Coverart for item
The Resource Collaborate for professional case management : a universal competency-based paradigm, Teresa M. Treiger, RN-BC, MA, CHCQM-CM/TOC, CCM, Principal of Ascent Care Management, LLC, Holbrook, Massachusetts, Ellen Fink-Samnick, MSW, ACSW, LCSW, CCM, CRP, Principal of EFS Supervision Strategies, LLC, Burke, Virginia, (electronic resource)

Collaborate for professional case management : a universal competency-based paradigm, Teresa M. Treiger, RN-BC, MA, CHCQM-CM/TOC, CCM, Principal of Ascent Care Management, LLC, Holbrook, Massachusetts, Ellen Fink-Samnick, MSW, ACSW, LCSW, CCM, CRP, Principal of EFS Supervision Strategies, LLC, Burke, Virginia, (electronic resource)

Label
Collaborate for professional case management : a universal competency-based paradigm
Title
Collaborate for professional case management
Title remainder
a universal competency-based paradigm
Statement of responsibility
Teresa M. Treiger, RN-BC, MA, CHCQM-CM/TOC, CCM, Principal of Ascent Care Management, LLC, Holbrook, Massachusetts, Ellen Fink-Samnick, MSW, ACSW, LCSW, CCM, CRP, Principal of EFS Supervision Strategies, LLC, Burke, Virginia
Creator
Contributor
Subject
Language
eng
Summary
  • "This book is about the progressive improvement of case management beyond that which it exists to that of a practice specialty focused on professionalism and collegiality across all practice settings. Our desire to produce a framework for such practice began when we connected several years ago. It was a result of a dialogue; the sharing of our stories and experiences. Separately, we were already passionate about and committed to case management excellence. Together, our vision coalesced to form this competency-based framework for advancing case management captured by an acronym which defined the essence of professional practice--COLLABORATE. COLLABORATE was borne from a vision; the mandate to solidify a foundation for case management practice which combines unique action-oriented competencies, transcends professional disciplines, crosses over practice settings, and recognizes educational levels. The ultimate focus is on improving the client's health care experience through the promotion of effective transdisciplinary collaboration. COLLABORATE recognizes the hierarchy of competencies and practice behaviors defined by the educational levels of all professionals engaged; associate, bachelors, masters and doctoral degrees across practice disciplines. Through this approach, every qualified health and human service professional has a valued place setting at case management's ever-expanding table. Each of the competencies are presented as mutually exclusive and uniquely defined however, all are complementary and call on the practitioner to conduct work processes in a wholly integrated manner. While appearing in order for the acronym's sake, they are not necessarily sequential. Ultimately, case management is an iterative process. When united in a comprehensive and strategic effort, the COLLABORATE competencies comprise a purpose-driven, powerful case management paradigm. The agility of this model extends to use of key concepts that include both action-oriented verbs and nouns, which are significant elements in any professional case management endeavor. To date, case management practice models have been driven by care setting and/or business priorities. Unfortunately, this exclusivity has contributed to a lack of practice consistency due to shifting organizational and regulatory priorities. However, this is only one reason for a fragmented case management identity. COLLABORATE recognizes and leverages these important influencers as critical to successful practice and quality client outcomes. Interprofessional education and teamwork are beginning to emerge as the means to facilitate relationship-building in the workplace. Through this approach, health care practitioners absorb the theoretical underpinning of intentionally work together in a mutually respectful manner which acknowledges the value of expertise of each care team stakeholder. This educational approach provides the opportunity to engage in clinical practice that incorporates the professional standards to which we hold ourselves accountable Innovative and emerging care coordination models, defined by evidence-based initiatives, appear across the industry. Each promotes attention to interprofessional practice in order to achieve quality patient-centered care. Herein lies an opportunity to demonstrate the value drawn from diverse expertise of case managers comprising the collective workforce. However a critical prefacing stage of this endeavor involves defining a core practice paradigm highlighting case management as a profession."--Publisher's website
  • "This book is about the progressive improvement of case management beyond that which it exists to that of a practice specialty focused on professionalism and collegiality across all practice settings. Our desire to produce a framework for such practice began when we connected several years ago. It was a result of a dialogue; the sharing of our stories and experiences. Separately, we were already passionate about and committed to case management excellence. Together, our vision coalesced to form this competency-based framework for advancing case management captured by an acronym which defined the essence of professional practice--COLLABORATE. COLLABORATE was borne from a vision; the mandate to solidify a foundation for case management practice which combines unique action-oriented competencies, transcends professional disciplines, crosses over practice settings, and recognizes educational levels. The ultimate focus is on improving the client's health care experience through the promotion of effective transdisciplinary collaboration. COLLABORATE recognizes the hierarchy of competencies and practice behaviors defined by the educational levels of all professionals engaged; associate, bachelors, masters and doctoral degrees across practice disciplines. Through this approach, every qualified health and human service professional has a valued place setting at case management's ever-expanding table. Each of the competencies are presented as mutually exclusive and uniquely defined however, all are complementary and call on the practitioner to conduct work processes in a wholly integrated manner. While appearing in order for the acronym's sake, they are not necessarily sequential. Ultimately, case management is an iterative process. When united in a comprehensive and strategic effort, the COLLABORATE competencies comprise a purpose-driven, powerful case management paradigm. The agility of this model extends to use of key concepts that include both action-oriented verbs and nouns, which are significant elements in any professional case management endeavor. To date, case management practice models have been driven by care setting and/or business priorities. Unfortunately, this exclusivity has contributed to a lack of practice consistency due to shifting organizational and regulatory priorities. However, this is only one reason for a fragmented case management identity. COLLABORATE recognizes and leverages these important influencers as critical to successful practice and quality client outcomes. Interprofessional education and teamwork are beginning to emerge as the means to facilitate relationship-building in the workplace. Through this approach, health care practitioners absorb the theoretical underpinning of intentionally work together in a mutually respectful manner which acknowledges the value of expertise of each care team stakeholder. This educational approach provides the opportunity to engage in clinical practice that incorporates the professional standards to which we hold ourselves accountable Innovative and emerging care coordination models, defined by evidence-based initiatives, appear across the industry. Each promotes attention to interprofessional practice in order to achieve quality patient-centered care. Herein lies an opportunity to demonstrate the value drawn from diverse expertise of case managers comprising the collective workforce. However a critical prefacing stage of this endeavor involves defining a core practice paradigm highlighting case management as a profession."--Publisher's website
  • "This book is about the progressive improvement of case management beyond that which it exists to that of a practice specialty focused on professionalism and collegiality across all practice settings. Our desire to produce a framework for such practice began when we connected several years ago. It was a result of a dialogue; the sharing of our stories and experiences. Separately, we were already passionate about and committed to case management excellence. Together, our vision coalesced to form this competency-based framework for advancing case management captured by an acronym which defined the essence of professional practice--COLLABORATE. COLLABORATE was borne from a vision; the mandate to solidify a foundation for case management practice which combines unique action-oriented competencies, transcends professional disciplines, crosses over practice settings, and recognizes educational levels. The ultimate focus is on improving the client's health care experience through the promotion of effective transdisciplinary collaboration. COLLABORATE recognizes the hierarchy of competencies and practice behaviors defined by the educational levels of all professionals engaged; associate, bachelors, masters and doctoral degrees across practice disciplines. Through this approach, every qualified health and human service professional has a valued place setting at case management's ever-expanding table. Each of the competencies are presented as mutually exclusive and uniquely defined however, all are complementary and call on the practitioner to conduct work processes in a wholly integrated manner. While appearing in order for the acronym's sake, they are not necessarily sequential. Ultimately, case management is an iterative process. When united in a comprehensive and strategic effort, the COLLABORATE competencies comprise a purpose-driven, powerful case management paradigm. The agility of this model extends to use of key concepts that include both action-oriented verbs and nouns, which are significant elements in any professional case management endeavor. To date, case management practice models have been driven by care setting and/or business priorities. Unfortunately, this exclusivity has contributed to a lack of practice consistency due to shifting organizational and regulatory priorities. However, this is only one reason for a fragmented case management identity. COLLABORATE recognizes and leverages these important influencers as critical to successful practice and quality client outcomes. Interprofessional education and teamwork are beginning to emerge as the means to facilitate relationship-building in the workplace. Through this approach, health care practitioners absorb the theoretical underpinning of intentionally work together in a mutually respectful manner which acknowledges the value of expertise of each care team stakeholder. This educational approach provides the opportunity to engage in clinical practice that incorporates the professional standards to which we hold ourselves accountable Innovative and emerging care coordination models, defined by evidence-based initiatives, appear across the industry. Each promotes attention to interprofessional practice in order to achieve quality patient-centered care. Herein lies an opportunity to demonstrate the value drawn from diverse expertise of case managers comprising the collective workforce. However a critical prefacing stage of this endeavor involves defining a core practice paradigm highlighting case management as a profession."--Publisher's website
Cataloging source
NLM
http://library.link/vocab/creatorName
Treiger, Teresa M
Dewey number
362.11068
LC call number
RA975.5.C36
LC item number
T74 2016
NLM call number
  • 2015 G-739
  • WX 150.1
  • WX 150.1
NLM item number
T787 2016
http://library.link/vocab/relatedWorkOrContributorName
Fink-Samnick, Ellen
http://library.link/vocab/subjectName
  • Hospitals
  • Hospitals
  • Hospital Administration
  • Case Management
Label
Collaborate for professional case management : a universal competency-based paradigm, Teresa M. Treiger, RN-BC, MA, CHCQM-CM/TOC, CCM, Principal of Ascent Care Management, LLC, Holbrook, Massachusetts, Ellen Fink-Samnick, MSW, ACSW, LCSW, CCM, CRP, Principal of EFS Supervision Strategies, LLC, Burke, Virginia, (electronic resource)
Instantiates
Publication
Bibliography note
Includes bibliographical references and index
Contents
  • 4.
  • Credentialing
  • 5.
  • Competency-based approaches
  • Section 2.
  • Clarifying the paradigm :
  • 6.
  • Creating competency excellence
  • 7.
  • COLLABORATE model overview
  • Section 1.
  • 8.
  • Critical thinking
  • 9.
  • Outcomes-driven
  • 10.
  • Lifelong learning
  • 11.
  • Leadership
  • 12.
  • Advocacy
  • Grounding the COLLABORATE paradigm :
  • 13.
  • Big picture orientation
  • 14.
  • Organized
  • 15.
  • Resource awareness
  • 16.
  • Anticipatory
  • 17.
  • Transdisciplinary
  • 1.
  • 18.
  • Ethical-legal
  • Section 3.
  • Positioning for the paradigm shift :
  • 19.
  • Preparing for change
  • 20.
  • The management of change
  • 21.
  • Creating meaningful case management performance
  • Historical perspective
  • Section 4.
  • Epilogue: the crystal ball
  • 2.
  • Contemporary influences of case management practice
  • 3.
  • Paths to case management
  • 4.
  • Credentialing
  • 5.
  • Competency-based approaches
  • Section 2.
  • Clarifying the paradigm :
  • 6.
  • Creating competency excellence
  • 7.
  • COLLABORATE model overview
  • Section 1.
  • 8.
  • Critical thinking
  • 9.
  • Outcomes-driven
  • 10.
  • Lifelong learning
  • 11.
  • Leadership
  • 12.
  • Advocacy
  • Grounding the COLLABORATE paradigm :
  • 13.
  • Big picture orientation
  • 14.
  • Organized
  • 15.
  • Resource awareness
  • 16.
  • Anticipatory
  • 17.
  • Transdisciplinary
  • 1.
  • 18.
  • Ethical-legal
  • Section 3.
  • Positioning for the paradigm shift :
  • 19.
  • Preparing for change
  • 20.
  • The management of change
  • 21.
  • Creating meaningful case management performance
  • Historical perspective
  • Section 4.
  • Epilogue: the crystal ball
  • 2.
  • Contemporary influences of case management practice
  • 3.
  • Paths to case management
  • 4.
  • Credentialing
  • 5.
  • Competency-based approaches
  • Section 2.
  • Clarifying the paradigm :
  • 6.
  • Creating competency excellence
  • 7.
  • COLLABORATE model overview
  • Section 1.
  • 8.
  • Critical thinking
  • 9.
  • Outcomes-driven
  • 10.
  • Lifelong learning
  • 11.
  • Leadership
  • 12.
  • Advocacy
  • Grounding the COLLABORATE paradigm :
  • 13.
  • Big picture orientation
  • 14.
  • Organized
  • 15.
  • Resource awareness
  • 16.
  • Anticipatory
  • 17.
  • Transdisciplinary
  • 1.
  • 18.
  • Ethical-legal
  • Section 3.
  • Positioning for the paradigm shift :
  • 19.
  • Preparing for change
  • 20.
  • The management of change
  • 21.
  • Creating meaningful case management performance
  • Historical perspective
  • Section 4.
  • Epilogue: the crystal ball
  • 2.
  • Contemporary influences of case management practice
  • 3.
  • Paths to case management
Control code
OCM1bookssj0001613602
Dimensions
28 cm
Dimensions
unknown
Extent
xi, 349 pages
Governing access note
License restrictions may limit access
Isbn
9781451193428
Lccn
2015458815
Other physical details
illustrations (some color)
Specific material designation
remote
System control number
(WaSeSS)ssj0001613602
Label
Collaborate for professional case management : a universal competency-based paradigm, Teresa M. Treiger, RN-BC, MA, CHCQM-CM/TOC, CCM, Principal of Ascent Care Management, LLC, Holbrook, Massachusetts, Ellen Fink-Samnick, MSW, ACSW, LCSW, CCM, CRP, Principal of EFS Supervision Strategies, LLC, Burke, Virginia, (electronic resource)
Publication
Bibliography note
Includes bibliographical references and index
Contents
  • 4.
  • Credentialing
  • 5.
  • Competency-based approaches
  • Section 2.
  • Clarifying the paradigm :
  • 6.
  • Creating competency excellence
  • 7.
  • COLLABORATE model overview
  • Section 1.
  • 8.
  • Critical thinking
  • 9.
  • Outcomes-driven
  • 10.
  • Lifelong learning
  • 11.
  • Leadership
  • 12.
  • Advocacy
  • Grounding the COLLABORATE paradigm :
  • 13.
  • Big picture orientation
  • 14.
  • Organized
  • 15.
  • Resource awareness
  • 16.
  • Anticipatory
  • 17.
  • Transdisciplinary
  • 1.
  • 18.
  • Ethical-legal
  • Section 3.
  • Positioning for the paradigm shift :
  • 19.
  • Preparing for change
  • 20.
  • The management of change
  • 21.
  • Creating meaningful case management performance
  • Historical perspective
  • Section 4.
  • Epilogue: the crystal ball
  • 2.
  • Contemporary influences of case management practice
  • 3.
  • Paths to case management
  • 4.
  • Credentialing
  • 5.
  • Competency-based approaches
  • Section 2.
  • Clarifying the paradigm :
  • 6.
  • Creating competency excellence
  • 7.
  • COLLABORATE model overview
  • Section 1.
  • 8.
  • Critical thinking
  • 9.
  • Outcomes-driven
  • 10.
  • Lifelong learning
  • 11.
  • Leadership
  • 12.
  • Advocacy
  • Grounding the COLLABORATE paradigm :
  • 13.
  • Big picture orientation
  • 14.
  • Organized
  • 15.
  • Resource awareness
  • 16.
  • Anticipatory
  • 17.
  • Transdisciplinary
  • 1.
  • 18.
  • Ethical-legal
  • Section 3.
  • Positioning for the paradigm shift :
  • 19.
  • Preparing for change
  • 20.
  • The management of change
  • 21.
  • Creating meaningful case management performance
  • Historical perspective
  • Section 4.
  • Epilogue: the crystal ball
  • 2.
  • Contemporary influences of case management practice
  • 3.
  • Paths to case management
  • 4.
  • Credentialing
  • 5.
  • Competency-based approaches
  • Section 2.
  • Clarifying the paradigm :
  • 6.
  • Creating competency excellence
  • 7.
  • COLLABORATE model overview
  • Section 1.
  • 8.
  • Critical thinking
  • 9.
  • Outcomes-driven
  • 10.
  • Lifelong learning
  • 11.
  • Leadership
  • 12.
  • Advocacy
  • Grounding the COLLABORATE paradigm :
  • 13.
  • Big picture orientation
  • 14.
  • Organized
  • 15.
  • Resource awareness
  • 16.
  • Anticipatory
  • 17.
  • Transdisciplinary
  • 1.
  • 18.
  • Ethical-legal
  • Section 3.
  • Positioning for the paradigm shift :
  • 19.
  • Preparing for change
  • 20.
  • The management of change
  • 21.
  • Creating meaningful case management performance
  • Historical perspective
  • Section 4.
  • Epilogue: the crystal ball
  • 2.
  • Contemporary influences of case management practice
  • 3.
  • Paths to case management
Control code
OCM1bookssj0001613602
Dimensions
28 cm
Dimensions
unknown
Extent
xi, 349 pages
Governing access note
License restrictions may limit access
Isbn
9781451193428
Lccn
2015458815
Other physical details
illustrations (some color)
Specific material designation
remote
System control number
(WaSeSS)ssj0001613602

Library Locations

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      38.710138 -90.311107
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