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Frontline Education

Office Supervisor 101

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Document Information

Group: UNMH Frontline EducationFile Name: Office Supervisor 101 v2Last Updated: October 18, 2013 3:34 PM

UNMH | Frontline Education

Office Supervisor 101 v2


UNMH | Frontline Education

Table of Contents

Getting Started 1Introduction 1What classes do I take? 1The Chain of Command 3Job Expectations 5

Clinic Orientation 9Job Descriptions 9Clinic Flow 9Quality and Compliance 13Occupational Safety Guides 14Patient Safety 15Patient Safety Net (PSN): 16Customer Service 17Phones 18Opening and Closing Duties 22Cash Handling and Deposit Guidelines 22

Reports 23Registration Audits (TES Reports) 23APC Audits 24Duplicate MRN Report 24Outstanding MSP (Medicare Secondary Payer Questionnaire) Report 24Hanging Visits 25Bump List 25Worklist 26Training and Corrections 26

Employees 27Hiring Duties 27Classes Your Employees Need 28Expectations and Standards of Performance 29Job Orientation and Training: 31Evaluations 311:1 Meetings 31Employee Journals 32Coaching and Discipline 32Uniforms 32Policies and Guidelines 33Employee Management Reports 33

Putting It All Together 35Meetings, Meetings, Meetings 35Administrative Duties 35Organization Skills 37Mentors 37References 37

Notes:

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Getting Started

Introduction

What classes do I take?The classes required for Office Supervisors are listed online under Educational Services on the UNMH Intranet home page and are sponsored by Organizational Professional Development (OPD).

UNMH Intranet home page >Educational Services >Organization and Professional Development >Manager’s Training Center

The classes you need to sign up for are the management training center core required courses.

There are additional classes listed in the ‘other development course offerings’ section that you may want to consider taking to help develop your management skills as well as help you transition into your leadership role.

Welcome to leadership,As you begin this journey you may ask yourself the questions, “What is leadership and what makes me a good leader?” The answer to the first seems easy enough. “Leadership is the art of leading others to deliberately create a result that wouldn’t have happened otherwise.” So simply put leadership is our ability to make results happen through the people we have under us.

It is the second question that causes the most perplexing of thoughts. Is it your keen sense of self-awareness, perhaps your self-direction, maybe it is your strong belief in vision that drives you, is it the ability to motivate and get others to follow you, or maybe it is your social awareness because you work well with others? Whatever the reason or reasons might be, it is important to know that you are a supervisor because your Unit Director and other leadership believe in you. The road that lies ahead may not always be easy, but you would not be here if someone did not know you could do it.

Taken from Search Inside Yourself Leadership Institute Copyright © 2013

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There are also additional computer classes you need to take if you are new to the organization. All required classes are listed below (the classes with an asterisk (*) are those that are strongly recommended).

Frontline Education Computer Learning Technologies

Organizational and Professional Development

FLT 201 Frontline Business Operations • Frontline Clinic Flow

• Panel Management

• Preventive Services

• Native American Health Services

• Insurance and Eligibility

• Registration and Coordination of Benefits

• Point of Service Collections

• Health Literacy

• Customer Service

FLT 657 Ambulatory OfficeSupervisor 101

Cerner Millennium Person Management for Outpatient Staff

Live Hire for Management

KRONOS Time Entry

Accounts Payable and Payroll (Online)

GroupWise

PC Management

EWS Scheduling EWS Master Scheduling

All Online Competencies

Cerner Millennium Charge Entry*

Cerner Millennium Order Entry*

Situational Leadership II

Overview of Employee Management Relations

The Essentials of Performance Appraisals

The Discipline Process

Hiring Right (required for newly promoted)

The Revenue Cycle

Transition to Leadership

Effective Communication I *

Mastering Difficult Discussions*

Diversity and Intercultural Competence*

Supervision 101*

Customer Service 101* A&B

Creating SMART Goals*

Coaching 101*

Effective Delegation*



The Chain of CommandUNM Hospitals is an organization that has a very specific chain of command. The organization runs on the premise that this chain will be followed at all times.

The chain in its simplest form is as follows: h The employee reports to a supervisor h The supervisor reports to a director or manager h The director or manager reports to an executive director h The executive director reports to an administrator h The administrator reports to the CEO h The CEO reports to the Board of Regents of the University

If you cannot resolve an issue to the employee’s satisfaction, they have the right to take their concern to his/her unit director or manager. If the issue is still not resolved to the employee’s satisfaction, there is a grievance process the employee can follow and file a formal complaint. Please reference the OPD classes for newly hired managers for more information on the grievance process.


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A limited list of Health System administrators and executive directors is listed in the table below. Please become familiar with your area and your chain of command for reporting and management issues.

UNM HospitalsCOO – VP Hospital OperationsVP Clinical AffairsChief Nursing OfficerAdministrator for Ambulatory Specialty ServicesExecutive Medical Director for Ambulatory CareExecutive Director for Ambulatory Specialty ServicesExecutive Director for Primary Care SitesExecutive Director Ambulatory Business OperationsExecutive Director for Emergency ServicesExecutive Director for Radiology ServicesSenior Executive Director Heart and Vascular ServicesExecutive Director Carrie Tingley HospitalExecutive Director Women’s ServicesExecutive Director UNM Children’s HospitalExecutive Director for UNM Psychiatric CenterExecutive Director Children’s Psychiatric CenterExecutive Director Behavioral HealthExecutive Director Rehab Services

Steve McKernanRobert (Bob) Bailey, MDSheena FergusonJamie Silva-SteeleDr. Charles NorthQuentin JonesKaren EllingboeKristina SanchezMichael ChicarelliGordon WeimerSharilyn Woloschuk Doris TinageroMichelle WaferMaribeth ThorntonMargaret EdwardsLori PongeRodney McNeaseJanet Dooley

Sandoval Regional Medical Center (SRMC)President CEOVP Patient CareVP FinanceChief Medical OfficerDirector of Human Resources

Kevin RogolsErica HamiltonTroy ClarkDr. Tony OgburnCorreen Bales

UNM Medical GroupChief Executive OfficerVP Finance & CFOVP Strategic Business DevelopmentVP Clinical Business OperationsMedical DirectorChief Compliance Officer HSCAssistant VP Clinical ContractsAssistant VP Quality & Clinical Process ImprovementAssistant VP Human ResourcesDirector of Ambulatory Practice OperationsDirector of IT & Chief Information OfficerController

Anthony MasciotraMajorie GoldsteinKim HendrickSusan J. WelkerDr. Robert FritchStuart FreedmanKathleen ChristBeth FingadoLynn RibbleCarla CisnerosDick WeedaAngela Hawthorne

UNM Cancer CenterDirector & Chief Executive OfficerExecutive Medical DirectorAssociate Director, Basic ResearchAssociate Director, Population Sciences & Cancer ControlAssociate Director, Partnerships & Faculty DevelopmentAssociate Director, Shared FacilitiesChief Operating OfficerChief Financial OfficerChief of Research Administration & MarketingDirector of DevelopmentDirector of Oncology Nursing Research, Community Partnerships & Cancer Health Disparities

Cheryl Willman, MDRichard C. Lauer, MDLarry A. Sklar, PhDMarianne Berwick, PhD, MPHJanet M. Oliver, PhDScott A. Ness, PhDDonald P. Whitehead , MPHRodney W. MartinezRae Ann Paden, MPHKenneth Thompson, MS, CFREBarbara I. Damron , PhD, RN



Job Expectations You’re probably wondering what is going to be expected of you on a daily basis. The role of an Office Supervisor can be very demanding, from doing payroll and other business operations, to han-dling patient complaints, handling projects for your Unit Director, and working to ensure overall quality patient care. You will be expected to multi-task regularly and be able to juggle several things at once.

Self ManagementYou will need to learn how to manage your time and prioritize tasks in order to meet deadlines and accomplish your goals. The following items are some job duties that will be expected of you on a rou-tine basis

h Complete online self-competencies within the specified time frame. h Attend management classes and complete your management training. h Attend all scheduled meetings. (i.e. Staff Meetings, Office Supervisor Forum, PCC Forum) h Train/Coach personnel on issues that arise such as registration errors, hospital improvements,

or process changes/updates. h Read and become familiar with policies, procedures, and guidelines. h Maintain daily hanging visits and ensure billing tickets are sent to Charge Entry in a timely

manner. h Monitor staff schedules to ensure coverage for your area. h Meet with Unit Director or Manager on a regular basis. h Monitor payroll, tardiness, and issues relating to absenteeism. Any discrepancies should be

reported to your Unit Director. h Complete yearly staff evaluations on time. h Maintain employee journals. h Coach and counsel employees as needed. h Hold Regular Staff meeting and 1:1 (SLII) meetings with employees.

If you are having problems prioritizing your workload, be sure to talk to your Unit Director and request assistance with prioritizing your tasks.

GroupWise and Using Your CalendarEvery Office Supervisor should have their schedule posted on their GroupWise calendar. This gives other people the opportunity to see when you are busy on any given day. If there are meetings that need to be scheduled, the person scheduling those meetings will be able to choose the best time for all parties involved. This will also keep you on track for all of your required meetings you have to attend on a weekly or monthly basis.

If you need any instruction on using your GroupWise calendar or would like to learn advanced functions of GroupWise, you may contact the Computer Learning Technologies (CLT) to register for classes in Learning Central.


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Access to SystemsYou will be required to obtain access to the following systems:

h Navigator (GNav) h Live Hire h Data Share h Lawson (Evolve3) h KRONOS h E-fax h Healthxnet h FAST lookup h VOGT Drive h Staples Advantage h SMARTWORKS

Navigator (GNav) is the system UNM Hospitals uses to track phone activity. This system is imperative for any Office Supervisor to be familiar with and have access to. It has the ability to track abandonment rates, call volume and outbound calls your staff are making. Your Unit Director will need to authorize this access by contacting Donna Humbard (Manager) in the Communications Department. After you have been granted access Navigator will be installed on your computer and a shortcut icon should be placed on your desktop.

Live Hire is the hiring system UNM Hospitals use in all of its hiring and termination functions. It is also used for tracking position changes and changes in employee reporting. Your Unit Director will need to approve access to this system through Human Resources. Intranet > Web Based Systems > Live Hire

Data Share is the system that Human Resources uses to track employees and their reporting structure. It is also the system that houses information such as templates for disciplinary actions, compensation requests and online competency reports. The delinquent license report is also located here. You can access Data Share from Web Based Systems link on the Intranet home page. Intranet > Web Based Systems > Data Share then sign in using your Novell Username and Password.

Lawson (Evolve3) is the system that Human Resources uses to track all employees and their FTE status, leave of absence, acquisitions, terminations, and performance appraisals. Lawson Evolve3 is located on the Intranet home page under Web Based Systems.Intranet > Web Based Systems > Evolve3 then sign in using your Novell Username and Password.

Tip sheets are located on the Evolve3 home page on the right hand side.



FAST Lookup is the system UNM Hospitals use to enter, lookup, and store patient eligibility for financial assistance programs that we offer. You are able to request access on the sign in screen. Once access is granted use your Novell username and password to sign in. Supervisors should have access to comments in addition to regular look up functions.Intranet > Web Based Systems > Financial Assistance Application

Healthxnet is the system UNM Hospitals use to check patient eligibility on insurance coverage for major insurance companies such as Presbyterian and Lovelace. Access is granted through Frontline Education as they are the administrator for this system. To request access, please send an e-mail on behalf of your employee to Frontline Education for an application or access it online through the Front-line Education website. After the employee completes the application, fax it to 2-6992 and Frontline Education will have a username and password assigned by Healthxnet.

To request access to HealthxnetIntranet > Educational Services > Frontline Education > Registration Information

KRONOS is the system UNM Hospitals uses to record and report time entry for payroll. Entries for staff time corrections (KRONOS Edit) should be processed weekly. Refer to the KRONOS page on the Intranet to see pay codes, descriptions, and access edit forms used for making corrections.Intranet > Web Based Systems > KRONOS

E-FaxE-Fax is a software package that can be used for the receipt and sending of fax documents without the need of a physical machine. A users guide and tip sheet will be emailed to you as a part of this training. To obtain e-Fax access open an IT Help ticket.

The VOGT Drive (GroupShare3 on ‘Uh-adshare’ (N:)) is a shared drive that the Quality & Clinical Process Improvement (QCPI) team maintains for Ambulatory Services. There are various reports contained in the VOGT drive including: TES registration errors, duplicate medical record, and ambulatory patient care documentation (APC) audits. Your Unit Director request access for you to this drive through QCPI.

Staples Advantage is the entity UNM Hospitals uses for ordering all office supplies. You will need access for ordering all office supplies, business cards, and document holders for your clinic. Access is requested through your Unit Director.

SMARTWORKS is used to order clinical forms such as billing sheets, envelopes, and other stationary.

UNMH Printshop is the internal department through which you can order the different patient brochures and materials for the Patient Portal.


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Department Collaboration There are many different people you will be asked to work with in the Health System as well as your clinic. It is important to work on keeping a good relationship with everyone and understand how your roles work to benefit each other.

Unit Director and Office Supervisor RelationshipThe Unit Director is your immediate manager and you will work together with him/her to keep the day-to-day operation of the clinic running smoothly. Your Unit Director also supervises the Nurse Supervisor for patient related services. They will spend much of their time representing your clinic with your areas Executive Director in different meetings and projects throughout the hospital.

Nurse Supervisor and Office Supervisor RelationshipThe Nurse Supervisor is your peer and partner in running the clinic on a daily basis. Although the Nurse Supervisor’s duties rest with clinical operations, you will need to work with them to ensure proper patient care is administered. You will also need to forge a relationship with them so they can know your job duties to assist you if possible and vice versa. Their clinical staff must work with you to ensure charts are completed and turned in. In knowing what your jobs are, the Nurse and Office Supervisors will both understand the importance of teamwork.

UNM Medical GroupMany physicians are employed by University of New Mexico Medical Group (UNMMG). UNM School of Medicine provides office space and administrative assistants for each practice type. For example the Department of Orthopedics is located on the 2nd floor of the main hospital. The clinic has to have a good working relationship with the School of Medicine staff in order to help keep a smooth running clinic.

Staffing OfficeAnother important relationship you will need to develop is with the staffing office. The staffing office is a pool of employees (outpatient clerks, medical assistants and nurses) who are available for temporary work. If you know one of your staff members is going to be on vacation for a week, you can request an employee from the staffing office for coverage. Also, if you are short staffed and low on resources, you can request additional help through the staffing office. To request coverage from the staffing office, all requests must be received by Wednesday at noon the week before you need a person. Send an e-mail to [email protected] and you will be notified by e-mail on Friday morning notifying you if an employee is available from the staffing office.



Clinic Orientation

Job DescriptionsThe following are some job descriptions that you need to familiarize yourself with. They include:

h Unit Director h Nurse Supervisor h Office Supervisor h Outpatient Clerk h Medical Assistant h Patient Care Coordinator

They are in Appendix A of this document. You may find these useful when you are working in your clinic.

Clinic FlowIn February 2013 UNM Health System introduced Best Practices Ambulatory Chassis (BPAC). This program is the result of a LEAN event in which Health System leaders, clinic staff members, and providers came together to address meaningful use criteria and to come up with the ideal flow for all ambulatory sites system-wide. Together, we developed a “chassis,” or model, to implement standardized framework that is supported by Meaningful Use criteria. The goal is to optimize the patient’s experience through improved flow, reducing waste and costs, and improving quality and access of care. By evaluating the patient’s experience and understanding how we can standardize the work, we can improve the experience for everyone.

It is with this idea of standardization that the elements of the chassis were developed and rolled out to clinics across the Health System. The Office Supervisor helps run the administrative operations of the Frontline staff. Those employees working the front desk can be an Outpatient Clerk or a Medical Assistant. As the Office Supervisor your role is an integral part of the process at the clinic. You are responsible for making sure the flow of the clinic from the front end is smooth ensuring patients are reg-istered in a timely manner and billing is completed and turned in to charge entry personnel. There are several components that are keys to success and ensure smooth clinic operation.


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SchedulingMinimum Data Set - The Minimum Required Data Set for Scheduling and Registration policy lists the required elements for patient demographics entered into Master Person Edit(MPE). It is important to re-member that many of these items are required by the policy but are not required fields in Cerner. Clinic staff who schedule and/or register patients need to be aware of these items to avoid causing difficulties downstream. These items include:

h Missed appointments due to incorrect or missing contact information h Patients showing up for a “bumped” appointment due to incorrect or missing contact

information and not being able to get rescheduled. h Patients being billed for visits or procedures because insurance information is missing,

incorrect, or cannot be verified before the visit. h Patients being asked to pay a Self-Pay fee because they have not been scheduled for a

Financial Assistance appointment.

These are just a few examples of issues that arise when patient information is not updated at the time of scheduling. An effective way to monitor this activity is to perform random audits of your scheduled appointments to ensure that staff are completing the required information. It may also be helpful to periodically review the information and training during your staff meetings.

Referral/Special Billing - The Special Billing field under the appointment tab must be filled out when a patient is covered under any type of special payment arrangement. This field is used to document the guarantor # if the patient is coming in as part of a study. This field is also used to indicate a pre-paid service (for cosmetic appointments) or when appointments will be covered through worker’s compensation or liability insurance. Add additional comments regarding special billing in the ‘Additional Remarks’ field.

This type of special arrangement typically will not apply to every visit the patient has with in our Health System. That is why it is important to indicate the information and use the field each time a patient is seen under these “special” circumstances. To monitor this activity you may perform random audits of your scheduled appointments to ensure that staff are completing the required information. It may also be helpful to periodically review the information regarding grant programs and research studies your clinic participates in as well as Workmans Compensation and Liability insurance processes during your staff meetings.



Reason For Visit - The reason listed for the visit needs to be a symptom or diagnosis and not just “follow up visit” or “new patient visit.” If the service is covered under preventive care this needs to be included in the reason for the visit (Example: “Preventive Annual Exam”). This information will help with eligibility verification and registration processes. Not having an accurate visit reason can cause down-stream consequences that impact the hospital financially or create delays in patient care. Chart Audits are useful for tracking this function and remember to review clinic scheduling guidelines regularly.

Referring Provider - A referral occurs when a provider, usually the patient’s primary care provider, recommends the patient be seen by a specialist. Referrals are required, by some insurance companies and clinics, prior to a specialist visit. In addition, the presence of a referral helps to justify billing for a consultive level service in our specialty clinics. Finally, a referring provider must be noted in the appointment record and in the registration so that dictated notes about the patient may be sent back to the referring provider for continuity of care. The best way to monitor this is through the random audits you will perform and enforce the practice by periodically reviewing the results and process during staff meetings.

Patient AccessInsurance Information - Patient Pare Coordinators (PCC) verify patient insurance coverage is current and active when a patient is scheduled for a visit in a clinic. They also submit for prior authorization for visits, procedures, and surgeries when required by insurance companies. When insurance informa-tion is missing or incorrect (including group names and numbers) we are unable to properly verify and prepare for the visit. This can cause delay in care and even cause the patient to be billed for services because the insurance has denied the claim for service.

Verifying Prior Authorizations - PCC’s will submit for prior authorizations based on orders placed into the system. Different insurance companies have different time frames for getting those authorizations processed. For clinic visits that require a prior authorization because of a procedure, diagnostic test, or surgery clinic staff should be checking the authorization is completed in Powerchart Form Browser before the visit as a part of their pre-work. If the authorization is either denied or still pending when the patient arrives the front desk will need to have them sign the Patient Financial Responsibility form to acknowledge their responsibility for the bill if their insurance plan does not accept the billing claim.


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RegistrationInsurance Verified - Insurance and coverage benefits are valid for a full calendar month and must be verified with the first visit of each month to ensure that coverage is still active. What this means is that for every registration created the insurance eligibility must be checked using one of the approved systems (Healthxnet, Fast, or Insurance Company website) during the current calendar month prior to the clinic visit and notated in the insurance tab of the encounter. Failure to do so means that we may see a patient whose coverage has expired and will not be paid by the insurance company. We will then have to bill the patient and go through the collection process. Many clinics are supported by the Pre Registration Center (PRC) where this is done automatically by the staff. Other areas that do not use the PRC will need to make sure that insurance plans are properly verified when creating their registration encounters.

Medicare Secondary Payer Questionnaire - Medicare regulations require that all entities that bill Medicare must determine whether Medicare is the primary payer for those services. The MSP Questionnaire is a set of questions that are required by Medicare and embedded in Cerner Registra-tion. These questions must be answered for any patient registered with Medicare. They will help us determine whether other payers may be primary to Medicare coverage. Failure to complete this form could result in fines and restrictions if we are audited by CMS.

Charge EntryTurning Tickets In Timely - It is the goal of our organization to have charges entered within 5 calendar days of the clinic visit. This is only possible when tickets are turned in at the end of each clinic session. As office supervisors, it is your responsibility to track down missing tickets that appear on the Hanging Visit Report. Providers may choose to hold a billing sheet in order complete dictation or for any number of other reasons. Those missing tickets are money that is missing for your clinic. Consistent monitoring of the Hanging Visit Report will help to keep missing tickets to a minimum.

Complete and Accurate Tickets - The 17 point check system to review billing tickets is designed to ensure that information is complete and accurate by the time it is submitted to Charge Entry. Items that are included in a complete ticket include:

h Diagnosis selected and ranked h Provider level selected h Procedures are indicated h UNMH and UNMMG sides are completed and match h Orders have been entered in Cerner and match the paper billing sheet h Provider/Attending is indicated h Referring Provider information is entered (when needed) h Any modifiers are properly marked



Quality and ComplianceOur organization is constantly changing in order to remain competitive in the marketplace for healthcare delivery. They are always growing and thus, from time to time, UNM Hospitals assesses where they stand in the community as well as where they stand with their operations. UNM Hospital clinics oper-ate with certain quality control standards in place in order to provide safe and effective care to patients. The standards have been established through a number of different avenues, including policies, proce-dures, and regulatory bodies.

The hospital clinics operate under UNM Hospital’s license; therefore, they are accountable to meet the accreditation requirements of regulatory bodies. The Center for Medicare and Medicaid (CMS), The Joint Commission (TJC) and the Department of Health (DOH). Any of these agencies can come to UNM Hospitals and survey for compliance at any time. They may come randomly or “for cause” due to a complaint being filed. The goal is to remain in a state of preparedness and continually self-monitor for compliance. The Quality Outcomes Department is able to assist with interpreting regulations and how they fit into clinical practice. Their website on the Intranet has links to the CMS and TJC manuals.


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The Joint Commission (TJC) The following information was taken directly from the TJC website at www.jointcomission.org.

“Our Mission: To continuously improve the safety and quality of care provided to the public through the provision of health care accreditation and related services that support performance improvement in health care organizations.”

“The Joint Commission evaluates and accredits more than 15,000 health care organizations and programs in the United States. An independent, not-for-profit organization, The Joint Commission is the nation’s predominant standards-setting and accrediting body in health care. Since 1951, The Joint Commission has maintained state-of-the-art standards that focus on improving the quality and safety of care provided by health care organizations. The Joint Commission’s comprehensive process evaluates an organization’s compliance with these standards and other accreditation or certification requirements. Joint Commission accreditation and certification is recognized nationwide as a symbol of quality that reflects an organization’s commitment to meeting certain performance standards. To earn and maintain The Joint Commission’s Gold Seal of Approval™, an organization must undergo an on-site survey by a Joint Commission survey team at least every three years. (Laboratories must be surveyed every two years.)”

“The Joint Commission is governed by a 29-member Board of Commissioners that includes physicians, administrators, nurses, employers, a labor representative, health plan leaders, quality experts, ethi-cists, a consumer advocate and educators. The Board of Commissioners brings to The Joint Commis-sion diverse experience in health care, business and public policy. The Joint Commission’s corporate members are the American College of Physicians, the American College of Surgeons, the American Dental Association, the American Hospital Association, and the American Medical Association. The Joint Commission employs approximately 1,000 people in its surveyor force, at its central office in Oak-brook Terrace, Illinois, and at a satellite office in Washington, D.C. The Washington office is The Joint Commission’s primary interface with government agencies and with Congress, seeking and maintain-ing partnerships with the government that will improve the quality of health care for all Americans, and working with Congress on legislation involving the quality and safety of health care.”

Occupational Safety GuidesManagers/Supervisors are responsible for ensuring compliance with workplace safety policies and procedures in their department. This includes providing a departmental safety orientation for all new employees. Information on Occupational Safety Guides can be found on the UNM Hospitals Intranet. which will outline the process for handling issues such as on-the-job injuries, fitness for duty, FMLA, Ergonomics, and use of Personal Protective Equipment to name a few.UNMH Intranet > Departments > Safety > Occupational Safety Guide for Managers



Patient SafetyUniversity of New Mexico Culture of Safety Statement

“The University of New Mexico is committed to achieving excellence in providing a healthy and safe occupational environment, in providing safe medical care to UNM patients, and in ensuring institutional compliance with all environmental and health and safety laws and regulations. To meet this standard of excellence, the University promotes the application of management initiatives, including best practices and benchmarking, and medical care that systematically integrate health, safety and environmental considerations throughout the enterprise.”

“All University activities are to be conducted in a manner that promotes, creates, and ensures a healthful and safe environment and the maximum protection of students, patients, faculty, staff, visitors, the public, UNM property, neighbors and the environment. The University’s goal is to promote zero occupational illness or injury, zero environmental incidents, zero property loss or damage and maximized patient safety. Faculty, staff, students, physicians, management personnel and all other members of the UNM community will abide by established safety and health policies, and are responsible / accountable for conducting university operations with a focus on achieving this important safety culture goal every day.”

Patient Safety RoundsPatient safety is everyone’s responsibility. The entire hospital staff plays a part in ensuring patient safety is maintained at all times. The following was taken directly from the Quality Outcomes site on the UNM Hospital’s Intranet.

Purpose h Demonstrate commitment to safety h Fuel culture for change pertaining to patient safety h Provider opportunities for senior management to learn about patient safety h Identify opportunities for improving safety h Establish lines of communication about patient safety h Establish a plan for the rapid testing of safety-based improvements


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Patient Safety Net (PSN): What is it?Patient Safety Net or ‘PSN’ is an event reporting system that allows UNM Hospitals to track incidents in which patients or visitors were harmed or nearly harmed. It also allows us to report unsafe conditions and / or suggest improvements. In the spirit of creating a culture of patient safety, any employee may create a PSN report and remain anonymous. Internal managers, executive leadership, and Risk Management respond to concerns reported in PSN. They do so by performing a root cause analysis and establish recommended improvements. Managers have a short turnaround time to respond to PSN reports (usually 48-72 hours). In addition, patient-specific data is blinded and then tracked and reported through the University Health System Consortium (UHC.) UHC allows us to compare ourselves to other organizations across the nation.



Customer ServicePart of your responsibilities as an Office Supervisor is to handle patient complaints and ensure customer satisfaction. These situations require excellent customer service skills and should be handled delicately.

To effectively handle patient complaints you may need to calm irate patients and try to answer any questions they may have. You will not always have the answers for the patients and may have to follow up with them. The class ‘Customer Service 101’ is offered by Organizational and Professional Devel-opment (OPD) and is available in Learning Central. It will help you develop the skills you need to be successful in handling irate patients. Press GaneyPress Ganey is the vendor UNMH uses for our customer satisfaction program. When a patient receives a survey they will rate the service they received and that score is then averaged with other surveys to get a monthly score. The current organizational goal is a score of 86 in all measured areas.

Some of the Frontline areas that are rated include: h Overall Rating h Access

3 Ease of getting the clinic on the phone 3 Convenience of office hours 3 Ease of scheduling appointments 3 Courtesy of registration staff

h Moving Through Your Visit 3 Information about delays 3 Wait time at the clinic 3 Nurses education regarding condition/care

h Nurse/Medical Assistant 3 Courtesy 3 Concern of problem/condition

h Personal issues 3 How well staff protected safety 3 Sensitivity to patients needs 3 Concern for patients safety


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PhonesThe phone system at UNMH is extensive just like any other large organization. We have many areas and many phones. UNM Telecom is the department that handles all phone issues along with UNM Hospitals Communication Department. They work collaboratively to ensure all phones are working correctly.

Clinic Phone SystemsPhones in UNMH Clinics operate on ACD lines. ACD stands for Automated Call Distribution, and it is the system we use to distribute the incoming phone calls within the hospital. The function of an ACD line is to distribute calls equally among agents logged into the system. This is a very efficient way of tracking incoming calls. The system prioritizes all calls to be answered in the order received. The sys-tem also has a recorded message to inform callers if there is a large call volume stating, “all agents are busy, your call is important to us, please hold for the next available agent.”

The PBX line is the private line each ACD phone has on it to allow for outgoing calls. ACD lines are for incoming calls only and do not allow outgoing calls.

Away/Overflow MessageBeyond call sorting functions the clinic telephone systems offers options for messaging, These mes-sages can notify callers that you are away from the phones (staff meeting etc.) or if you are receiving a high call volume and may be unable to answer their call at the current time.

h Away Message- The away message will notify callers that you are not able to answer their call at the current time. This message can be turned on during staff meetings, fire drills or any time you will not have any staff available for the phones. Access to turn the away massage on/off is available through the voicemail system.

h Overflow Message- This is a message that callers will hear when a) There are zero agents logged into the ACD and it is during regular business hours b) The number of calls in the queue has reached the queue limit. The queue limit is different depending on the type of ACD. Clinics typically have a limit of 5 calls per queue. Our Centralized Scheduling Department has a higher limit of 10 due to more agents working the system and a naturally higher call volume.



Outages and IssuesFor outages and issues with telephones it is important to understand if the issue is an equipment, data, or system related problem.

h Equipment Issues include physically broken phones or bad display screens. These issues should be reported to UNMH Telecom Services.

h Data Issues happen when a phone with the Dterm IP label does not work when it is picked up. These phone are operated on the data network and may loose it’s connectivity. For these issues open a help ticket with the UNMH help desk.

h System Issues are anything related to the functionality of the ADC system. Receiving calls into the queue, voicemail, or setting and recording messages. These issues need to be sent to UNMH Telecom Services.

Telephone CommitteeThe Telephone Committee meets on the third Monday of every month. Membership includes represen-tatives from UNM Information Technologies, UNMH Telecommunications, Ambulatory Business Opera-tions, Department and Clinical Leadership.

The purpose of the Telephone Committee is to: h Monitor ACD goals (Average Speed to Answer, Abandonment Rate & Call Recovery) h Standardization of telephone trees and voice recordings h Problem solve telephone issues h Develop action plans to improve telephone customer service

ContactsDonna Humbard - Manager UNMH CommunicationsOffice 272-0491Email: [email protected]


Frontline Education

GNavThe ACD system will also track data using the Navigator (GNav) program. There are many reports you will want to become familiar with to track your employee’s phone performance. Each month you are responsible for meeting metrics goals such as:

h Average speed to answer within 30 seconds h Abandoned call rate below 5% h Call Recovery – no more than 10 per agent per month

Live ScreenThe live screen view allows you to see what is taking place real time without running reports. You can quickly reference when agents are on logged in, on a call, on break or using the work button. You can also quickly see how many calls are in queue and how long they have been waiting.

Call SplitsThe Call Split is another name for the call queue that is specific for your clinic or area. Orthopedics department for example has a phone room that services many clinics but one Call Split labeled “Ortho Services.”

GNav Productivity Reports h Report #2 – Call Activity Summary

(This is the Report Being Viewed Weekly at AEC) h Report #28 – Agent Counts Summary

To Identify Call Recovery Trends h Report # 39 Agent Audit

Ambulatory Clinics Expectation – UD/Supervisor pull daily Allows you to see 1st login of the day and to which split Detailed activity per agent, in chronological order



Managing MetricsWays to manage and help improve metirics that do not meet goal:

h Have a minimum of 2 staff in the ACD queue at all times. h Plan for additional available staff to login and help out during busy times. (i.e. beginning of day) h Use “work”and ”break” buttons to avoid missed calls. (Call Recovery) h Co-workers communicate with each other to coordinate coverage. h Login to phones on time before the open of clinic day.


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Opening and Closing DutiesEvery day there will be many different tasks you are responsible for as an Office Supervisor. One of which will be to make sure that the clinic is prepared to open and receive patients. Having a check list of key items can be helpful to prepare for the day.

Opening Duties h Printing daily schedules. h Printing call lists. h Verifying starting balances in cash drawers. h Logging into ACD phones on time. h Checking the ‘Bumplist’ for patients that need rescheduled appointments. h Stocking supplies. (printer paper, billing sheets, patient visit folders, etc.) h Posting your personal schedule for the day so staff can see when you will be in meetings or

offsite. h File a work ticket for any non functioning equipment or computers. h Have pre-session “huddle” communication to advise staff of any updates or information that

might impact their work.

Closing Duties h Reconcile and balance cash drawers and complete the Cash Log h Make sure deposits are properly prepared and dropped in the safe h Reconcile visits (clearing the worklist) and billing sheets h Separate paperwork to be sent for scanning or to Charge Entry, etc. h Secure any Patient Information h Log out of phones (make sure there are no calls sitting in the queue)

These items represent a small list of things you might do to get your clinic up and running for the day or to close down at the end of business. There are also a number of things that may come up during the day that you will need to address, as well as reports you may run and meetings you may need to attend.

Cash Handling and Deposit GuidelinesYour clinic needs to function as a business not just as a medical facility. This means that you will be responsible for collecting cash and taking credit cards for patient payment. UNMH has a specific pro-cess designed for properly handling cash and preparing bank deposits. Frontline Business Operations (FLT 201) goes into detail of how to properly prepare cash and create a deposit. You can also get more information by reading the ‘cash handling’ policy by accessing the policies and procedures section from the UNMH Intranet homepageUNMH Intranet home page > Policies and Procedures > Search Cash Handling



ReportsThere are a number of reports you need to become familiar with in addition to those reports that are run at the end of the day by the frontline staff. They are:

Registration Audit (TES Reports) Hanging VisitsAPC Audits Bump ListDuplicate MRN Report Worklist

Registration Audits (TES Reports)Part of your job as Office Supervisor is to conduct quality control audits on your staff members. This audit process is automated and reports are sent out every week by Tuesday. These reports are also located on the VOGT drive. VOGT > Office_Supv_Admin > TES Reports. Continue to look by date to find the TES Weekly reporting folder for weekly reports

There are two weekly reports listed in the weekly folder. One is an Excel spreadsheet with a listing of all registration errors for the week. This report shows details including the clinic and the username of the employee who made the error. The other report is also an Excel spreadsheet listing only the registrations that have improperly formatted insurance policy/certificate numbers.

The excel reports have columns labeled with the admit date, encounter number, policy / certificate num-ber, payer, Cerner username and facility. The policy / certificate number column identifies the issue that caused the system to identify a registration error. It will also identify if information was omitted from the registration.

The payer is the insurance plan the registration was completed with. The Cerner username is the clerk or staff member that created the registration. The facility column is the location code of the clinic where the registration was completed.

Both reports are useful and should be reviewed weekly. The errors have already been corrected, so your employee does not have to make corrections to the error. However, they should be reviewed with staff to correct the behavior.


Frontline Education

APC Audits Another quality control measure UNM Hospitals Ambulatory Clinics use is an audit of the Ambulatory Patient Care (APC) form. This form is used to document all procedures, symptoms, and diagnosis of a patient reported during a visit. The APC is located in Power Chart and is created when the clinic visit is ordered. The APC document is then launched. Clinic staff will enter the date and time of registration and start the Ambulatory Fall Assessment page. The patient is then triaged and sees the physician. Procedures and information gathered such as pain level and allergies are documented in the APC sheet. Other information entered into the APC may include patient education and operative instruc-tions.

When frontline staff do not begin the APC, clinical staff can not complete their portion of the document. It is also imperative that the APC is started on the correct financial number for that patient.

Your Unit Director or Nurse Supervisor will establish who is to complete the APC audits in your area. There needs to be at least 40 APC’s per month audited to ensure we are compliant with our documentation. Not only does this ensure compliance, but it ensures our patients are taken care of appropriately.

Duplicate MRN ReportAlso located on the VOGT Drive are the Duplicate Medical Record Number reports. It is important to review these errors with your staff, as well as review the process for searching for patients in Cerner. VOGT > Office_Supv_Admin > Registration Audit > DUP MRN REPORT. Continue to look by date to find the duplicate MRN reporting folder for the month you are looking for.

Outstanding MSP (Medicare Secondary Payer Questionnaire) ReportThe electronic MSPQ (Medicare Secondary Payer Questionnaire) must be completed in Cerner for every Medicare patient seen at UH. To print the report of outstanding MSPQ encounters, go to your location inside of the MSP Follow up report in PM OfficeCerner Home page > PM Office > MSP Follow Up > (Date) > (Type) > Clinic Location



Hanging VisitsHanging visits are the patient charts that have not been turned into Charge Entry. When a patient comes into your clinic, a chart is created that includes at the minimum a log and billing sheet. When a chart does not get turned in at the end of the visit charges and orders are left hanging in need of being completed in the system. A common cause is that doctors will hang on to them in order to finish dicta-tion or mark the billing sheet.

Your job is to track down those charts that are not turned in and ensure that they are completed. The hospital goal is to have all charges entered by Charge Entry within 5 days of the clinic visit. You will need to consistently review your hanging visits report in order to ensure your clinic can meet this goal.

A tip for success in getting charts turned in is to discuss the goals with clinic providers and stress the importance of same day billing for both the physician as well as the clinic. You can also team up with MA’s and Nurses to reach goals. They usually know if a doctor is holding a chart and for what reasons. They may also have charting to do that they need to finish. Keeping an open and pleasant dialogue for this issue will help you meet your goal. The UH Clinic Visits Report (1 day) in Cerner Explorer Menu is helpful to indicate how many billing sheets are missing.

Bump List The bump list is created when a doctor or clinic has to cancel a schedule with patients already assigned to it. For example, Dr. Smith has 15 patients scheduled for his morning session on June 3. He notifies the clinic that he needs to be off in the morning to attend a seminar. The clinic cancels the schedule in Cerner, and Cerner prints out a bump list of the names of those 15 patients that need to be rescheduled because of the doctor’s absence.

Bump lists need to be maintained on a weekly if not daily basis. Doctors may cancel clinics regularly because of scheduling conflicts. The lists need to be maintained so our patients are aware of the cancellation and do not show up for their appointment when it has been canceled.

There is also an opportunity for customer service training in maintaining bump lists. Patients may be very upset that their appointment has been canceled. They may also have to make travel arrange-ments to come to their appointments as we have a large patient population from other towns and cities in New Mexico and surrounding areas. If the patient is not aware, or the clinic could not contact the patient, they maybe upset.

There are many challenges with these scenarios which is why the bump list needs to be maintained fre-quently. Notes should be taken on the list documenting how the clerk reached the patient. The notes should include information such as if the clerk left a message, if they had the wrong number, or whom they spoke to if they spoke someone. This will help clear up any frustrations patients may have.


Frontline Education

WorklistThe Worklist in PM Office is used to track registration encounters that have been created for patient visits. When Pre-Registration creates the encounter it is put on the worklist for the day of the visit. As patients get checked in and the encounters are activated they are removed from the worklist. Those left are patients who have not arrived or did not show for their appointments. It is important that any unac-tivated encounters for no-show patients are cleared at the end of each day. This function can be per-formed by front desk staff but you should monitor to ensure you do not have a back log of encounters from previous days as it will slow down the system.

Training and CorrectionsAs an Office Supervisor, it is your responsibility to go over these reports with your staff and ensure that these errors will be corrected in a timely manner. You will need to train and coach your staff at the clinic level to ensure that they have the knowledge and ability to register a patient correctly when required. If you feel the employee needs additional training, Frontline Education is available to do one on one and specialized training. If there is a pattern of failure, disciplinary action may be considered. Please contact your Employee Labor Relations Specialist for more information on disciplinary procedures.



EmployeesOne of the most difficult responsibilities an Office Supervisor will have is managing employees. The Office Supervisor is often the go to person for the entire clinic. You may be asked to handle issues that are not only patient related but employee related as well. Organizational Professional Development has a leadership track that can assist you in developing skills in handling employee issues and what to expect in your leadership role.

Hiring DutiesThe Office Supervisor is responsible for the hiring process of new employees. Organizational and Pro-fessional Development has classes the will assist you in performing these functions. OPD also holds classes on professional development to enhance your interviewing skills and choose the right candidate for your clinic.

h OPD 642 Hire Right! h OPD 716 Peer Interviewing For Staff h OPD 110 Guiding and Motivating Change - Motivational Interviewing Techniques

UNM Hospitals uses the Live Hire system to track all position postings and hiring operations. There are classes offered in Learning Central to help you learn how to use this system.

It is important to get to know your recruiter. There are currently five recruiters working in the Human Resources Department. They are:

h Susie Huckabee h Debra Johnson h Karim Kassam h Robyn Gonzalez-Apodaca h Theodore (ted) Padilla

For a current job list of the positions each recruiter is responsible for, please check the Human Resources home page on the Intranet under Recruitment and Hiring information.Intranet > Departments and Services > Human Resources > Recruitment and Hiring Information


Frontline Education

Classes Your Employees Need

Outpatient Clerk Mandatory Classes h Frontline Business Operations h Cerner Millennium Ambulatory Patient Care Form for Frontline Staff h Cerner Millennium Order Entry h Cerner Millennium Person Management for Outpatient Staff h Cerner Patient Scheduling

Patient Care Coordinator Mandatory Classes h Frontline Business Operations h Cerner Millennium Order Entry h Cerner Millennium Patient Access (Prior Auths/Referrals) h Cerner Millennium Person Management h Cerner Millennium For Outpatient Staff h Cerner Patient Scheduling -



Expectations and Standards of PerformanceEach clinic has a set of expectations and standards every employee must read and agree to. When your employee is first hired, go over these expectations and standards. Document that you have done so by having them initial in the appropriate areas. The Standards of Performance have been developed by the employees of the UNM Hospitals to establish specific behaviors that all employees are expected to practice while on duty. There are five pillars of excellence: People, Service, Quality, Finance, and Growth.

People:Positive Attitude: We are here to serve our customers by meeting their needs with utmost care and courtesy. Our attitude represents the hospital’s commitment to excellence. This commitment is reflected by providing a positive and caring experience with every interaction.

Professionalism: We consider our customer’s expectations in how we present our facility and our-selves. We have only one opportunity to make a positive first impression. This commitment is reflected in our ethics, appearance, manner, expressions, and concern.

Service:Communication: We are committed to listening attentively to our co-workers, patients and customers in order to fully understand and meet their needs. This commitment is reflected by our verbal, non-verbal, and written communications being delivered with courtesy, clarity, care, and a smile.

Dignity and Respect: We recognize, value, and respect the diversity of our co-workers, patients, and customers by honoring their perspectives, choices, and differences. This commitment is reflected in our conduct by ensuring their knowledge, values, beliefs, and cultural backgrounds are incorporated into staff interactions, care planning, and decision-making.

Privacy: We are committed to the protection of our co-workers’ and patients’ rights to personal and medical privacy. We treat the patient information and/or property with confidentiality and respect and strive to create a secure and trusting environment. This commitment is reflected by ensuring that rights to privacy and modesty are honored.


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Quality:Knowledge and Expertise: We believe our patients deserve to have people caring for them who are knowledgeable and technically proficient in what they do. This commitment is reflected through preceptorships, mentorships, continuing education, and ongoing competency evaluations.

Safety Awareness: We all share in the responsibility of maintaining a safe environment for our co-workers, patients and customers. This commitment is reflected by our safety conscious attitudes, actions, and continuous safety training. Sense of Ownership: We take pride in what we do, taking responsibility for the outcomes of our efforts. This commitment is reflected by our ongoing effort to complete our work promptly and accurately the first time.

Finances:Fiscal Responsibility: As a public hospital, we are accountable to the community to ensure responsible use of resources to provide the needed services for all those we serve. This commitment is reflected by our actions and attitudes toward expense and time management.

Integrity: We believe in complying with all government rules and regulations relative to receiving com-pensation for our services. This commitment is reflected by exercising ethical and accurate billing and financial practices.

Growth:Customer Service: We believe in the importance of growth and on-going public support. This commitment is reflected by providing exceptional customer service to all we serve and by responding quickly to resolve problems.

Recruitment & Retention: We believe our patients deserve to have the very best providers and staff available to provide their care. This commitment is reflected in our organization by continually attracting, developing, and retaining staff with exceptional skills.



Job Orientation and Training:When the employee starts their new position in your clinic, you will need to orient them to your clinic and set them up with a comprehensive training schedule. Once an Outpatient Clerk has completed their Cerner training and been on the frontline you should schedule them for the Frontline Business Operations class offered through Frontline Education. Allowing them to experience the frontline before class will give them familiarity with the topics taught and discussed.

Training is an ongoing process for employees at UNM Hospitals. Tools that are used in ongoing train-ing for outpatient clerks are:

3 Registration audits 3 ACD phone line reports 3 Patient feedback (Press Ganey) 3 Error reports (TES, DUP MRN, MSPQ etc.)

There are also times that special training for projects and initiatives be rolled out all existing employees. Be attentive of different projects taking place in the organization or in your departmental area.

Evaluations UNM Hospitals utilizes online employee evaluations through Lawson (Evolve3). Evaluations are due every year on the hiring anniversary date for each employee. There is also a mandatory class each manager and supervisor must sign up for given by OPD.

h HR/OPD 702 The Essentials of Performance Evaluations

1:1 MeetingsUNM Hospitals uses a model called Situational Leadership II for managing and leading employees. There is a class offered by OPD that is available for managers as well as employees.

h HR/OPD 635 Situational Leadership II

1:1 meetings are a time for you and your employee to sit down and discuss employee concerns. This meeting should be employee driven, so you will want to set up regular meetings with your employees to have this time.


Frontline Education

Employee JournalsEmployee journals are a tool managers use to record discussions with their employees as well as enter patient praises and record instances of going above and beyond the employees normal job duties. They are located online in the Human Resources Forms section under Supervisor’s Employee Journal. This is a wonderful tool that should be used to record feedback.

Coaching and DisciplineOverview of Employee Management Relations offered by OPD is another class that can assist you in coaching and employee discipline. This is a required classes must be completed within one year of hire. This class will discuss information regarding sick leave, sexual harassment in the workplace, workplace violence, and our drug and alcohol policies. You will also learn the do’s and dont’s of em-ployee discipline.

UNM Hospitals is an organization that has union representation, which can make working with employee performance issues complicated. There are a set of required and optional classes you can sign up for to help you develop skills in coaching and discipline.

h HR/OPD 703 Overview of Employee Management Relations h HR/OPD 733 Coaching 101 h HR/OPD 701 The Discipline Process. h HR/OPD 767 Mastering Difficult Discussions

You should also maintain close contact with your Employee Labor Relations Specialist when ever you are thinking about going through the discipline process with any of your employees. There is a current list of ELR personnel and which area they cover online under the Human Resources link under Employee and Labor relations, contact information.

UniformsUNM Hospitals provides uniforms for a number of select positions in clinical areas. The uniform and dress code policy is different at each clinic. Please check with your Unit Director about what is and is not allowed in your clinical area. Ordering uniforms is done at he supervisors discretion, either when a new employee is hired or after they have met their 5 month probationary period. From that point, uniforms should be ordered once per year at each yearly evaluation for employees who are eligible for uniforms.


Frontline Education

Requests for Time OffYou may have the responsibility of granting time off for your employees. There is a time off request policy located on the Intranet under policies and procedures and is listed in the policies section of this manual. Please check with your Unit Director to find out what time off requests you will be responsible for.

Policies and Guidelines Each employee should be familiar with the following policies upon their hiring date and review yearly at every evaluation:

h HR 205 - KRONOS Time System h HR 215 - Leave, Annual h HR 220 - Leave, Compensatory h HR 225 - Leave, Holiday h HR 235 - Leave, Sick h HR 240 - Leave, With Pay h HR 110 - Code of Conduct h HR 140 – Professional Presentation and Appearance (Dress Code) h Clinic Unit Expectation

Employee Management ReportsPending Evaluations ReportThe pending evaluations report is an essential tool for any manager or supervisor. This report shows all delinquent evaluations in your areas. It also shows all upcoming evaluations. This report should be run frequently so you can keep current on upcoming evaluations. UNM Intranet > Human Resources > Data Share > Management Tools > Pending Evaluations

Online Competency ReportsThe online competency reports are another tool for any manager or supervisor to ensure that all employees are in compliance with completing their mandatory yearly competencies. This report identifies employees that have not yet completed their online competencies. This report should be run monthly at a minimum. Competencies are due to be completed by December 31 for each employee or their evaluation date, whichever comes sooner in the year. UNM Intranet > Human Resources > Data Share > Manage-ment Tools > Online Competency Reports

Those employees whose names are identified RED have not completed their competencies.


Frontline Education

Delinquent Licenses ReportThe delinquent licenses report is another report to let manager’s know if their employee’s licensure is about to expire. If an employee has an expired license, they can not work until the license is reinstated. This is also true for CPR certification as well as nursing licensure. Please contact your Human Re-sources representative if you run this report and find that an employee has a delinquent license or CPR certification. To run the report:UNM Intranet > Human Resources > Data Share > Delinquent Licenses

You will see a list of all personnel whose lionesses are about to expire and what type of license they hold. (such as CPR, RN, etc) You will also see a list of all licensed personnel who are delinquent and how many days they are expired.

Position Control ReportThis is a Human Resources report that is useful for managers and supervisors to keep track of their positions that are currently filled. It also shows the hire and evaluation dates for employees. It will also show the current rate of pay for each individual in the clinic. It contains sensitive information and pre-caution should be taken in safeguarding it.UNM Intranet > Human Resources > Data Share > Management Tools > Position Control



Putting It All Together

Meetings, Meetings, MeetingsThere are required meetings that all Office Supervisor’s should attend each month. The Office Supervisor’s Forum is held on the second Tuesday of every month from 12:00 PM to 1:00 PM. It is located in the 2ACC Classroom. This meeting is designed to bring information to all Office Supervisors on updates in training, policies and procedures, as well as insurance updates. It also is an opportunity for discussion of issues you may be having in your clinic areas.

The Patient Care Coordinator Forum is held on the fourth Wednesday of the month from 9:00 AM to 10:00 AM and is also located in the 2ACC Classroom. This meeting is for Patient Care Coordinators as well as Office Supervisors that are interested in changes in insurance plans and the way we request in-formation from those plans. New processes for requesting prior authorizations are also discussed. The forum addresses concerns PCC’s may be having with denials from insurance plans or problems they may be having obtaining authorization from insurance companies.

There are two LEAD sessions per year and are listed in Learning Central. As a Supervisor, you should receive an e-mail notifying you of the upcoming sessions. They consist of Unit Directors as well as Office Supervisors, Nurse Supervisors, Tech Supervisors, and other leadership in the hospital. OPDfacilitate these sessions. They usually consist of around 150-200 people and address global issues in the hospital. Also included in these sessions are break-outs for professional development and skill-building.

Administrative DutiesThere are many other administrative duties you will be required to do such as maintaining employee files, maintaining the copier and fax machines or other clinic machinery, ordering supplies, ordering pa-per and other forms, assisting your Unit Director in developing reports or action plans, entering sched-ules for employees, assisting in budgeting, and other miscellaneous functions as required.

KRONOSYou will likely be in charge of making payroll edits for your area. There are procedures that need to be followed in making these edits to employee’s time sheets. Please become familiar with the KRONOS policy and attend the KRONOS training. If you have any questions or concerns about making edits notify your Unit Director or Nurse Supervisor. If they are not available, you may also contact the KRONOS instructor or your Employee Labor Relations Specialist. You may also go to the online hospital Intranet forums page, “Ask Ms. KRONOS,” where you can post questions so that others may see the answers as well.


Frontline Education

Online Request System (ORS)The Online Request System was developed to provide a single application that can support requests for a variety of purposes. The Online Request System is available for anyone that needs a request form. Individual departments will not have to purchase additional systems. The Online Request System is a dedicated system that allows new request forms to be developed and put into production rapidly.

Office SuppliesYou are likely going to be responsible for ordering all office supplies for your clinic. Regular office supplies are ordered through Staples Advantage. Your Unit Director can request access so that you are able to order office supplies online.

Other items that need to be ordered include your clinic logs, billing sheets, paper, clinic forms, clinic supplies, and linen.

Staples Advantage Standard Register (SMARTWORKS)

UNMH Printshop Central Distribution (CDU)

General Office Supplies Printer Toner Copy Paper Telephone Headsets Business Cards

Clinic Billing Sheets (Charge Entry)Discharge forms (3ply only)

Patient Rights BrochuresHIPAA BookletsPatient Portal Documents Flyers Sign-up Forms

Linen & Clinical related items RX Paper Zebra Labels Zebra Ribbon Deposit Bags

Your Unit Director can help you identify which forms are ordered from Standard Register, Forms Plus, or the UNM Hospitals print shop. They can also help you in deciphering which products need to beordered from CDU. Please be aware of what forms you have in your clinic and ensure there are enough forms for the clinic to run smoothly.



Organization SkillsTo be a success you must be organized and learn how to prioritize every part of your day. The following classes are available through OPD for organization and time management:

h HR/OPD 692 Supervision 101 h HR/OPD 729 Stress Management h HR/OPD 882 Time Management

You may want to discuss establishing a reasonable new employee orientation time line with your Unit Director for all newly hired employees in your clinic.

MentorsTo be successful at UNM Hospitals one must use all resources available. There are many resources including mentors. You can ask your Unit Director to mentor you or you may utilize a more formal route. UNM Hospitals has a formal mentoring program through Organizational and Professional Development. You can contact OPD to set up a time to speak with the organizer of the program. Either way, formal or informal, you should seek out assistance in your area and partner with a tenured Office Supervisor who can offer you experienced advice.

References Kristina Sanchez – Executive Director Ambulatory OperationsKyle Duncan – Education and Staff Development Specialist II, Frontline EducationKaren Prince – Office Supervisor, Centralized Scheduling and Charge EntryDenise Romero-Archuleta – Office Supervisor, Women’s Clinic 4ACCLa Tonji Peace - Office Supervisor, Cardiology Clinic