s file · web viewoffice management 101. assistance for every ophthalmic office. office...

OFFICE MANAGEMENT 101

Assistance For Every Ophthalmic Office

OF F I C E M A N A G E M E N T I N DE X

Index Page 1

Office Leadership page 2

Management Checklist page 7

Customer Service Feedback page 18

Master Staff Development Plan page 20

Staff Development Process page 25

Performance Feedback Samples page 26

Mystery Patient Sample page 29

Position/Job Description Samples page 30

Staff Quiz page 36

Staff Report Card Sample page 37

Training Record Sample page 39

Staff Orientation Sample page 43

OF F I C E L EA D E RS H I P R EQ UI RE M E NT S

The Company (purpose and name included)

The Targeted Market

Location

Business Plan

Operations

- Vision- SMART Goals (must be: Specific Measurable Action-oriented Realistic Time-limited)

o Objectives (clearly define the objectives) What must be improved How will improvement be measured

o Plan What must be done Who is going to do it How will it be tracked

o Execution (is the plan being followed)o Monitor and Control

Are we on target? Yes continue/no make changes When objective is met close the objective

Management and Personnel

- Record Keeping…software- Lesson plans (what needs to be trained, when it needs to be trained)- Create a brochure…what do you want to do- How much did it cost you to train (receptionist, assistant, manager)- Job descriptions (given out at the interview)…resume’s of key personnel on file- Create a policy manual or Employee Handbook and have signed day one- Feedback required on all employees quarterly (must be measureable, be specific)… this will prevent

wrongful termination law suit. Know your state rules for terminating employees- Create sustainable performance standards (Performance, Evaluation, Feedback, Review) - Benefits and salaries - Develop a pathway to success for employees…plan for change and growth…retention key!- Treat the staff as a part of the strategic plan- Advance Technology Training- Problem Solving

o Define the problemo Analyze potential causeso Identify possible solutions (brainstorm=everything counts)o Select best possible solutionso Develop an action plan (who, when, what, how)o Action Implementation o Progress Evaluation Reviews

o Problem Resolution

Financial Planning

- 1 year, 3 year, 5 year projections

Marketing

- Return on investment (ROI)

Pricing

- How did you determine pricing and projected increases

SWOT Analysis

- Strengths (internal)- Weakness (internal)- Opportunities (external)- Threats (external)…need to have a plan to mitigate the risk

Consider (liabilities, taxes, controls)

Company Structure

- Assets- Liabilities- Expenses

ResourcesBudgetEquipment

Day-to-Day OperationsPatient CarePatient ReferralsPatient TrackingPatient Complaints

Personnel

Manpower RequirementsRecruitmentInterviewingHiringJob DescriptionsRolesResponsibilitiesExpectations

Personnel Management Areas

Services Operating hours Manpower

o Training/educationo Availability

o Appointments Front desk operations

o Staff communications Patient schedule load

o Patient flowo Patient accounting

Specialties required Equipment custodian

o Ask if all equipment is availableo If something is down, get an estimated completion date

Office safetyo Patient safetyo Staff safety (OSHA)

Record keeping Insurance, billing and filing Financial Accounting Confidentiality (HIPAA) Telephone skills Emergency procedures

o Staff trainingo Emergency phone numbers

Office maintenance Office security Productivity tracking Community involvement Staff appearance

Staff DevelopmentPerformance FeedbackPersonal activities during work hours

TrainingRequirementsSupervisionFormal TrainingTasking

Tracking Introduction to Optometry Optics and the Human Eye Ophthalmic Optics Spectacle procedures Ocular Anatomy and Physiology Ocular Disorders Practicum Ophthalmic Specialty Testing Practice Management

Safety Procedures

OSHAInfection Control

Patient Privacy

HIPAAAnnual Training and documentationStaff ResponsibilitiesRecords Documentation

Emergency Procedures

Computer usage

Management Checklist

Subject Verified Subject Verified

Leadership charted (not optional) organizational chart (who is in responsible)

Vision: Where is this practice/office heading?

Staff development program. Standards/Rules are made to be enforced

Goals : S.M.A.R.T. How are we going to get there? What are the expected outcomes

Training is a cornerstone for continued success (outlined learning expectations)

Develop a staff development plan (must consider vision and goals/progressive)

Recruitment/Hiring the right staff…off/intro

Office Manual (staff accountability guidance)

Staff are hired to support the vision (review interview and hiring practices) Face Book check

Resource Assessment How much will we invest in this effort?

Staff cooperation is a catalyst for success

ORM and Continuous Improvement Plan

Personality Assessments (personnel problems slow process)

Recognition and rewards (quarterly award)

Pre-established criteria ($50, $100, etc.) Annual Bonus Program (carrot program)

Regular (quarterly or more frequent if crisis) appraisals/feedback (not optional)

Annual review of vision, goals, and appraisals

Crisis management techniques Staff Communication Tools

Manpower Assessment Optional Programs

Office Policy Manual (critical item)

RESOURCE MANAGEMENT

DAT E I NSP EC TE D :

INSPECTOR:

REFERENCE: Medical Logistic

POC/PHONE: (enter your local clinic’s POC & duty phone)

1. RESOURCE MANAGEMENT YES NO N/A

a.

b.

c.

d.

e.

Comments/corrective Actions Planned/Taken:

2. COST CENTER MANAGER YES NO N/A

a. Property custodian appointed in writing by individual squadron commanders for each using activity Responsibility Center/Cost Center (RC/CC)

b. Copies of appointment letters maintained by custodian

c. Establish and monitor the section’s annual budget

d. Assign duty to authorized successor when a property custodian is relieved from duty, transferred, separated from service, or absent from the account for a period of more than 45 days.


3. MEDICAL EQUIPMENT MANAGER YES NO N/A

a. Ensuring the accountability of equipment assigned to by inventory

b. The initial equipment inventory accomplished prior to accepting responsibility for the account.

c. Report maintenance action required to MEMO

d. Request new equipment with 13 Point justification and sole source if needed


4. SUPPLY CUSTODIAN YES NO N/A

a. Orders supplies medical/non medical for the section through DMLSS

b. Reports change in supply demand to cost center manager

c. Signs for delivery of supplies form Logistics

RESOURCE MANAGEMENT


INSPECTOR:

REFERENCE:


1. RESOURCE MANAGEMENT YES NO N/A

a. Rules

b.

c.

d.

e.

f.


2. COST CENTER BUDGET MANAGER YES NO N/A

a. Property custodian appointed in writing by individual squadron commanders for each using activity Responsibility Center/Cost Center (RC/CC)

b. Copies of appointment letters maintained by custodian

c. Establish and monitor the section’s annual budget

d. Assign duty to authorized successor when a property custodian is relieved from duty, transferred, separated from service, or absent from the account for a period of more than 45 days.


3. EQUIPMENT MANAGER YES NO N/A

a. Ensuring the accountability of equipment assigned to by inventory

b. The initial equipment inventory accomplished prior to accepting responsibility for the account.

c. Report maintenance action required

d. Request new equipment


4. SUPPLY CUSTODIAN YES NO N/A

a. Orders supplies medical/non medical for the section through appropriate source

b. Reports change in supply demand to cost center manager

c. Signs for delivery of supplies form Logistics

TRAINING RECORDS


INSPECTOR:

REFERENCE:


1. TRAINING RECORDS YES NO N/A

a. RSVP

b. OJT

c.

d.

e.

f.


2. SEMI ANNUAL TRAINING YES NO N/A

a. Contact Lens Program

b. Ocular Emergencies Policy and Procedure

c.

d.

e.

f.


CERTIFICATION

1. Certification Records YES NO N/A

a. American Board of Opticians http://www.abo-ncle.org/

b. AOA – Paraoptometric Certification www.aoa.org

c. Education Criteria for AOA-PS Credit www.aoa.org

d. AOA Point of Contact- Darlene Byrd, Administrator

e. JCAHPO http://www.jcahpo.org/


http://www.jcahpo.org/

http://www.aoa.org/

http://www.aoa.org/

http://www.abo-ncle.org/

TRAINING RECORDS


INSPECTOR:

REFERENCE:


1. Training 4 Part Folder YES NO N/A

a. Primary Task

b. OJT

c.

d.

e.

f.


2. SEMI ANNUAL TRAINING YES NO N/A

a. Laser Injuries, CRS, Contact Lens Program

b. Ocular Emergencies Policy and Procedures

c.

d.

e.

f.


INFECTION CONTROL

DA TE I NSPEC TED :

INSPECTOR:

REFERENCE:


1. HANDWASHING

YES NO N/A

a. Sinks and faucets are working or date of work order to repair posted.

b. Liquid soap dispensers and paper towels dispensers are located at each sink.

c. An alternative hand cleanser is readily available in “no sink” areas or for use during water outages (e.g. Alcare, alcohol-based hand sanitizer).

d. Personnel wash hands before and after patient contact. Personnel remove gloves after completing task (not walking around with gloves on).

e. A paper towel is used to turn off hand-operated faucets.

f. Are hand lotions/creams used as personal use only? No community lotions used?

g. Can staff properly discuss proper hand washing procedures? (Staff MUST able to state: adjust warm water and wet hands, apply soap, and rub hands together for about 15 seconds on all hand surfaces & between fingers, rinse hands well. Dry hands with a clean paper towel. Turn off water with used paper before throwing it away.)


2. STANDARD PRECAUTIONS YES NO N/A

a. Do staff members know about personal protective equipment (PPE)? Able to locate/show PPE for unit?

b. Can staff briefly define Standard Precautions?

c. Required PPE is readily available (gloves, gowns, face shields, masks, and goggles as indicated by task).

d. Reception area has stock of masks & facial tissues to offer coughing / sneezing customers/staff

e. Each patient room has small, medium & large latex free exam gloves.

f. Does everyone know that eating, drinking, applying cosmetics and contact lens care is prohibited in patient care areas?

g. Does staff know the type of Isolation precautions used at this MTF and how to apply them (Transmission based: airborne, droplet, and contact)?

h. Is Hand-washing instructions flier over every sink area?


3. AREA SPECIFIC CLEANING (not done by housekeeping contract) YES NO N/A

a. All horizontal surfaces such as countertops and exam tables are cleaned daily when soiled. Office areas are cleaned weekly.

b. Staff break rooms kept clean and all food preparation items (microwave, refrigerator, toaster, coffee maker) are cleaned and wiped down daily.

c. All chemicals are listed on the MSDS. All chemicals expiration dates intact.

d. Exam chairs look clean and without tears or holes in the vinyl.

e. The work area /entire unit looks clean: computers & shelves free of excessive dust, counter tops/work areas free of excessive clutter.


4. REFRIGERATORS YES NO N/A

a. Each refrigerator has a thermometer. Temperature is checked and recorded daily (AF 638).

b. Temperatures are maintained at appropriate levels: Nutritional (34-42F) Medication (36-46F)

c. Separate refrigerators are used for medications, food and specimens.

d. Cleaning/defrosting of refrigerators is performed and documented.


5. MEDICATIONS YES NO N/A

a. Multi-dose vials are dated and initialed when opened and discarded per manufacturer’s instructions or after 28 days.

b. All stock drugs are checked monthly for expiration dates and documented.

c. No expired drugs are found on random sampling.

d. Are medication counters and cabinets clean, free of food, and contaminated items?

e. Are medication shelves/bins cleaned weekly with an ICC approved disinfectant


6. STORAGE/ SUPPLIES

a. Sterile supplies are stored separately from nonsterile supplies in closed or covered cabinet free of dust and vermin.

b. Is the door closed to the supply room?

c. When sterile and nonsterile supplies are stored together due to shortage of space, sterile items are above nonsterile; liquids are below paper items.

d. Sterile supplies are stored at least 6-8 inches above the ground, 18-20 inches below the ceiling and 6 inches from an outside wall.

e. Re-supplied from right to left and back to front (first in first out), checked weekly for package integrity and inspection is documented.

f. Storage shelves are cleaned at least weekly (daily use area)/ monthly (main supply area) with an approved detergent/disinfectant and documented.

g. No items are stored under sinks.

h. Warehouse boxes are not used for supply storage; boxes emptied outside of clean supply room – not brought into clean area. (Warehouse shipping boxes removed from the clean area).


7. CLEANING RESTROOMS YES NO N/A

a. Each restroom has a plan for cleaning and resupply. A checked is performed and recorded daily.

CONTINUING EDUCATION OPPORTUNITIES


INSPECTOR:

REFERENCE: Local Policy for CE Requests


1. Continuing Education Opportunities YES NO N/A

a. Are you familiar with TDY conferences available for ophthalmic techs?

b. American Optometric Association (AOA) annual conference * June/various locations www.aoa.org

c. Southeastern Conference of Optometry (SECO) annual conference * February/Atlanta, GA www.secointernational.com

d. Armed Forces Optometric Society (AFOS) annual conference * February/Atlanta, GA (in conjunction with SECO) www.afos2020.org

e. Refractive Surgery Training

f. Humanitarian

g. Tri-Service Vision Conservation

*Each of these conferences offer continuing education credits to maintain certification

2. BUDGET YES NO N/A

a. Has your clinic budgeted for any TDY’s? (If not, put on calendar to include in next year’s budget)

3. ADDITIONAL DUTY TDY’s YES NO N/A

a. Have you checked with your MDG Education and Training office for TDY’s that may be available for other types of training (i.e. In-Place Patient Decontamination team training)


http://www.afos2020.org/

http://www.secointernational.com/

http://www.aoa.org/

CORNEAL REFRACTIVE SURGERY


INSPECTOR:

REFERENCE:

POC/PHONE: (enter your local clinic’s POC & phone)

1. CORNEAL REFRACTIVE SURGERY YES NO N/A

a. Are the following guidelines available to all personnel in the unit:

- Current Program policy letter

- Quarterly newsletters

- Follow up task list

- RS Guidelines and Forms

b. Effective tracking method in place to detect patients due for post-ops

c. Are all patients placed tracked upon return from surgery?


SERVICE CUSTOMER SERVICE BASICSFEEDBACK FORM

(ATTACHMENT TO PERFORMANCE FEEDBACK WORKSHEET)

Customer Service Basics Poo

r

Bel

ow A

vera

ge

Ave

rage

Abo

ve A

vera

ge

Exc

elle

nt

COMMENTS

I

Continually Improve my job knowledge & performance, & daily apply lessons learned.

M

Be a positive role model/Mentor for exceptional customer service.

P

Take Pride in myself & work area.

R

Cheerfully acknowledge all customers & treat them with Respect, honesty, & compassion.

E

Escort, rather than point, when helping others find their way.

S

Speak with a Smile & always address others by name & title.

S

Do everything possible to provide hassle-free, one-stop Service.

I

Be assertively friendly, taking the Initiative to help when someone is confused or upset.

O

Own a customer’s concern until it is satisfactorily addressed.

N

Seek to understand my customers’ Needs; &, through teamwork, pursue creative ways to exceed expectations.

CUSTOMER SATISFACTION PRIORITIES (General Comments)

Put Customers First

Empower Staff

Eliminate Barriers (Crazy-makers)

Reinforce Basics

OPTOMETRY TECHNICIANMASTER STAFF DEVELOPMENT PLAN

CPO CPOA CPOT ABO COA COT COMT NCLE*Purpose: This document outlines the mentoring process from CPO to the CPOT skill level.

Sources: 1) Education and Training PlanStaff Development Course BookletOphthalmic Assistance, 6th Edition

Written by: Lynn E. Lawrence, CPOT, ABOCContributors: Billie Taylor, CPOT, Cheryl, CPOT

COMPETENCY FOLDERSRecords for those in CPC’s program must be annotated bi-weekly

Start at a point agreed upon by the officeSubject Score Date Started Date Ended

1. Practice Management

2. Anatomy

3. Refractive Status

4. The Ophthalmic Prescription

5. Ophthalmic Lenses

6. Neutralization and Verification

7. Ophthalmic Dispensing

8. Pre-testing/Screening

9. Specialty Testing

10. Visual Fields

11. Contact Lens

12. Low Vision

13. Binocular Vision

14. Sports Vision

15. Ocular Emergencies

16. Refractive Surgery

17. HIPAA

18. Ophthalmic Insurance Coding

19. Ocular Pharmacology

20. Ocular Conditions

ORIENTATION OF NEW PERSONNEL

a. Record supervisor/trainee initial interview. This is a critical aspect of employment, be specific!b. Mentor should ensure employee is oriented within 2 days of assignment.c. Supervisor will use an orientation checklist to ensure personnel are familiar with your office.d. Retain a copy of the employee interview, tie your training into conditions of employment, and success to

career advances.

ADMINISTRATION OF THE STAFF DEVELOPMENT COURSE

a. Employees should receive all documentation before setting a start date, begin at a point agreed upon. Document dates for mentoring plan. Rarely will motivated people except failure in any form and will invest in their own success. They will learn faster if the goal has a benefit in it.

b. After completing each volume, the supervisor will issue unit test. Please remember to ask if there are any areas particularly difficult for your employee to understand.

c. After completing the test, review each missed question and ensure the employees understands reasons for mistake, if any.

d. After completing all sections, the trainer or supervisor should contact the AOA Commission on Paraoptometric Certification for scheduling the test. Candidates should be made aware of the fact that they must score overall 70 in order to pass and should study with diligence. Each level is increasingly more difficult. Have your office staff create more questions, buy lunch for superior performers, give an incentive for superior performance, then publicly praise their work.

DISPOSITION OF POOR PERFORMERS

a. Poor performance on the course of instruction, i.e. failure to complete questions, should be dealt with immediately. Counsel the employee and document the session in the performance folder.

b. Employees who score poorly on section test should be counseled on good study habits and the outcome of failure to comply with standards.

c. End of Course failures result in the trainee being disallowed testing due to refusal of the Optometrist to sign letter of completion. This is the oversight required to ensure the integrity of the program. There must be consequences for poor performance, and you should tie this to pay raises or paid time off.

* Documentation is the key to any On-the-Job Training program!

Technician Prep Task List

Employee___________________ Date entered training___________

Trainer_____________________ Score _______________________

Staff Development Documentation

PERFORMANCE EVALUATIONStartDate

StopDate

Remarks

1. Eyecare Specialists and Ancillary PersonnelA. OptometristB. OphthalmologistC. ParaoptometricD. Ophthalmic Medical PersonnelE. OpticianPractice ManagementA. Telephone techniquesB. AppointmentsC. Record filing systemsD. RecallsE. Fee presentationF. CollectionsG. Third party paymentsH. HIPAAI. Medical Coding3. Anatomy of the EyeA. Definitions of anatomical parts- Extenal Structures- Internal Structures- Extrinsic Muscles- Nerves- Layers of the eye- Land marksB. Functions4. Pre-Screening ExaminationA. Case history…all points, tie into insuranceB. Visual acuity…all methodsC. KeratometryD. RetinoscopyE. Objection vs Subjective refractionF. OphthalmoscopyG. Binocular visionH. TonometryI. Visual fieldsJ. BiomicroscopyK. Fundus photographyL. Tomography5. Refractive Status of the EyeA. EmmetropiaB. MyopiaC. HyperopiaD. AstigmatismE. PresbyopiaF. AccommodationG. Visual AcuityH. AmmetropiaI. AmblyopiaThe Ophthalmic PrescriptionA. Components of a lens prescriptionB. Add PowerC. PrismD. OpticsE. Frame PD7. The Ophthalmic LensA. Frame anatomyB. Sizes and measurementsC. MaterialsD. Basics of frame selectionE. PD/Seg HeightF. Ordering

8. Ophthalmic DispensingA. Frame anatomyB. Sizes and measurementsC. MaterialsD. Basics of frame selectionE. PD/Seg HeightF. OrderingG. Basic adjustments9. Contact LensA. Soft B. RigidC. Care and handlingD. Patient educationE. ParametersF. Base curve radiusG. Lens powerH. Overall diameterI. Optical zone diameterJ. Peripheral curvesK. Edge and center thicknessL. Fitting requirementsM. Types of Contact…cosmetics, medically indicated10. Common Eye Disorders/ConditionsA. Conjunctivitis B. BlepharitisC. DiabetesD. Macula DegenerationE. GlaucomaF. IritisG. UveitisH. Giant Papillary Conjunctivitis11. Refractive Surgery’s A. Types of surgery B. Surgery requirements12. TerminologyA. PrefixesB. SuffixesC. Root words13. Ocular Pharmacology

14. Ocular Conditions

15. Ocular Emergencies

16. Low Vision

17. Sports Vision

18. Visual Field Testing

19. Binocular Vision

20. HIPAA

21. Medical Coding

22. Medical Insurance

THE STAFF DEVELOPMENT PROCESS

EMPLOYEE

ARRIVES

A thorough interview is provided… see the attachment

Training will be based onclinic needs and CPO guidelines

Documentation beginson the first day

Explain student responsibilities

The first thirty days focus ontechnician’s training needs in:

Pre-screeningEquipmentDispensing

Front Desk OperationsContact Lens

Appointment SystemPatient Check-in

Opening/Closing ProceduresOcular Conditions

Emergency ProcessThird Party Insurance

HIPAAInsurance

Billing/Coding

Performance Feedback Sample

1. PERFORMANCE OF ASSIGNED DUTIES

DAY 1

- Competency Folder- Orientation Complete- Assign Employee a

Trainer/Supervisor- Training on basic tasks should begin

(basic task see list)

WITHIN 4 WEEKS

- Complete training on all basic task - Certified all basic tasks identified- Advanced tasks opened for training- Complete opening on basic task list

WITHIN 6 WEEKS

- Trainee independent on basic tasks- Complete basic task go/no go section

on basic task list- Monitor advanced task list

WITHN 10 WEEKS

- All task should be opened- Student should be ready for

independent work in office- Review training records for

completion

WITHIN 12 WEEKS

- Upgrade training records- Independent in all duties- Ready for more responsibility

WITHIN 3 MONTHS

- Performs duty without assistance

- Training others in basic training plan tasks

WITHIN 4 MONTHS

- Review all training - Review with student pros

and cons about performance

- After reviewing complete application for testing

OVER THE NEXT 8 WEEKS

- Continued tasks evaluations- Complete Advanced task list- Monitor independent task

accomplishment

- Quality of work: Would you claim ownership of their work? Do they cut corners or do they take the extra time to do it right? Is the customer given a quality product that represents your unit well? Do they give it their best effort possible?

- Quantity of work: Do they give you a full days work? Will they come back for additional work or do they ‘milk’ a task as long as they can?

- - Timeliness of Work: Do they meet suspenses? Do you have to continually remind them of pending issues? Do they follow up?

2. KNOWLEDGE OF PRIMARY DUTIES- Technical Expertise: Do they know their job? Do they want to know all aspects of their sections

responsibility? Do they claim ownership of their areas of responsibility or do you have to ‘”do their job” for them? Do they negatively or positively impact others in their ability to complete their portion of the job?

- Knowledge of Related Areas: Do they understand how you section/unit works? Do they have the knowledge you need to have about all facets of your work area?

- Applies Knowledge to Duties: Can they translate knowledge of their job and successfully complete most tasks?

3. COMPLIANCE WITH STANDARDS- Do they look professional in their uniform?- Fitness: Are they taking care of themselves physically, are they routinely ill?- Customs and Courtesies: Do they answer the phone correctly (identify themselves and the office)? Do they

acknowledge personnel when they walk in your section? Stand for superiors? Ask if they can help? Do they pass on messages?

4. CONDUCT/BEHAVIOR ON/OFF DUTY- Responsibility: Are they bringing their personal business on the job?- Support for Organizational Activities: Are they active in any squadron activities (Booster Club, sports etc.)?

—List them so you know what they are.- Respect for authority: Do they show proper respect? Do they address their superiors appropriately? Do

they complain and/ or whine about tasks given?- Maintenance of Facilities: Are they keeping the work place safe by proper housekeeping when needed?

5. SUPERVISION/LEADERSHIP- Sets and Enforces Standards: Do they comply with dress and appearance standards? Do they correct others

who are not within standards?- Initiative: How do they use their “idle time”? Do they have to be told that they section needs

cleaning/straightened/stocked? Do they come up with any ideas to help the shop/section/flight be more efficient? Do they do anything other than what is asked?

- Self Confidence: Are they sure of themselves? (Job, abilities)- Provides Guidance/Feedback: Do they help instruct or share knowledge with other coworkers? Do they

offer feedback on ways/possibilities of doing a job or do the “critique” decisions after the fact?- Fosters Teamwork: Are they easy to work with or do you dread taking them an issue to work? Do they

have a positive attitude? Are they a complainer? Do other section personnel enjoy working with them?

6. INDIVIDUAL TRAINING REQUIREMENTS- Upgrade Training Are they completing their training on or ahead of schedule without continual supervision

and prodding? Do they know what their training requirements are and do they desire to learn as much as they can, as soon as they can?

- Professional Education: Are anxious to attend their next level of certification or do they avoid it?- Proficiency/Qualification: Do they ensure qualification requirements are current or do they let them expire

and slip through the cracks? Do new arrivals want to learn their new job? Do they quickly get in and get involved learning key functions etc.?

7. COMMUNICATION SKILLS- Verbal: Can they communicate a need? Can they “explain” a situation with clarity?

- Written: Do they submit quality evaluations/reports or do they just “throw something together”? Do they provide a quality-finished product? Is their language acceptable?

8. ADDITIONAL FACTORS- Values: Demonstrate Integrity: Do they so what’s right even when no one is looking? Can they be trusted?

Do they tell the truth? Do they cut corners? Do they pencil whip? Service to Others Before Self: Do they try to avoid work? Do they put in extra hours when needed without complaining? Are they willing to go to the extreme or do they try to get out of assignments?

9. STRIVE FOR EXCELLENCE IN ALL THEY DO: Do they do the best job possible? Are they committed to dong it right? Do they pass the buck or not accept responsibility?Education: If they’re finished their standard training requirements, are they trying to improve themselves? (education/away from the office) Are they involved in any professional organizations?

PERFORMANCE FEEDBACK WORKSHEET

I. PERSONAL INFORMATION

NAME Position Section

II. TYPES OF FEEDBACK INITIAL MIDTERM FOLLOW-UP RATEE REQUESTED

RATER DIRECTED

III. PERFORMANCE FEEDBACK Needs significant improvement

Needs little or no improvement MEMORY JOGGERS

1. PERFORMANCE OF ASSIGNED DUTIES

QUALITY OF WORK

Do you claim ownership of your work? Do you cut corners or do you take the extra time to do it right? Is the customer given a quality product that represents the squadron well? Do you clean your job site up? Do you inform the requestor that the job is complete? Do you give it your best effort possible?

Quantity of Work Do you give a full days work? Do you ask for additional work or do you “milk” a task as long as you can?

TIMELINESS OF WORK

Do you meet suspenses? Does your supervisor have to continually remind you of pending issues? Do you follow up? Do you keep your supervisor abreast of job progression/status?

2. KNOWLEDGE OF PRIMARY DUTIES

TECHNICAL EXPERTISE

Do you know your job? Do you want to know all aspects of your section’s responsibility? Do you claim ownership of your area or responsibility or does someone else have to “do your job” for you? Do you negatively or positively impact other sections or workers in their ability to complete their portion of the job?

KNOWLEDGE OF RELATED AREAS

Do you understand how your squadron works? Do you have the knowledge you need to have about how other sections in the squadron work?

Applies Knowledge to Duties Can you translate mental knowledge of your job and successfully complete most tasks?

3. COMPLIANCE WITH STANDARDS

Weight Are you within standards, do you look good in your uniform?

Fitness Are you taking care of yourselves physically?

Customs and Courtesies Do you answer the phone correctly (Identify yourself and the section) Do you acknowledge personnel when they walk in your section, I.E., ask if you can help? Do you pass on relay messages?

4. CONDUCT/BEHAVIOR ON/OFF DUTY

FINANCIAL RESPONSIBILITYAre you bill collectors calling you at the office?

Support for Organizational Activities Are you active in any professional organizations, planning committees, sports, etc. –Ask your supervisor to list them so you both know what they are.

Respect For Authority Do you show proper respect? Do you call doctors by their first name? Do you complain and/or mouth-off about tasks given?

Maintenance of office/facilities Are you taking care of our office? Are you keeping the work place safe by proper housekeeping?

5. SUPERVISION/LEADERSHIP

SETS AND ENFORCES STANDARDSDo you comply with uniform requirements?

Initiative How do you use your “idle” time…do you have to be told that the office needs cleaning, tool/supply room straightened, etc.? Do you come up with any idea’s to help the office be more efficient? Do you do anything other than what you’re asked to do?

Self Confidence Are you sure of yourself in relation to your job, abilities, the office?

Provides Guidance/FeedbackDo you help instruct and share knowledge with the other troops? Do you offer feedback on ways or possibilities of doing a job, or do you “critique” decisions after the fact?

Fosters Teamwork Are you easy to work with, or does your supervisor dread giving you an issue to work? Do you have a positive attitude? Are you a complainer? Do the other section personnel enjoy working with you?

6. INDIVIDUAL TRAINING REQUIREMENTS

Upgrade (OJT/CDC) Are you completing your training without continual supervision and prodding? Do you know what your training requirements are and do you desire to learn as much as you can, as soon as you can?

Professional Education

Proficiency/Qualification Do you want to learn the job? Do you quickly get in and get involved learning key facilities, critical systems, etc. Do you ensure qualification requirements are current or do you let them expire and/or slip through the cracks?

Contingency/Mobility/Other Are your personal affairs in order? Do you have multiple personal calls coming in to the office everyday?

7. COMMUNICATION SKILLS

VERBAL

Can you communicate a “need”, can you explain a given situation with clarity?

Written Do you submit quality written material, or do you just throw something together? Do you provide a quality finished product?

8. ADDITIONAL FACTORS (e.g., Safety, Security, Human Relations

Integrity Can you be trusted, do you tell the truth, do you cut corners, do you “pencil whip” stuff?

Service before Self Do you try to avoid working, O.T. when needed, or do you try to get out of assignments?

Excellence in all they do Do you do the best job possible, are you committed to doing it right, or do you pass the buck or not accept responsibility?

Education If you’re finished with your upgrade training, are you trying to improve yourself; are you involved in any professional organizations, etc?

MYSTERY PATIENT VISIT

This tool is a TEAM BUILDING exercise to identify areas of strengths and weaknesses. Routine use of this tool will assist in identifying process and people that made need more attention. This exercise will also give a professional office and staff the confidence they deserve and to quickly identify areas of concern before they become problems.

Question Yes No Remarks1. Did the office have a professional appearance2. Were you greeted3. Was the staff professional4. How long did it take for the staff to acknowledge you?

N/A N/A Time in minutes ___________

5. Did you feel welcomed6. How long did it take for you to be seen for your appointment7. Were you addressed appropriately8. Did the staff represent the practice well9. Describe your encounter with the doctor

N/A N/A Remarks required:

10. Were your needs met11. Were your questions answered12. Did you feel the experience was complete13. Was the staff competent14. Was there a “WOW Factor” in your visit? Will you come back

What was the “WOW Factor”

15. Did the staff make a good impression16. Was the staff concerned17. Did you feel your time was important18. Was the office clean and orderly19. Was there anything that caused you any concerns

Please be specific:

20. Would you recommend this office to a friend

Why or Why not:

Sample Position Description

OPTOMETRY TECHNICIAN POSITION

The primary purpose of this position is: To provide medical technician support to optometrist or ophthalmologist performing eye care for all eligible beneficiaries according to governing policies, procedures, and instructions.

The organizational location of this position is:

__________________________________________________________________________________________________

VISION GOALS OR OBJECTIVES:

The organizational goals or objectives of this position are: To provide the highest standard of optometric care with first class customer service and to meet the optometric needs of all eligible beneficiaries

__________________________________________________________________________________________________

DUTY 1: Critical

Performs advanced ophthalmic clinic duties. Processes, orders, and receives eyewear prescriptions using computer or manual devices for spectacles, contact lens program, and other medically indicated optical devices. Performs all screening tests, diagnostic tests, visual fields, corneal topography, and A/B scans unsupervised. Takes ocular photos (external and internal) as directed by optometrist or ophthalmologists. Instills ocular diagnostic agents and medicines as directed by an optometrist or ophthalmologist. Counsels patients on ophthalmic protocols for special programs such as those for diabetic and hypertensive patients. Performs and documents color vision testing as directed. Instructs patients on insertion/removal of contact lenses and wear and care of spectacles, contact lenses, and other optical products. Conducts triage and emergency care procedures in accordance with office protocol and policies. Performs eye patching/other duties for injuries as directed by an optometrist or ophthalmologist. Discards infectious waste in accordance with and infection control policies. Performs user maintenance on clinic equipment as recommended by manufacturer/warranty.

STANDARDS:

A. Routinely includes all necessary information on exam, spectacle, and contact lens prescriptions and places orders accurately.

B. Routinely performs screening and diagnostic tests accurately and efficiently document in patient records.

C. Always presents verbal and written information in such a manner that most patients grasp it relatively easily, to include teaching the majority of patients to insert/remove/care for soft contact lenses in less than 45 minutes.

____________________________________________________________________________________________

DUTY 2: Critical

Performs basic ophthalmic clinic duties. Supports care provided by ophthalmologists and optometrists in determining refractive error and diagnosing and treating ocular diseases, disorders, and injuries in an outpatient clinic setting. Receives incoming patients at front desk and executes reception desk duties according to standard operating procedures. Performs and documents patient history evaluation and determines proper screening protocol based upon local standard operating procedures. Performs and documents visual screening tests including, but not limited to, entry visual acuities and intraocular pressure and assists in a wide range of ophthalmic patient treatment. Neutralizes lenses using automated/manual lensometer. Schedules follow-up appointments for specialty testing. Reviews patient medical record for previous exams and other pertinent data for provider’s reference during current exam. Documents test results in outpatient medical records in compliance with established protocols. Adjusts and repairs military spectacles. Solves fitting problems with flight optical equipment. Verifies eyewear is made according to ANSI standards. Organizes, prepares, and reestablishes patient treatment rooms between patients and to maintain ophthalmic medications in a ready state in multiple treatment areas. Performs other optometry clinic activities as directed by supervisor.

STANDARDS:

A. Routinely performs reception and appointment duties promptly and effectively.

B. Typically executes visual screening while establishing positive patient interaction to obtain accurate test results and completes required documentation in an effective manner.

C. With few exceptions, effectively adapts eyewear to meet patient and mission needs.

STANDARDS:

DUTY 3: 20% Critical

Performs clinic administration duties. Performs patient accounting procedures using manual and automated systems to meet local requirements. Orders clinic supplies. Performs duties in support of special studies and coordinates with other medical offices as directed by supervisor to meet needs of clinic and patient. Updates tracking programs to allow management to evaluate processes. May attend meetings as clinic representative. Coordinates referrals to other local clinics. Coordinates release of medical information within HIPAA guidelines as required locally. Maintains clinic environment in a professional and clean and professional manner. Documents hours worked as directed locally. Answers telephone calls and directs callers to proper areas to meet their needs. Collects data for special studies performed by supervisor and eye care professionals. Prepares outpatient records and clinic for normal day-to-day operations as directed. Maintains outpatient records in compliance with established written guidelines. Participates in and accomplishes ophthalmic training required to maintain proficiency as an ophthalmic assistant in the military environment.

STANDARDS:

A. In most cases, completes daily patient accounting with few or no errors.

B. Routinely does not exceed budget expenses established by supervisor when ordering clinic supplies.

C. Typically documents clinic International Classification of Diseases, 9th Revision (ICD 9) coding accurately.

STANDARDS:

RECRUITMENT KNOWLEDGES, SKILLS, AND ABILITIES (KSA):

1. Knowledge of optical devices available in the ophthalmic industry and their use in meeting patients’ vision needs.

2. Knowledge of various ophthalmic principles, practices, and procedures.

3. Knowledge of routine ocular pharmacology, sterilization methods to clean clinic instruments, and ocular emergency protocol, and an elementary understanding of basic anatomy and physiology of the visual system.

4. Skill, acquired through considerable training and experience, in the operation and adjustment of various ophthalmic equipment to perform numerous standardized tests to include routine diagnostic testing equipment and other automated testing devices; as well as skill in computing ophthalmic formulas; using computer programs (Word, Excel, PowerPoint, optical ordering software); and documenting patient medical records.

5. Skill in adjusting and repairing optical products.

6. Ability to perform optical screenings and diagnostic tests (corneal topography, A/B scans, ocular photos, color vision test, etc.) and provide verbal and written guidance to patients on proper wear and care of spectacles, contact lenses, and other optical products as well as on medications, treatment options, and reinforcement of provider’s treatment.

7. Must be able to work on a team and have interpersonal skills that enhance teamwork. __________________________________________________________________________________________________

CLASSIFICATION CRITERIA:

Factor 1, Knowledge Required By The Position

- Knowledge of various ophthalmic principles, practices, and procedures. - Knowledge of methods, materials, and equipment used in ophthalmic outpatient clinic. - Knowledge of routine ocular pharmacology, sterilization methods to clean clinic instruments, and ocular emergency

protocols. - Understanding of diseases of the eye, ocular disorders, and conditions which can affect the eye (such as

glaucoma, visual disturbances, and diabetes) sufficient to impress upon patients the necessity to continue proper health care.

- Elementary understanding of the anatomy and physiology of the visual system.

- Knowledge of ICD 9 coding for optometry.- Skill, acquired through considerable training and experience, in the operation and adjustment of various ophthalmic

equipment to perform numerous standardized tests to include routine diagnostic testing equipment and other automated testing devices.

- Skill in computing ophthalmic formulas; using computer programs (Word, Excel, PowerPoint, optical ordering software); and documenting patient medical records.

- Skill in adjusting and repairing optical products for daily and military mission accomplishment.- Ability to position patients for examination or treatment in usual alternate positions for patients with

common disabilities. - Ability to communicate effectively, both orally and in writing, to include providing guidance to patients on proper

wear and care of spectacles, contact lenses, and other optical products as well as on medications, treatment options, and reinforcement of provider’s treatment plan to obtain satisfactory clinical outcomes.

- Ability to implement, meet, and carry out standards of care, standards of education, and regulatory standards from a variety of organizations such as American Optometric Association, and Joint Commission on Accreditation of Healthcare Organizations.

Factor 2, Supervisory Controls

Performs duties assigned by supervisor/optometrist/ophthalmologist. Complies with productivity requirements established by supervision. The employee plans and carries out patient care independently in accordance with patient care/standard operating procedures and instructions from the supervisor/optometrist/ophthalmologist to prepare the patient for the care or complete the care directed. Uses judgment and initiative to include selecting appropriate instruments and methods. Supervisor is available to help with unusual situations which have no precedents. Completed work is checked for results achieved, conformance to policy, and overall adequacy.

Factor 3, Guidelines

Understands instructions, practices and procedures are available, as are reference manuals, professional literature, and section standard operating procedures. The technician must use judgment in selecting the most appropriate guidelines based on the patient’s condition to obtain satisfactory results; making minor deviations to adapt guidelines in specific cases (e.g., manipulating or changing instruments to meet requirements of tests), and which of several established alternatives to use to check and correct a problem. Situations to which guidelines don’t apply or significant proposed deviations are referred to the supervisor. The technician must stay abreast of the latest standards of care pertinent to military ophthalmic programs.

Factor 4, Complexity

The work entails a full range of standardized optometric support including patient reception; answering the telephone; executing screening and advanced tests; and ordering, tracking, dispensing, and adjusting military eyewear. Also requires counseling patients on special programs (Contact Lens Program, and LASIK). All age groups and vision conditions are represented in the patient population: vision care ranges from healthy people needing new glasses to persons with multiple diseases impacting vision capability to the point of total blindness (non-light perception). Also, trauma victims will be encountered to determine the trauma’s impact on the patient’s visual system and treatment provided to heal/lessen the impact on vision. The technician must make decisions involving various choices that require the recognition of the existence of and differences among a few easily recognizable alternatives, such as discriminating between normal and abnormal test results, recognizing factors that affect results, and identifying technical or instrument related problems.

Factor 5, Scope and Effect

The incumbent supports the optometry/ophthalmology clinic in performing liaison duties between provider and patient. The incumbent is the first person a patient will encounter when calling or visiting the clinic. The incumbent is the person who will perform standard tests prior to the patient seeing the provider and will perform advanced specialty tests as directed by the provider. The incumbent may also assist the provider during provider-performed procedures. Duties performed allow the eye care service team to assure accurate, reliable, and thorough care of patients.

Factor 6, Personal Contacts and Factor 7, Purpose of Contacts

Personal contacts are with the patients, ophthalmic clinic staff, and optometrists/ophthalmologists, and with patient family members. Also will work with civilian/military clinics in coordinating referrals (for both incoming and outgoing referrals), retail operations for release of patient prescriptions (medical and eyewear). Must brief patients on clinic procedures and may also assist with patient positioning for minor/major surgery. Purpose of contacts is to coordinate work and administrative efforts and resolve technical problems relating to the optometry clinic. Work involves regular and recurring contact with patients who may require some motivating and influencing but are working towards mutual goals with the technician – eye care of the patients. The employee must exercise skill in influencing and communicating with these patients.Factor 8, Physical Demands

Work pace ranges from sedentary to a very rapid pace to include walking, standing, bending and reaching. Includes lifting patients into/onto exam position. Work requires specific, but common, physical abilities such as agility and dexterity to position patients for examination or treatment in usual alternate positions for patients with common disabilities. Heavy lifting occasionally may be required to relocate clinic equipment.

Factor 9, Work Environment

The work is performed in an indoor clinic setting, which may involve exposure to contagious diseases and the hazards of an automated office. Employee may be required to use protective clothing or gear such as masks and gloves for protection against infection. Standard safety precautions are routine. Work may involve going to another base location, another military installation or community location for education presentations, or other health promotion activity.

Other significant facts pertaining to this position are:

1. Must possess and maintain current national ophthalmic certification as an ophthalmic assistant or higher level from a national ophthalmic association (AOA, ABO, and JCAHPO).

2. The position is identified as having “regular contact with children”, requiring a State Criminal History Repository (SCHR) check to be completed on any person selected for the position.

3. Requires current CPR/BLS certification.4. Must have vision in both eyes corrected to at least 20/30 in each eye and must not have a detectable central scotoma

in either eye. 5. Graduation from a military or civilian basic optometry training course is strongly recommended. 6. Membership in the Armed Forces Optometric Society (AFOS) is strongly recommended.7. Knowledge of Managed Care program, medical logistics/material and clinic administration, patient accounting,

professional relations, spectacle, and contact lens ordering process is desirable.___________________________________________________________________________________________

JOB DESCRIPTION FOR SEE-CLEARLY EYE CARE CENTER

Position: Front Desk / Patient Services

See-Clearly Eye Care Center prides itself on patient comfort, care and satisfaction.

Being a member of the Front Desk / Patient Services team requires a person to be a very caring, flexible, multi-task orientated individual.

Job duties include the following: (included but not limited too)

-First Impression of the office. When patients enter our office for appointments scheduled or wanting to be scheduled, the front desk personnel are their first contact. This contact may be either by telephone or in person. The first impression is what patients remember most.

-Phone answering or personal contact at the front desk. In this area we are required to be friendly, understanding and helpful. We are to answer the phone with a smile, gather pertinent information and schedule or direct patients appropriately or to the appropriate areas of the office.

-Patients walking in for eye glass repair or other adjustments. The staff is trained to look at the problems, which the patient presents and either call the optical staff or retrieve the patient chart and give the chart to the optical staff to help the patient with their problem. Charts will need to be pulled for patients wanting to order new frames or patients having questions about lenses or ordering glasses.

-Scheduling patients is done with the Drs approved scheduling times. Scheduling triage patients within the appropriate time frames is also a very important part of the scheduling process. Templates are available at each computer station.

-Scheduling patients at other eye care facilities or medical facilities. Occasionally our doctors will need to refer patients to specialists at other healthcare facilities. The front desk is responsible for scheduling these appointments with offices such as The Marshfield Clinic at our doctor’s request.

-Rescheduling patients. Occasionally our doctor’s will have changes in schedule, when there may be patients already scheduled to see them. The front desk is designated to reschedule patients appropriately as the need occurs.

-Insurance knowledge of coverage and file preparation. Front Desk staff is required to have a basic knowledge of patient insurance coverage as well as the many types of insurance available and be able to contact insurances companies to find if coverage for services is available or if our office is a provider for these insurances. Also, there are several insurance companies that need to have prior authorization numbers. This is part of the daily responsibility when getting charts ready on a daily basis.

-Billing and collecting payments from either patients or insurance companies, this may be done by collecting cash, check or credit card from patients at the time of visit or after the patient’s insurance has been billed and a remainder is due. These collection amounts may also include co-payments and deductibles as well as co-insurance. Collection of payment in full is requested at the time of pick-up, at the time of the orders are placed or services are rendered. Collection of payment is VERY important and is a major responsibility of the front desk personnel. After a patient leaves it is not easy to collect unpaid balances. The collection of unpaid balances coincides with the knowledge of the insurance areas mentioned above and is generally the responsibility of the front desk staff.

-Ordering contact lenses. Each individual at the front desk will have a basic knowledge of contact lenses available either in stock or to be ordered in from companies. These orders will either come via phone or a person may stop in the office to order. Payment of these lenses is collected at the time of order or at the time of pick-up. No contacts are allowed to leave the office until the amount for these lenses and any unpaid balances are collected.

-Written prescriptions. Each front desk staff member will learn how to read and write out glasses or contact lens prescriptions given by our doctors. Patients may request that their prescriptions be given to them. Every prescription must be given in writing unless the person requesting the prescription is another eye care facility or medical doctor’s office. No verbal prescriptions can be given directly to the patient….there are too many chances for error.

-Preparing Charts for next business day or future business day. The staff is in charge of the next day’s charts. Each day a schedule report is printed to allow our staff to review and compile the charts for the next day’s business. A designated person will pull charts in advance. They will be given to the front desk staff for review and insurance verification. If patients are scheduled but are not eligible for an exam due to insurance benefits, the staff must call those patients and reschedule appropriately within their insurance guidelines. There are also cases where coverage has changed and we are no longer providers for that type of insurance and we may not be able to perform services for cash. The charts are given to the tech department at the end of the day for the doctor’s schedule the following day.

-Several duties are given to this area as the need arises. The department manager and/or the office managers will assign these duties as they see fit. Duties are not limited to the above mentioned and may change upon the request of the doctors or managers.

S T A F F Q UI Z : G ET T I N G T O K N O W Y O U R S T A F F

1. Tell me something positive about yourself

2. What do you like about your job?

3. What is your role in the office?

4. How do you contribute to the office?

5. Tell me about something positive supervisor?

6. Name two goals of the office?

7. How do you make the office run more efficiently?

8. What is your strongest team attribute?

10. What is your weakest team attribute/skill?

11. How well do you feel you do your job?

12. If you were the boss, would you hire someone like you? Why?

P A RA OP T OM ET RI C A S S I S T A N T RE P OR T CA RD

H OW W E LL D ID Y O UR VO LUN TE ER AS S IST ANT AC C OM PLIS H TH E F OL LO W ING

a. Professionalism

_____ Outstanding- polite, well dressed, mannered, listened to customer needs, worked with what was available to provide the best customer satisfaction available.

_____ Good- Volunteer was polite, properly dressed & mannered worked well with staff.

_____ Needs Improvement- Volunteer needs to be further briefed of the importance of customer satisfaction and/or dress and appearance, or professional interoffice relationships.

Additional Comments ________________________________________________________________________________________________________________

__________________________________________________________________________________________________________________________________

a. Prescreening

______ Outstanding- Conscientious, Fast Worker, Meticulous, was able to think “outside of the box” for background and problem information

______ Good- Volunteer has understanding of what was required and did so effectively.

______ Needs Improvement- Volunteer needs more practice to become efficient

Additional Comments _________________________________________________________________________________________________________________

___________________________________________________________________________________________________________________________________

c. Equipment

______ Outstanding- knew what the equipment was, how to use it, what was being tested, was able to grasp working knowledge quickly

______ Good- was able to understand how equipment worked within a reasonable amount of time.

_____ Needs Improvement- Volunteer had difficulty grasping working knowledge of equipment or Volunteer did not know what equipment was used for.

Additional Comments _________________________________________________________________________________________________________________

___________________________________________________________________________________________________________________________________

d. Tests

_____ Volunteer was able to accomplish all needed tests with little or no guidance. As well as effectively explain to the patient what they were doing and why.

_____ Volunteer was able to accomplish test, however much guidance was needed to get the Volunteer “up to speed” on what was needed.

_____ Volunteer was not able to grasp all tests, additional education would be beneficial.

Additional Comments __________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________________________

OVERALL SCORE

___ Outstanding would recommend for immediate hire

___ Good with a little more work Volunteer would be an excellent hire

___ More education/practice would be needed before recommendation of hire.

4 Part Training Records

PART 1 HIRING INFORMATION

Interview Information

- Details of the interview

- Reason for hiring

- Job description applied for

Personal Information

- How to get in touch with the employee

Emergency Contact Information

- Who does the employee want you to call in case of an emergency

Orientation Checklist

- Documentation for review of Office Policy Manual

PART 2 SUPERVISION DOCUMENTATION

Assigned Supervisor

Name_______________________ date __________

- Job Description

- Detail of responsibilities

- Performance Standards

Performance Feedback Information

- Purpose of feedback

- How often should employee expect feedback

- Customer Service Feedback

Emergency Contact Information

- Who does the employee want you to call in case of an emergency

Orientation Checklist

- Documentation for review of Office Manual…dress, appearance, and conduct

PART 3 TRAINING DOCUMENTATION

Staff In-Service Training Plan

- Office, Equipment, Procedures, HIPAA, Informed Consent, Coding, Insurance, Dispensing Standards

Continuing Education

- When/Where you received CE

- Type of CE required/received

Safety Training

- CPR

- Work center/emergency procedures

Training Evaluation Summaries

- Progress reports

Cross - Training

- Front Desk, Screening, Diagnostics, etc.

Documentation for Code of Ethics

PART 4 MISCELLANEOUS ITEMS

Certificates of training and/or certifications

- Special Training

Vendor Training Certificates

- When/Where you received CE

- Type of CE received

Special capabilities

- Second Language

Awards (office, local, state, national)

Professional Organization Membership

OFFICE ORIENTATION CHECKLIST

EMPLOYEE'S NAME: __________________________ DATE ARRIVED _____________

DATE STARTED ORIENTATION:_____________________________

TRAINER:________________________ ALTERNATE:__________________________

POSITION:_______________________________

(EMERGENCY CONTACT)_______________________ EMERGENCY PHONE:__________________

PART I - SECTION SPECIFIC BRIEFINGS

________Occupational Safety: OSHA Safety Lesson (safety hazards: screw drivers, ultrasonic cleaner, etc.)

________Dress and Appearance (do’s and don’ts)

________Professional Language (no swearing, yelling, or rude conversation)

________Customer Safety:

________Fire Safety: Familiarize yourself with the office’s emergency phone number, the fire evacuation plan, the nearest fire exit and extinguisher. Proceed to the pre-approved assembly point, ensure all personnel are evacuated from the building and accounted for. If you are the last to leave, close the door to help in fire/smoke containment.

_____Reporting of Incidents:

a. All employees will report any of the following on-duty incidents to your supervisor, section safety monitor, and employer:

1. Accidents resulting in one or more lost duty days.

2. Property damage.

3. On duty injuries requiring medical treatment (seek medical attention immediately).

_____Code Blue Response/Notification Procedures: Administer Basic Life Support and follow clinic procedures at all phones.

______Bomb Threats/Threatening Calls Guidelines: (do not hang up!, call 911 on another line)

______Infection Control: There is a very low possibility for spread of infection in our duty section. It is important to ensure that you wash your hands between each patient and after using the bathroom.

______Blood borne Pathogens: We are at a very small risk for contracting blood borne pathogens in our duty section. Be aware that if you are required to perform any duties involving contact with potentially contagious patients while performing duties in other areas read and follow the safety procedures and guidelines. Personnel are - at risk of potential exposure during emergency CPR or first aid procedures. Avoid direct contact with body fluids, use "barrier" if feasible. OPTOMETRY has a first aid kit and clear mouth barrier protection pack located in every office on the back of the door.

______Equipment Safety: See OSHA lesson plan equipment safety briefing requirements. If you identify any unsafe equipment, you must immediately notify the equipment custodian. It is the equipment custodian's responsibility to ensure equipment is turned-in to the appropriate maintenance agency.

______In-Service Training: All personnel are required to attend monthly readiness training and any scheduled OPTOMETRY briefings. Readiness training occurs on the third Wednesday of the month. All personnel are required to attend unless on vacation.

_____Information Management: Personnel will not release confidential, protected, critical or sensitive information to sources outside of this of facility without prior approval of the Office Manager. Computers will be considered unsecured sources of information management. Each employee must be familiar with HIPAA guidelines and review HIPAA guidelines.

______Staff Rights: Personnel are responsible for performing all duties assigned to them by their immediate supervisor or other personnel in leadership. Personnel shall not refuse work given by a superior, but will advise their immediate supervisor as soon as possible. Personnel are entitled to a comfortable, enjoyable and safe workplace and this will be briefed one-on-one with the immediate supervisor.

______Patient Sensitivity: Always keep in mind that we're here to serve the customers. You must provide them with the utmost respect and courtesy. All personnel must ensure medical records/information are released only to authorized individuals. Questions regarding release of information must be directed to Managed Care Flight personnel.

______Patient Rights: Patients have the right to courteous and professional treatment. Patients who have concerns must be referred to the appropriate Customer Service Representatives (CSR's). The CSR's for OPTOMETRY are __________________ and __________________. (Read Confidentiality Handout/Sign)

______Ethics: All personnel will make decisions in an ethical manner displaying the highest integrity based upon their training and moral conscience. If questions arise regarding ethical decisions, consult with your supervisor or other persons in leadership. All personnel are expected to be professional and treat all decisions responsibly in the performance of their duties. If improper decisions are made, it is the responsibility of each individual to bring it to the attention of their immediate supervisor, so that steps can be taken to correct any problems which may arise. No person is flawless and integrity dictates that all personnel take responsibility for their actions. It is better to identify a problem and correct it, than to sweep it under the rug and allow it to become a virtual time bomb.

_______Security: It is everyone's responsibility to exercise security measures. This includes insuring all doors and windows are locked at the end of each day. In the cashier's office, the safe must be locked and signed off nightly. Funds must be deposited in the security boxes immediately upon receiving it. This includes counting the amount in the box at the end/start of each day/shift. Read and familiarize yourself on anti-robbery procedures. You will be provided a copy of the Bilingual Anti-Robbery Training Pamphlet.

________Recall Roster: All personnel will give their supervisor an accurate phone number for use for urgent contacts. The numbers on the list will only be used for office business. Personal calls must be pre-coordinated with the individual.

______Quality/Improvement Processes on Flight Level: If you find a program or task which you feel could be improved using the Quality Improvement Process let your supervisor know. You may make any quality improvement recommendations you want at any time. This is your office and you are allowed to improve upon it. Personnel are responsible for reviewing the self inspection binder annually.

EMPLOYEE'S SIGNATURE/DATE______________________________________________

SUPERVISOR”S SIGNATURE/DATE_______________________________

TRAINER'S SIGNATURE/DATE_____________________________________________

PART II - FAMILIARIZATION WITH WORK ENVIRONMENT

_______Office Personnel: Our office is comprised of:

Dr. Kathryn McCullough Michael B. McCullough

Office Owner Office Manager

_______Facility Tour: You will be provided with a tour of the office. This tour will also include outside agencies in which we are associated.

_______Communications: You will be trained on the proper procedures for conducting telephone calls for on and off tease, fax machines, e-mail, LAN, and the appointment system.

FOLLOWING IS OTHER INFORMATION WHICH WILL BE COVERED DURING OUR DISCUSSION:

______Perform Self Assessment: The OPTOMETRY manager is responsible for creating and performing self assessments for OPTOMETRY. Everyone is responsible for reviewing the self-assessment guidelines within 60 days upon arriving, and must review the section's self assessment binder.

______Duty Hours: OPTOMETRY hours of operation are _____________. All personnel will contact their immediate supervisor if for any reason they will be late prior to the start time. If the immediate supervisor is not available, then the individual must leave a message for the supervisor or speak to the next person in the line of leadership. Any person taking this message is responsible for making the supervisor aware of the message. Each Technician is responsible for completing the appropriate portion on the shift checklist.

_______Supervising Official: Each person in the office has a reporting official, who is their immediate supervisor. The immediate supervisor is available to help with any problems which may arise during the duty day and during off-duty hours. All personnel must inform their supervisor when they are leaving the office during office hours so that they can be located if an emergency arises. If the immediate supervisor is not available then each individual should inform any other person in the office.

_______Chain of Supervision: The chain of supervision should be used to resolve any problems or conflicts which occur in the office. All problems should be solved at the lowest level of supervision possible. All problems should be taken to the immediate supervisor before elevating to higher authorities. During rare and extreme cases, skipping certain levels in the chain of command may be warranted. Each supervisory level in the chain of command should ensure that when individuals come to them with problems, the individual has made every effort to use the chain of supervision.

_______Sick Calls: Personnel who feel too ill to perform routine duties must report to their supervisor as soon as possible. A duty excuse maybe required if your supervisor request. If the individual is placed on bed rest, the individual is responsible for bringing a note from the doctor to their supervisor. All supervisors must comply with doctor's orders concerning placement on bed rest. If during off-duty hours, the individual must notify the supervisor at the earliest possible convenience but no later than 0700 on the first duty day following placement on bed rest. If the supervisor is not available, the individual must notify the next available person in their leadership chain.

_______Job Description/Performance Standards: All personnel must review their job description upon placement into their duty position and annually thereafter. Job descriptions, which are located in the master training folder, are available for review at all times. Also each individual is required to review On-Job-Training program and individual requirements for the program.

_______Time Sheets: All Optometry personnel are required to keep track of all time spent performing duties. These times are recorded on the time sheets. Time sheets are due to the office's timesheet monitor no later than XXXX.

________Off-Duty Education: All personnel may perform employment or attend educational courses during off-duty hours, however, if you are attempting to improve yourself, coordinate with your supervisor to obtain approval. The supervisor will have the final word in the instances that classes impact office hours.

_______Staff Meetings: Special meetings may be called at any time by the Chief of the Office or the office manager. All personnel are required to attend all meetings unless prior approval is received from the immediate supervisor.

_______Management Plan: All assigned personnel are required to review the Administration Management Plan.

_______Training Folder Review: All personnel are required to upkeep their training folders monthly. The trainer will review these folders quarterly. These folders will be reviewed by the office manager quarterly. You must have your training folder with you at all education and training briefings.

______Vacation Policy: All personnel requesting vacation time must do so through their immediate supervisor. Office requirements may dictate the denial of vacation requests. Also, any extenuating circumstances, such as office personnel availability, etc., may dictate the denial of leave requests. Any denials of leave must be discussed with the office manager. The office manager will have final say in these instances.

_______Lunch Schedule: One hour if duty allows. The immediate supervisor has final say.

EMPLOYEE'S SIGNATURE/DATE

OFFICE MANAGER SIGNATURE/DATE

TRAINER'S SIGNATURE/DATE

PART III - SPECIFIC JOB PROCEDURES

Initial Feedback (given within 60 days of supervision)

Training Record Review (if applicable)

Review Continuity Binder

Review Daily Checklist

NOTE: After trainee masters tasks associated with his/her job, record certification in training folder.

Quality

Understanding of Quality Awareness and Quality Tools

QUALITY INDICATORS

Review of patient comment cards

Individual efficiency/performance indicators

Revenue Impact indicators

Training Progress

Teamwork Report Card (timeless, teamwork skills, communications, self improvement, quality initiatives)

TRAINING OPPORTUNITIES

Fund Cite

Reporting Data

Spreadsheet