPAA Create New Medical Records Maintain Soldiers’ Medical Records Flag Actions SITREP PHA ICD-9 Codes Pull MEDPROS Reports Obtain CIV Medical Documentation Upload Dental Films
65. Care Coordinator Duties
66. Care Coordinator Duties
67. Care Coordinator Duties
68. Team Approach Concepts Factors that influence the team The personal and professional backgrounds of team members The personalities of team members The organization for which you work Leadership style Communication
69. Team Approach Concepts How the Care Coordinator and Case Manager can work together Case Managers Understand your role Understand the role of the Care Coordinator Care Coordinators Understand your role Understand the role of the Case Manager
70. Team Approach Concepts How the Care Coordinator and Case Manager can work together Case Managers What are your specific duties What are the responsibilities of the Care Coordinators What information do you need so you may do your job to the best of your ability Leadership style Appreciation Constructive feedback
71. Team Approach Concepts How the Care Coordinator and Case Manager can work together Care Coordinators What are your specific duties What are your daily, weekly, and monthly responsibilities What are the responsibilities of the Case Manager What information do you need so you may do your job to the best of your abilities Appreciation
72. Team Approach Concepts What to expect from the Case Manager Provide adequate training Professionalism, respect, and maintain confidentiality Strong teamwork Communication Provide feedback and appreciation Offer support
73. Team Approach Concepts What to expect from the Care Coordinators Understand the contract, mission, duties and responsibilities Professionalism, respect, and maintain confidentiality Take initiative Collaborate, network, and teamwork Communicate, ask questions, and clarify
74. Appreciation “Appreciate everything your associates do for the business. Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They're absolutely free and worth a fortune.” ~ Sam Walton
75. Appreciation Expressing genuine appreciation for our co-workers and employees is essential Enables us to create a more productive workplace Reaffirms the person’s value to the organization Enhances the person and their work and in turn, will make them more successful
76. Appreciation Situation Action STAR Result Task
77. Appreciation Situation or Task What was the problem, opportunity, challenge or task? Action What was said or done to handle the situation or task? Result What changed because of the person’s actions? What was the impact of the result?
78. Constructive Feedback Feedback is a key element in everyone’s organization As a supervisor, giving feedback is a task you perform again and again Let employees know what is expected of them Provide guidance
79. Constructive Feedback Specific Explain what was not accomplished Precise, measurable terms Describe why the action was ineffective What was the outcome How did people respond Focus on the action rather than the person Timely Don’t wait until the employee’s review Soon enough for people to adjust and enhance their performance Balanced Focuses only on what a person needs to do better Can damage self esteem Only comment on strong performance Miss the opportunities to help employees become more successful
80. Constructive Feedback STAR AR
81. Constructive Feedback Situation Task Action Result Alternative Action Result (Enhanced)
82. Constructive Feedback Situation or Task What was the problem, opportunity, challenge or task? Action What was said or done that was ineffective? Result What changed, for the worse, because of the person’s actions? What was the negative consequence of the result? Alternative Action Something the person could have said or done differently. Result (Enhanced) What the alternative action might have produced.
83. Team Building Put your leadership style to work Give a STAR Using STAR-AR
84. Team Building Your company authorized another AA/CC for your state. You identified an individual that would be perfect for the position. A week before her start date, she took another job. You explain this to the other AA/CCs and their responses are: “That’s too bad. She would have been a nice addition.” “Well, it’s not the end of the world, we’ll find someone else.” “Oh well.” What do you say to your team? What concepts to you use? Esteem Empathy Involvement Share Support
85. Team Building A new AA/CC was just hired and she often suggests ideas and process improvements but the other AA/CCs aren’t always open to these suggestions. After your meeting this morning, she comes to you and says: “I know I’m new here and I don’t want to come across as a complainer, but I really think things can be improved in this office.” What do you say to her? What concepts to you use? Esteem Empathy Involvement Share Support
86. Team Building Give a STAR “Since SGT Snuffy was just added to the deployment roster, we need to make sure all of his CIV medical documentation is in his record before he ships to mob station.” “Thanks for following up with the clinic to ask them to expedite sending the Soldier’s documentation to our office.” “The clinic pulled the documentation and faxed it right over so the Soldier had a complete record before he left. The Soldier was so thankful that you took care of this as he has a lot of other stressors right now.”
87. Team Building Using STAR-AR “During the meeting today when you were showing us how to creating a new medical record, I appreciated how you explained things very well.” “I especially liked how you were explaining where in the medical record tracking system you would add this new record in the system.” “I did, however, notice that some in the group were having a tough time writing notes of everything that needs to be done to create a new record” continued…
88. Team Building Using STAR-AR “Have you considered making some notes and handing them out to the other employees?” “That way the others can focus on what you are saying instead of trying to write everything down. This might also save you time in the long run having to answer questions about information you discussed today.”
89. Team Building One of your Administrative Assistants/Care Coordinators needed to take a significant amount of time off due to a personal illness. You have a large unit deploying and one of the things she did was pull records for upcoming missions. You have your hands full in working on making sure all of the deploying Soldiers’ profiles are up to date, gathering any CIV medical documentation, and you are also in the process of training a new AA/CC in. One of the other AA/CC sought out the Record Clerk and asked him to run a roster of the records that were needed for the SRP and she pulled all of them. What do you do in this situation?
90. Team Building The SITREP is due at the end of every month. You have delegated to one of your Administrative Assistants/Care Coordinators to submit this monthly. Last month you had to verbally remind her to submit it (even though email reminders are being sent). According to the email reminder, the SITREP needs to be submitted by COB today and she hasn’t forwarded it to you for your review yet. How do you handle this situation?

91. Discussion

92. References

    Carnegie, D. (2001). How to win friends and influence people. London: Vermilion. Development Dimensions International. (2005). Essentials of leadership. DDI, Inc. Development Dimensions International. (2006). Coaching for success. DDI, Inc. Gehlert, S & Arthur-Browne, T. (2006). Handbook of health social work. Hoboken, NJ: John Wiley & Sons, Inc. Leadership Styles (2010). Retrieved from : http://www.nwlink.com/~donclark/leader/leadstl.html. Leadership Styles (2011). Retrieved from: http://unpan1.un.org/intradoc/groups/public/documents/unssc/unpan024704.pdf. Sprenger, M. (2012). How to assess your leadership style. Retrieved from: www.dummies.com.

93. Contact Information

    Jennifer Schlinger, LCSW Medical Case Manager North Dakota (701) 333-3316 jennifer.m.schlinger.ctr@mail.mil