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Conference Schedule


8/3/2017
Time
Session Title
3:00 PM - 6:00 PMConference Registration
4:30 PM - 6:00 PMNetworking Reception with Sponsors & Exhibitors
6:00 PM - 7:00 PMSession 1: Engaging Your Physicians to Improve Documentation

8/4/2017
Time
Session Title
7:00 AM - 8:15 AMRegistration & Networking Breakfast with Sponsors & Exhibitors
8:15 AM - 8:45 AMWelcome Announcements & Chapter Business Meeting
8:45 AM - 9:45 AMSession 2: Change is Here
9:45 AM - 10:45 AMNetworking Break with Sponsors & Exhibitors
10:45 AM - 11:45 AMSession 3: Ethics: Foundational concepts and Clinical Applications
11:45 AM - 1:00 PMNetworking Lunch with Sponsors & Exhibitors
1:00 PM - 2:00 PMSession 4: Concussion Awareness: Facts, Research, Outreach
2:05 PM - 3:05 PMSession 5A: Finding the Value of Substance Abuse Intervention in the Hospital Setting
2:05 PM - 3:05 PMSession 5B: Readmission Statement of Work: Transition of Care Program
3:05 PM - 3:30 PMBreak & Case Manager of the Year: Presentation (CMOY)
3:30 PM - 4:30 PMSession 6: Where the Rubber Meets the Road: Developing Future Case Management
4:35 PM - 4:50 PMClosing

Welcome Announcements & Chapter Business Meeting

Session 1: Engaging Your Physicians to Improve Documentation

Marc Tucker, DO, FACOS, MBA
Vice President · Compliance and Physician Education
OPTUM Executive Health Resources · Newton Square, PA

ABSTRACT:

Strong physician documentation is a key factor to supporting admission decisions. CMS has instructed its review contractors to expect that complex medical factors such as history and comorbidities, the severity of signs and symptoms, current medical needs, and the risk of an adverse event will be clearly documented in the physician assessment and plan of care. Hospital leaders must work closely with the medical staff to drive strong documentation practices or else will continue to face indefensible admission decisions and potential risk for a pattern of non-compliance and inappropriate billing. This session will focus on common gaps in physician documentation and guidance on how to engage and educate your physicians on the importance of strong documentation.  

LEARNING OBJECTIVES:

  1. Gain an improved understanding of the basics/importance of physician documentation
  2. Identify common areas for physician documentation improvement
  3. Discuss documentation with physicians in order to change behavior

Session 2: Change is Here

Joby Kolsun, DO, CPE
Medical Director · Clinical Integration
Lee Health · Fort Myers, FL

ABSTRACT:
Health care reform continues to drive change in health care delivery.  Alternative payment models such as value-based purchasing, bundled payments, and merit-based incentive payment system require a fresh approach to care models that put the patient front and center throughout the care continuum.  This session will focus on why change is necessary, define what is changing and add meaning behind the change initiative.   

LEARNING OBJECTIVES:

  1. Verbalize the drivers of health care reform
  2. Gain an understanding of alternative payment methodologies
  3. Identify the impact of these changes to the current and future model of care delivery

Session 3: Ethics: Foundational concepts and Clinical Applications

Amanda Evans, EdD, MSW
Assistant Professor · Social Work
Florida Gulf Coast University · Fort Myers, FL

ABSTRACT:

Ethical values are personal, professional, and organizational.  This session will address those values and the conflicts which can result for the health care team.  Corporate ethics are the essential building blocks that steer effective leadership, teamwork, collaboration, and open communication.

 

LEARNING OBJECTIVES:

  1. Recognize the business value of ethics, integrity and trust
  2. Apply ethical practices to challenges and decisions in health care
  3. Identify effective ways to communicate despite conflicts

Session 4: Concussion Awareness: Facts, Research, Outreach

Richard Radecki, MD
Medical Director · Rehabilitative Services
Shriners Hospital for Children · Tampa, FL

ABSTRACT:

The incidence of concussion has been front and center in the news as recognition of this condition increases in both adult and pediatric populations.  A concussion is a type of traumatic brain injury (TBI) that affects brain function and includes headaches, problems with concentration, memory, balance, and coordination.  It is possible to have a concussion and not realize it.  In some instances, the signs and symptoms of a concussion can be subtle but not debilitating.  It is important for all levels of health care providers to recognize signs and symptoms that may warrant clinical evaluation.  Research is advancing in more accurate, efficient diagnostic techniques and more effective treatment options. Case managers can benefit from a better understanding of this condition and the treatment options that will make a lifelong difference for patients.

LEARNING OBJECTIVES:

  1. Determine the differences between concussion and other types of traumatic brain injury (TBI)
  2. Identify the different clinical and rehabilitative outcomes between TBI and concussion
  3. Explore the most optimum resources for care and treatment of TBI and concussion

Session 5A: Finding the Value of Substance Abuse Intervention in the Hospital Setting

Maureen Donovan Decker, LCSW, CADC
Transplant Social Worker · Case Management
Tampa General Hospital · Tampa, FL

ABSTRACT:

Addiction is a hot topic in the media and are increasingly prevalent in the inpatient health care setting.  As case managers, it is imperative that we contextualize for other members of the interdisciplinary team the importance of treating each individual’s whole health concerns, including any substance use.  This process can begin in the acute hospital setting and often is led by the case manager engaging that individual in motivational interviewing.

LEARNING OBJECTIVES:

  1. Become familiar with the disease process of addiction and the impact that substance abuse has on hospital revenue
  2. Review what the health care community is doing to combat the impact of addiction
  3. Exam tools to assist in identifying and providing brief intervention for affected hospitalized individuals

Session 5B: Readmission Statement of Work: Transition of Care Program

Sue Muchler, RN, MSN, MBA, FACHE
Regional Director · Case Management
Quorum Health · Cape Coral, FL

Devonne Grizzle, RN, MSN, CCM
Vice President · Case Management
Quorum Health · Cape Coral, FL

ABSTRACT:

Review the four basic elements to develop a statement of work for a readmission management program.  Effective use of these basic elements in conjunction with a transition of care program can effectively impact return on investment via readmission reductions and penalties.  This session will provide highlights of basic elements but focus on the development and execution of a transition of care program along with the use of tracking tools to measure program success and return on investment.

LEARNING OBJECTIVES:

  1. Understand the statement of work for a successful readmission management program: review of the four basic elements needed for a successful readmission management program
  2. Learn how to develop and implement a transitions of care program
  3. Pulling it all together: people, process and measuring a program’s success

Session 6: Where the Rubber Meets the Road: Developing Future Case Management

Robert M. Larson, MSW, LCSW, ACM
Acting Chief, Social Work Service · Social Work
Bay Pines VA Healthcare System · Bay Pines, FL

ABSTRACT:

The development of managers is a dynamic and evolving endeavor that is challenged with negotiating shifting policies and emerging best practices. Many Managers are new to their positions and are challenged with varying levels of support to develop the requisite skills required in these positions in the 21st Century. In addition, not all will have access to post-graduate education that has been developed and continues to be refined. Thus, their needs in the workplace often are met within organizations with limited supporting structures and resources to promote the development of these skills. Managers can make use of standards of practice, literature, and structured supports within their work setting to help develop new and developing case managers. These skills such include hard skills, such as developing a knowledge base both specific to their immediate organization as well as general management principles, that address issues such as labor-management agreements, identified scopes of practice expected of staff, and the relationship between the agency's mission and social work practice. The development of "soft skills", being a skillful communicator, advocating for case management practice, negotiating with other departments within the agency, and supporting front line staff development. Finally, the new and emerging manager must be supported in the development of their vision for their own practice, helping their unique individual skills and how they can be applied to case management.

LEARNING OBJECTIVES:

  1. Acquire 3 "Hard Skills" expected of case management supervisors they can help to develop
  2. Explore and develop 3 "Soft Skills" expected of case managers
  3. Review their vision for their own supervisory/management style

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August 3-4, 2017

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