Administration and organization of OT (Lori) Flashcards
Servant Leadership:
Servant first
* Natural feeling that one wants to serve
* Do those served grow as persons?
* Inner drive to serve in a way consistent with ones
own values and ethics
* Focus on building leadership capacity for all,
thereby enhancing sustainable leadership for the
future
* Work with others collaboratively as opposed to
hierarchical structure
CHARACTERISTICS OF SERVANT
LEADERS:
- Listening for deeper understanding combined with
reflection - Empathy
- Healing
- Awareness
- Persuasion
- Conceptualization
- Foresight (based on past, present and future)
- Stewardship (commitment to serve others)
- Commitment to growth of others
- Building community
TRANSACTIONAL LEADERSHIP:
- Pragmatic give and take process
- Do good work, get promoted
- Rewarding those that are high performers
- Viewed as able to deliver outcomes based on
brokering skills
TRANSFORMATIONAL LEADERSHIP:
- Connecting with staff in a way that heightens
motivation - Attending to their needs
- Engaging them as team members
- Perceived by others as a strong role model whom
others want to emulate - Deeply respected and trusted
- Inspires team spirit through shared vision
- Listens carefully and provides individualized
consideration - Help staff to grow through supportive feedback
LEADERSHIP COHERENCE:
- Leadership that is guided by core values that
influence leadership style - Leadership behaviors are guided by core values
- What leaders do to sustain their leadership
reinforces their performance and performance in
turn reinforces core values
LEADERSHIP SUSTAINABILITY AS AN ELEMENT OF LEADERSHIP COHERENCE:
- Leadership sustainability refers to “self care” as a
means of building capacity at the organizational
level and expanding leadership influence - Self Care
- Staying physically fit
- Managing emotions to one’s advantage
- Valuing counsel
- Creating space to maintain clarity and perspective
- Gaining satisfaction on challenges and results of ones work
- Seeking intellectual stimulation
- Welcoming inspiration through a higher power
PERSPECTIVES:
- Management
* Guiding an organization by planning, organizing, directing
and controlling - Planning
* Short and long term goals and action plans related to
organization’s mission
* Determining resource needs (staffing etc) - Organizing
* Designing work loads
* Determining lines of authority and communication
* Developing and managing patterns of coordination
PERSPECTIVES CONTINUED:
- Directing
* Providing guidance and oversight so that activities are goal-
oriented and focused on desired outcomes
* Mentoring and coaching
* Disciplinary activities - Controlling
* Measuring performance against expectations
* Guiding staff to overcome obstacles to achieve outcomes
* Control mechanisms
* Measure that consistently monitors output – failures may require a
change to the work process - Leadership
* Creating organizational change that allows individual values,
vision, and ethics to integrate into the culture of a community in
order to achieve sustainable change - Supervision
* Control and directing work in a way that promotes improved
performance and better outcomes - Value Based Leadership
* Values of all individuals create an organization code of standards
and ethics that enables individuals to make independent decisions
that align with the organizations values
* Core values of an organization are used as directing principles that
shape behavior and actions of members of the organization.
Strategic Planning:
- Is used to plan for long term goals and requires
developing strategies for attainment versus day-to-day
management used for short term goals - Time for strategic management is affected by high
productivity needs - Guided by mission statement
Managing vs Leading:
- Managing
- Set Goal
- Focus on procedures
- Direct and control
- Maintain the status quo
- Maintain existing skills
- Leaders
- Create vision
- Inspire and empower
- Challenge the process
- Lifelong leadership
development - Focus on relationships
Management + Leadership =
Transformational Leadership
Mission Statements:
“The mission is a description, typically concise and carefully
crafted, that defines the basic purpose or focus of the
organization or agency.”
Usually remain stable overtime and address:
* Why organization exists
* What functions they perform
* Primary beneficiaries
* How organization goes about filling function
* Help prioritize work and use of resources
Vision:
- The aspiration or ideal state desired of the organization.
- Centennial Vision “We envision that occupational therapy
is a powerful, widely recognized, science-driven, and
evidence-base profession with a globally connected and
diverse workforce meeting society’s occupational needs” - Vision 2025
- “Occupational therapy maximized health, well-being, and
quality of life for all people, populations, and communities
through effective solutions that facilitate participation in
everyday living” (AOTA 2016)
Maryland State Board of OT Practice:
*Licensing authority of Occupational Therapists and Occupational Therapist
Assistants in the State of Maryland.
* Mandated to regulate the practice of Occupational Therapy in Maryland
* The program is 100% special funded. (from licensing fees)
* The Board consists of 7 members appointed by the Governor with the advice
of the Secretary and the Senate.
* 4 members: OT
* 1 member : OTA
* 2 members: represent the public.
Requirements for Obtaining a
License:
- GRADUATE FROM AN ACCREDITED OT OR OTA EDUCATIONAL
PROGRAM. - COMPLETE YOUR FIELDWORK REQUIREMENTS.
- APPLY FOR AND PASS THE NBCOT® CERTIFICATION
EXAMINATION. - APPLY FOR A LICENSE AND PAY A FEE FOR EACH
STATE/JURISDICTION IN WHICH YOU WISH TO PRACTICE OR
HOLD A LICENSE.
OTA Supervision:
*Direct supervision-face to face, modeling, co-
treating, teaching, instruction
* Indirect-phone, written, electronic
Periodic supervision by a licensed OT:
1) once every 10th visit
2) once every 30 day calendar period. Can include meetings, chart reviews, observation of treatment or client report.
OTA Role delineation
- selects, implements, and makes modifications to
therapeutic interventions - contributes to the modification of the intervention plan
- contributes to the transition or discontinuation plan
- contributes to evaluating the safety and effectiveness
of OT services - other things that both OT and OTA does together
Strategic Planning:
Strategic planning involves setting goals and developing a strategy to meet those goals
Strategic Planning Process:
1. Mission and vision development / review
2. SWOT analysis
3. Strategic scenario development
4. Scenario selection
5. Strategic goals formulation and review
6. Strategies identified
7. Plan evaluation
8. Plan review / revision
Stakeholders External:
Patients, clients, other service providers, government
agencies, payers, and community members or organizations
Stakeholders Internal:
Employees, administrators and managers, staff members,
and organization’s owners or board of directors
SWOT Analysis:
Frequently used process in strategic planning
define personal values and beliefs about what
is right or wrong
Morals
stresses the social system where these morals
are applied.
Ethics
has an important moral challenge embedded in it
Ethical issues
personal distress that is “felt”
when one feels that they do not have options or ability to take appropriate action
Ethical distress
when there is more than one
option but neither is an acceptable choice
Ethical dilemma
AOTA Code of Ethics (7 Principles):
- Beneficence
- Nonmaleficence
- Autonomy
- Justice
- Veracity
- Fidelity
Components of a budget:
Operational Budget:
- Detailed line item budget for all expenses
- Businesses often use a template past on the current year’s activities.
- Examine current trends
- Project for future trends
- Assisted by Finance Department
Capital Budget:
- Equipment that costs
over $500 - Appreciated and amortized over 3-5 years or life of equipment
- Written justification required
Indirect vs Direct Costs:
Net revenue:
Gross Revenue – Contractual Allowance
Gross profit:
Net revenue – direct costs
Medicare:
Is for individuals over 65 years of age, those with long standing disabilities
Managed by federal government
Medicare Part
A: Inpatient
B: Outpatient
C: Managed care (vision, dental, prescription drugs)
D: Prescription drugs
Role of Fiscal Intermediary
Medicaid:
Founded by state government for low income individuals and families
States are increasingly using HMOs to implement programs
Limit number of evaluations allowed a year
Usually preauthorization is required before an evaluation or any treatment can be performed
Workmen’s Compensation:
Covers work related injuries
Funding governed by individual states
Case managers approve services and claims for patients
You, as the therapist will have close contact with them
Get preapprovals for all care and equipment
Employers often eager for job restrictions and worksite modifications
Children’s Health Insurance Program (CHIP):
Coverage for eligible low-income receive OT services
Individuals with Disabilities Education Act of 1990 (IDEA)
Birth to 3 years old
Reimbursed through Part C preschool grant
Provided in home setting
After 3 years old may qualify for Head Start and then school based programming.
Managed Care:
Preferred Provider Organizations (PPOs)
Health Maintenance Organizations (HMOs)
Providers are part of the network
Providers deliver services for a predetermined fee
There are capitation fees which allow recipients to
incur charges up to a fixed amount over a fixed time
period
This time period is growing ever longer!
Gatekeepers to Care:
That would be the payer
Members choose from a fixed provider list
Treatment outside the provider list costs more
May need to meet deductible
May pay a higher co-pay
Providers must gain entry to the “group”
Private Payers:
Over 200 private insurance companies throughout the US
Is your organization an approved provider?
What services are covered?
Does each therapist need to be credentialed?
What are the details of coverage? Visits, Timeframe,
capped dollar amount?
What is the co-payments?
Does client have a co-insurance (meet criteria for all
plans)
must be necessary to:
improve a patient’s current condition
maintain the patient’s current condition
prevent or slow further deterioration of the
patient’s condition
Skilled therapy
once established is generally carried out by the
patient alone, with family member, or unskilled
personnel (coverage not provided)
skilled if specialized judgment, knowledge and
skills are required
Maintenance Program
OT Manager Responsibilities:
Build and maintain a culture of compliance
Prevent compliance problems
Detect compliance problems
Respond to compliance problems
Who is responsible for compliance?
OT manager
What is required to obtain and renew an OT license in Maryland?
GRADUATE FROM AN ACCREDITED OT OR OTA EDUCATIONAL
PROGRAM.
* COMPLETE YOUR FIELDWORK REQUIREMENTS.
* APPLY FOR AND PASS THE NBCOT® CERTIFICATION
EXAMINATION.
* APPLY FOR A LICENSE AND PAY A FEE FOR EACH
STATE/JURISDICTION IN WHICH YOU WISH TO PRACTICE OR
HOLD A LICENSE.
Maryland Requirements for Continuing Competency Requirements:
12 contact hours between January 1 and December 31
* Minimum of 8 contact hours related to occupational
therapy principles and procedures and a maximum of 4
contact hours through occupational therapy role-related activities.
Payment/Documentation for Acute care, Rehab, SNF, and home care:
How and under what circumstances can grants be used?
How does AOTA support political interest of the profession?
What are the resources for new managers or staff when encountering an ethical dilemma?
Why is documentation important?
- professional responsibility
- legal record
- risk management
- basis of payment
- regulations
What is the logic model? Components? what value does it serve?
What are the key attributes of good communication?
What is included in communication?
Examples of marketing and promotional strategies?
- Communication of information to potential consumers through:
- Advertising
- Sales Promotion
- Public Relations
- Personal Selling
