case management competence: reframing what defines …€¦ · • case management society of...
TRANSCRIPT
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Case Management Competence: Reframing What Defines Practice
Excellence
Ellen Fink-Samnick MSW, ACSW, LCSW, CCM, CRP
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That $64 Million Dollar Question
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Who makes the best case manager?
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Learning Objectives
• Define what competencies comprise a strong case management candidate
• Delineate between hard and soft competencies
• Distinguish case management team competencies
• Discuss performance management and its value to defining case management competence
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Disclosure & Disclaimer
There are no potential conflicts of interest contained in the information provided in
this presentation. All material is the opinion of this presenter or cited to source and/or
authority
Any products referred to during this presentation are for the sole purpose of example only and should not be taken as
product endorsement.
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Continuing Education
This program has been pre-approved by The Commission for Case Manager Certification to provide continuing education credit to CCM®
board certified case managers.
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WHAT IS CASE MANAGEMENT COMPETENCE?
CM
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Definition
‘A person thought to have the necessary ability or
skills, or is able to do something well enough to
meet a standard’ (Merriam-Webster, 2018)
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Definition
‘A set of defined behaviors that provide a structured
guide enabling the identification, evaluation, and development of the behaviors in individual
employees’ (Lundberg, 1972) © Can Stock Photo / iDesign
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Definition
Occupational Competency-
• Different competencies predict performance excellence in different roles.
• a ‘competency’ for one job is not consistent across all roles.
(McClellan, 1973)
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Definition and Evolution
1995
• Joint Commission requires hospitals assess, prove, track & improve competence of employees
1997
• Hard & Soft Competencies emerge
2000
• Competencies: determination of a person’s capacity to perform a job function to defined expectation.
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Hard Competencies
• Specific job related qualifications
• Functions
Soft Competencies
• Personality traits
• Individual style
Competent Professional
Definition and Evolution
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(Parsons and Capka, 1997)
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Definition and Evolution
Work in interprofessional
teams
Provide patient-centered care
Employ evidence-based
practice
Apply quality improvement
Utilize informatics
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Health & Medicine Division(HMD): Core Competencies (2003)
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Meanwhile: Teamwork Evolution of Competency (Treiger and Fink-Samnick, 2016)
• Small workgroup for a patient or group of patients
• Collective identity, and
• Shared decision making
Interprofessional
• Assessment completed together by several disciplines
• Co-treatment as clinically indicated
• Integrated goal-setting shared
• Consistent communication
Transdisciplinary
• Coordinated group of experts of different fields
• High levels communication & collaboration
Interdisciplinary
• Group of members with varied expertise
• Common focus
• Limited communication
Multidisciplinary
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Competency Domain 1:
Values/Ethics for Interprofessional
Practice
Competency Domain 2:
Roles/Responsibilities
Competency Domain 3:
Interprofessional Communication
Competency Domain 4:
Teams and Teamwork
To prepare health professions students for deliberatively working together, with the common aim of building a safer & better patient-centered and population oriented U.S. health care system
Interprofessional Education Collaborative (2010)
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Definition and Evolution
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Competencies are a key factor of the quality health care equation
• They:
– Set the tone for academic and professional accreditation
– Guide job descriptions by inclusion of competency-based skills and practice behaviors.
‘Amid our fluid industry, competencies are that constant by which organizational return on investment is measured and validated.’
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‘These times beg for Professional Case Management to have clearly delineated
competencies that speak to its unique practice scope,
otherwise the power & intent of our practice remains the best kept secret.’
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A Distinction • Competency and Skill both identify an
ability acquired through training and experience.
• Skill refers to specific learned abilities needed to perform a job; the ‘what’
• Competencies are the ‘how’
Skills + knowledge + abilities= Competencies
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One More Distinction
Job Functions: The basic duties, tasks, or activities an employee is responsible for in a particular role:
• Vary across roles
• Reflect the unique needs of a particular population
• Coordinate team rounds
• Complete monthly outcomes
• Manage family meetings
• Complete client assessments
• Provide psychosocial support
• Assure facilitation of safe discharge plans
• Negotiate out of contract or out of network agreements
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What Competencies Matter?
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What Competencies Matter? (Wu, Martin, and Ni, 2017)
10. Critical Thinking: 18% 9. Communication: 18% 8. Assessment: 18% 7. Medical/health science knowledge: 27% 6. Intervention: 27% 5. Patient-care: 36% 4. Leadership: 36% 3. Management: 45% 2. Scholarship and Research: 55% 1. Professionalism and Ethics: 73%
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12 Core Competencies For Successful Job Performance (Penny, 2018)
12. Stress tolerance 11. Initiative 10. Integrity 9. Communication 8. Planning and Organizing 7. Adaptability 6. Problem Solving 5. Reliability 4. Motivation 3. Work standards 2. Teamwork 1. Decision making
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INTEGRAL COMPETENCIES FOR PROFESSIONAL CASE MANAGEMENT
CM
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Critical Thinking
Advocacy Organized
Life long learning
Anticipatory
Resource Awareness
Big picture orientation
Leadership
Outcomes Driven
Transdisciplinary
Ethical legal
The COLLABORATE® Paradigm (Treiger and Fink-Samnick, 2016)
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Competency Key Elements
Critical thinking Out of the box creativity Analytical Methodical approach
Outcome-driven Patient outcomes Strategic goal setting Evidence-based practice
Life-long learning Valuing: Academia/advanced degrees Professional development Evolution of knowledge Practicing at top of licensure &/or certification Recognizing no one case manager knows all
Leadership Professional identity Self-awareness Professional communication-verbal/non-verbal Team coordinator: unifier rather than divider
Advocacy Client Family Professional
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Competency Key elements
Big picture orientation Bio-Psycho-Social-Spiritual Assessment Macro (Policy) impact on Micro (Individual) intervention
Organized Efficient Effective
Resource awareness Utilization/resource management Condition/Population-specific Management of expectations per setting
Anticipatory Forward thinking Proactive vs. reactive practice Self-directed
Transdisciplinary Transcending Professional Disciplines Across Teams Across the Continuum
Ethical-Legal Licensure Certification Administrative Standards Organizational Policies and Procedures Ethical Codes of Conduct
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Case Management’s Competencies of Ethical Excellence© (Fink-Samnick, 2019)
Competence Confidentiality Conflict of
Interest
Dishonesty Dual
Relationships Due Diligence
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HOW IS CASE MANAGEMENT COMPETENCE MEASURED?
CM
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How is Case Management Competence Measured?
• Goals
• Objectives
• Outcomes
• $$$$$$$ Financial Return on Investment
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Goals and Objectives
Goal
Objective 1
Objective 2
Objective 3
• Goals: Observable and measurable end results with one or more objectives to be achieved in a fixed timeframe
• Objectives: Specific results that a person or system aims to achieve within a timeframe (AKA: finite steps to reach the goals)
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Goals and Objectives
Goals should:
1. Clearly define the end results to be accomplished,
2. Have direct & obvious linkage to organizational factors or goals,
3. Be difficult, but achievable, to motivate performance,
4. Be set in no more than three areas
Trying to achieve too many goals simultaneously obstructs success
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Sound Objectives + Indicators + Goals = Solid Outcomes
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• Indicator: HOW the objective is measured Effective communication by CM with patient &/or caregiver demonstrated by: • Documentation of
encounter • Reduced variances
caused by miscommunication
Effective communication by CM with interprofessional team demonstrated by: • Documentation of
encounter • Reduced variances caused
by miscommunication
Reduce discharge variances
bundle readmissions (total hips &
knees)
Objectives & Indicators
Goal Outcome
Improved management
bundle readmissions
evidenced by 5% reduction
miscommunication incidents
(Treiger & Fink-Samnick, 2017)
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IMPLEMENTING A COMPETENCY BASED CASE MANAGEMENT APPROACH
CM
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Step 1: Integrate a Performance Management Structure that Names Competencies
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Prerequisites
Performance Planning
Performance Execution
Performance Assessment
Performance Review
Performance Renewal & Contracting
(Aguinis, 2013; Treiger & Fink-Samnick, 2016)
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Step 2: Build a competence framework
1. Select competencies:
– Define those competencies relevant for your team
2. Leverage them consistently across:
– Job descriptions
– Performance metrics
– Performance appraisals
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Step 3: Use a Competencies Proficiency Scale
Competencies Proficiency Scale
1. Fundamental awareness (basic knowledge)
2. Novice (limited experience)
3. Intermediate (practical application)
4. Advanced (applied theory)
5. Expert (recognized authority) (NIH, 2018) © Can Stock Photo / iqoncept
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Step 3: Use a Competencies Proficiency Scale
• Fundamental awareness • Novice
• Intermediate
• Expert
Critical Thinking The Case manager will: • Engage in team meetings • Address team
fragmentation/dissension • Participate in developing team
integration action plan • Lead team integration
initiative
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Step 4: Use a Clearly Defined PM Approach
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Develop competence-based job descriptions & employee performance plans.
Select right employees by implementing appropriate vetting process.
Negotiate requirements & performance standards to measure overall productivity against predefined benchmarks.
Provide continuous coaching & feedback
Have a clear plan for developing ongoing continuing education/training needs
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Step 4: Use a Clearly Defined PM Approach
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Design effective compensation and reward systems to recognize employees who excel in their jobs
• (e.g., achieve set standards in sync with performance plans, exceed dept. performance benchmarks)
Provide career development support and guidance to employees.
Perform exit interviews to understand why employees leave the organization.
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Step 5: Define Levels of Accountability
Employee Supervisor/Manager
Commitment to goal achievement Ongoing observation, evaluation, & documentation
Continuous feedback & coaching Active involvement without enabling
Communication with direct supervisor Mechanism for feedback
Collect & share performance data Provide resources
Mutual prep for performance appraisals
Reinforcement, validation
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(Adapted from Grote, 1996 in Aquinis, 2013 for Treiger & Fink-Samnick, 2016)
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Step 6: Use Established Resources of Accountability
• Use language of professional standards and codes
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Case management is a collaborative process of assessment, planning, facilitation, care coordination,
evaluation, & advocacy for options and services to meet an individual’s and family’s comprehensive health needs through communication & available resources to promote patient safety, quality of care, & cost-effective
outcomes (CMSA, 2016)
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A. Client Selection Process for Professional Case Management Services
B. Client Assessment
C. Care Needs & Opportunities Identification
D. Planning
E. Monitoring
F. Outcomes
G. Closure of Professional Case Management Services
H. Facilitation, Coordination, & Collaboration
I. Qualifications for Professional Case Managers
J. Legal 1. Confidentiality & Client Privacy 2. Consent for Professional Case Management
Services
K. Ethics I. Primary obligation to clients served J. Secondary obligation of engagement in and
maintenance of respectful relationship with coworkers, employers & other professionals.
L. Advocacy M. Cultural Competence N. Resource Management & Stewardship O. Professional Responsibilities & Scholarship EFS Supervision Strategies, LLC 2020©
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Principles
Board Certified Case Managers will:
– Principle 2: respect the rights and inherent dignity of client
– Principle 5: maintain their competency at a level that ensures their clients will receive the highest quality of service
– Principle 7: obey all laws and regulations
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Underlying Values: Board Certified Case Managers:
• Understand and commit to quality outcomes for clients, appropriate use of resources, and the empowerment of clients in a manner that is supportive and objective
• Understand that case management is a guide to the principles of autonomy, beneficence, nonmaleficence, justice, and fidelity
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Disclaimer
‘The greatest danger in times of turbulence is not the turbulence-–it is to act with yesterday’s
logic.’
—Peter Drucker
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Contact Information
Ellen Fink-Samnick MSW, ACSW, LCSW, CCM, CRP Principal, EFS Supervision Strategies, LLC www.efssupervisionstrategies.com [email protected]
#mustdobetter #interprofessionalimpact #stopbullying
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Thank you
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REFERENCES
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CM
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