Accommodations and Creativity

Staff development specialists were surveyed regarding their reasons for participation in continuing nursing education programs. Hospital-based staff development specialists (n = 279) from American Hospital Association member facilities responded to the Participation Reasons Scale (PRS). Using a Likert scale 1 to 7 rating, mean scores ranged from 3.52 to 6.40. There were significant differences in the responses of certified and noncertified staff development specialists for four items. Those with a mandatory requirement for continuing education responded differently from those without the requirement. Findings can help continuing education professionals make decisions about programming.

Across the healthcare system, staff development specialists and nurse leaders have been challenged with the development, implementation, and evaluation of processes by which clinical nursing staff demonstrate competence in an efficient and effective manner. The purpose of this article is to describe one approach used in an acute care setting. Staff development specialists and nurse leaders played key roles in assessing, developing, and evaluating a nursing competency validation fair.

The purpose of this national role and function study was to identify the essential activities and necessary knowledge areas for effective case manager practice from the perspective of those currently functioning in various care settings and across diverse professional disciplines. The national study covered all case management practices and/or work settings across the full continuum of health care. This cross-sectional descriptive study used the practice analysis method and online survey research design. It employed a purposive sample of case managers, in which 52,370 individuals received an invitation to participate. Data collection completed over a 4-week period, resulting in 7,668 useable survey responses (nearly a 15% response rate). The study identified the common activities and knowledge areas necessary for competent and effective performance of case managers, as is highlighted in this article, which is the first of a 2-part series on the role and function study. The results informed the needed update of the test specifications for the Certified Case Manager (CCM) certification examination, as will be delineated in Part 2 of the article series, to ensure that it continues to be substantiated in current practice. Of special note are the emergence of specific activity and knowledge domains in the area of case management ethical, legal, and practice standards, and an increase in the number of employers requiring certified case managers to fill vacant positions and compensating them financially for such qualifications. This study helps keep the CCM credentialing examination evidence-based and maintain its validity for evaluating competency of case managers. Specifically, the study identified essential activities and knowledge domains that define competent case management practice. Findings can be used for developing programs and curricula for the training and development of case managers. The study instrument also can be used for further research of case management practice.

Clinical nurse preceptors, staff development specialists, and staff nurses are becoming more involved with the clinical learning experiences of new graduates, nursing school students, and the highly mobile, experienced nurse. Assessment of learning styles and the cognitive process is necessary for the implementation of successful orientation programs. Consideration of the bipolar learning style of field-dependence/independence can be useful for preceptors involved with teaching in the clinical setting. This article reviews the development of the concept of field-dependence/independence, identifies associated characteristics, and discusses assessment of learning style. Specific teaching strategies for both field-dependent and field-independent learners are discussed.

Staff development specialists are always looking for new and better ways to get the JCAHO message to their organization's staff. The staff development department used a novel method, the Bathroom Blitz, to educate captive audiences, one-person-at-a-time, thereby using the common situation in an uncommon way. Twelve hundred employees had the opportunity to regularly become informed of JCAHO topics without having to leave the unit. The Bathroom Blitz approach was an effective tool for educating staff in preparation for the many "mock surveys" conducted prior to Joint Commission and the actual onsite JCAHO visit.

Staff development specialists and certified wound, ostomy, continence nurses must be leaders in the design of orientation programs that will assist nurses new to the practice of home health care develop wound care management skills. An orientation developed on evidence-based practice is essential to ensure quality, safe patient outcomes, and positive fiscal outcomes. This article describes the basic elements essential to a comprehensive orientation and suggests several models to assist the orientee in developing competency in wound care.

Patrice V. Sminkey, RN, is the Chief Executive Officer of the Commission for Case Manager Certification (CCM), the first and largest nationally accredited organization that board-certifies case managers. To date, more than 35,000 case managers have been awarded the Certified Case Manager (CCM) designation. For more information, please see www.ccmcertification.org. Address correspondence to Patrice V. Sminkey, RN, Commission for Case Manager Certification, 15000 Commerce Parkway, Suite C, Mt. Laurel, NJ 08054 ([email protected]). The author reports no conflicts of interest.

To describe the practice of case managers in diverse settings with special focus on the roles and functions that they engage in during an average work day. Results were also used to validate and revise as indicated in the blueprint of the certification examination of the credential Certified Case Manager (CCM). The study covered all of the various case management practice settings. This cross-sectional descriptive study applied the practice analysis method and survey research design. It also employed a purposive nonrandomized sampling procedure that resulted in 6,909 total participants. Data collection was completed between May and July 2009. The survey instrument used consisted of 209 items that addressed background and demographics, case management activities, and knowledge areas. The case management professionals who participated in this study had similar perceptions of the essential activities and knowledge aspects of their practice except for those who are vocational rehabilitation and work adjustment specialists and those who practice in the life care planning and disability management settings. The study also resulted in the identification of 6 essential activity and 6 knowledge area domains. This study described the current practice of case management in diverse settings and by different health care professionals who assume the case manager's role. It also forecasted what practice changes might occur in the next few years. In addition, it identified the essential activities and knowledge areas required for effective and competent performance of case managers. These findings provided the evidence of the CCM certification examination and demonstrated that the structure or blueprint of the examination was developed on the basis of rigorous research. In addition, findings of this study can be used for further research in case management and developing training and education curricula for the advancement of case managers.

The field of case management is experiencing a rise in the number of certified case managers and certified (or accredited) programs in case and disease management. However, not every practicing case manager, employer, payer, or client is aware of the value of certification. In addition, there exists some confusion about the difference between "individual" and "institution" certification; sometimes they are erroneously used as interchangeable terms. This article emphasizes the value of case management certification and its necessity, and clarifies the difference between individual and institution certification.

Lynn S. Muller, JD, BA-HCM, RN, CCM, began her career at Pace University as a registered professional nurse (RN), went onto earn her bachelor of arts degree in health care management at St. Peter's University of New Jersey, and then her Juris Doctor from Quinnipiac University School of Law. She is currently a practicing attorney and the managing partner of Muller & Muller. Her practice includes defense of health care professionals before the state licensing boards, case management litigation, family law, wills, trusts, and estates, as well as consulting representation of medical practitioners, facilities, and health service corporations on such issues as regulatory compliance and day-to-day operations. Dr. Muller is a popular and sought-after keynote and session speaker at national and regional conferences. She is the contributing editor of Professional Case Management: The Official Journal of the Case Management Society of America (CMSA) and the Commission for Case Management Certification (CCMC), a former member of the board of directors of CMSA of New York City. She is an adjunct professor at Saint Peter's University School of Nursing in the MSN and DNP Programs. Dr. Muller is the author of more than 80 articles in nursing and case management journals and listed on the NIH website. She is a contributor to the 2016 CMSA Standards of Practice and CMSA Career & Knowledge Pathways. Dr. Muller is the author of both legal chapters of the third edition of Case Management: A Practical Guide for Education and Practice and third edition of the CMSA Core Curriculum for Case Management. She is a former Commissioner for the Commission for Case Management Certification (CCMC), where she now serves on the Professional Development and Education Committee, is a certified facilitator for CCM CERTIFCATION 360, a Multi-day Immersion Program and other special projects. She is a contributor to the CCMC Case Management Body of Knowledge (CMBOK) and a past President of the New Jersey Chapter of CMSA. Dr. Muller is the former director of social services for the Borough of Bergenfield, NJ, a community-based case management program she developed and initiated. Dr. Muller has also served her community as public defender, municipal court judge, and councilwoman, and chaired the Borough's Barrier Free Committee. Address correspondence to Lynn S. Muller, JD, BA-HCM, RN, CCM, Muller & Muller, P.O. Box 164, Bergenfield, NJ 07621 ([email protected]). Disclaimer: The information contained in this department is for educational purposes only. It is not legal advice, which can be given only by an attorney admitted to practice in the jurisdiction/state(s) in which you practice. Do you have a question or issue you would like addressed here? Questions are always welcome. We encourage ALL readers to submit questions and/or manuscripts, as well as topics you would like to see addressed in this department. Questions and other inquiries are accepted by email at: [email protected]. If you have an idea you would like to discuss, send your contact information by email and you will be contacted via your preferred method. The author reports no conflicts of interest.

Introduction: Case Management is fundamental in managed healthcare and has been identified as an established practice delivered by varied health professionals. The aim of the study was to identify the occupational therapist's role and scope of practice in case management in South Africa. Method: A questionnaire was developed and distributed via Surveymonkey which yielded quantitative and qualitative data. Results: Occupational therapists are in involved in case manager functions and the extent and intensity of involvement depends on the practice area. More than half the respondents (n=43 i.e. 64%) indicated frequent involvement in case management. The majority of respondents indicated that academic preparation in case management would be beneficial at post-graduate level (64%). Conclusions: Case management has been implemented by occupational therapists operationally in disability management and as a component of vocational rehabilitation. A high percentage are involved in advocacy for the client, collaboration with the employer in transitioning the client back to work and the coordination of services to enable a work reintegration which are all recognised as case manager functions with an emphasis on occupational performance. Further research is suggested for formalised training in the field to strengthen the occupational therapist as case manager and for the use of a standard practice in vocational rehabilitation.

Lynn S. Muller, JD, BA-HCM, RN, CCM, is a nurse attorney, independent professional case manager, and managing partner of Muller & Muller. She is an adjunct professor in the MSN and DNP programs at Saint Peter's University of New Jersey. Lynn is a registered nurse and a board-certified case manager with extensive nursing and case management experience. Her law practice includes defense of health care professionals before the state-licensing boards, consultant on such issues as regulatory compliance and accreditation, civil litigation, Wills, Trusts and Estates, and Family law. Lynn is the author of more than 60 articles and the legal chapters of the fourth edition of Case Management: A Practical Guide for Education and Practice and the second and third editions of the CMSA Core Curriculum for Case Management. Lynn is a contributor to the CCM Body of Knowledge® (CMBOK), CMSA Career and Knowledge Pathways Project, and CMSA Standards of Practice for Case Management, and is the contributing editor of Professional Case Management. She is a former commissioner for the Commission for Case Manager Certification (CCMC), serves on the Professional Development and Education Committee, and is a facilitator for CCMC's 360®, the immersion study course. Address correspondence to Lynn S. Muller, JD, BA-HCM, RN, CCM, Muller & Muller, P.O. Box 164, Bergenfield, NJ 07621 ([email protected]). Disclaimer: The information contained in this department is for educational purposes only. It is not legal advice, which can be given only by an attorney admitted to practice in the jurisdiction/state(s) in which you practice. Do you have a question or issue you would like addressed here? Questions are always welcome. We encourage ALL readers to submit questions and/or manuscripts, as well as topics you would like to see addressed in this department. Questions and other inquiries are accepted by email at: [email protected]. If you have an idea you would like to discuss, send your contact information by email and you will be contacted via your preferred method. The author reports no conflicts of interest.

The Commission for Case Manager Certification (CCMC) conducted its third case managers' role and functions study in 2004 for the purpose of validating the currency and relevancy of the certified case manager examination. The results of this study are shared in an article of 2 parts. Part I, which was published in the previous issue of this journal, discussed the process the CCMC used for the development of the Case Managers' Role and Functions Survey Instrument and the identification of new 6 essential functions and 6 knowledge areas that describe case management practice. These findings were based on the survey of a large national sample of practicing case managers. Part II continues the analysis of the results and focuses on identifying the empirical (statistically derived) activity and knowledge domains of case management practice, using exploratory factor analysis. It discusses the similarities and differences found among various subgroups of case managers who were compared on the basis of certain demographic variables. In addition, Part II summarizes future changes in the field of case management as perceived by those who participated in the study.

Lynn S. Muller, RN, BA-HCM, CCM, JD, is a Nurse Attorney and managing partner of Muller & Muller. She is an Adjunct Professor in the Doctor of Nursing Practice program at Saint Peter's College of New Jersey. Lynn is a Certified Case Manager with extensive nursing and case management experience. Her practice includes defense of health care professionals before the state licensing boards, consultant on such issues as regulatory compliance and accreditation, wills, trusts, and estates and family law. Lynn is the author of numerous articles and the legal chapters of the 3rd edition of Case Management: A Practical Guide for Education and Practice and the 2nd edition of the CMSA Core Curriculum for Case Management. She is a former Commissioner for CCMC and a past president of the NJ Chapter of CMSA. Address correspondence to Lynn S. Muller, RN, BA-HCM, CCM, JD, Esg., Muller & Muller, 15 West Main Street, Suite C, P.O. Box 164, Bergenfield, NJ 07621 ([email protected]). Disclaimer: The information contained in this department is for educational purposes only. It is not legal advice, which can only be given by an attorney admitted to practice in the jurisdiction/state(s) in which you practice. Do you have a question or issue you would like addressed here? We encourage readers to submit questions and/or manuscripts and practice concerns, as well as topics they would like to see addressed in this department. Questions and manuscript inquiries are accepted by e-mail at [email protected]. The author reports no conflicts of interest.

Patrice V. Sminkey, RN, is the Chief Executive Officer of the Commission for Case Manager Certification (CCMC), the first and largest nationally accredited organization that board-certifies case managers. To date, more than 35,000 professionals have been awarded the Certified Case Manager certification. For more information, please see www.ccmcertification.org. Address correspondence to Patrice V. Sminkey, RN, Commission for Case Manager Certification, 1120 Route 73, Suite 200, Mount Laurel, NJ 08054 ([email protected]). The author reports no conflicts of interest.