Long-term care administrators are a vital part of the future healthcare needs in the United States. This is a profession that is quickly growing, but so are the complexities of being an administrator. Today�s administrator is a leader who is skilled in finance, staffing, facilities management, family liaison, and regulatory compliance. In this course, you will learn about a few critical skills needed of a new administrator, including delegation, decision making, time management, and managing complaints and employees to help you get started in this role.
Georgia Nursing Home Administrators Board (CEBroker Provider # 50-290)
Florida Board of Nursing Home Administrators (CEBroker Provider # 50-290)
This educational offering is approved by the California Nursing Home Administrator Program (NHAP) for full credit as a course relating directly to duties, functions, or responsibilities of the nursing home administrator. Provider # CEP 1701; Course Approval # 1701035-8121. This activity is approved for 1.0000 contact hours.
This course is approved as continuing education by the Oregon Department of Human Services in accordance with state regulation 411-057-0140 for Assisted Living Administrators, Residential Care facility Administrators and Memory Care Communities within the State of Oregon. This activity is approved by Oregon Department of Human Services for 1.00 contact hours.
Outline:
Section 1: Introduction
A. About This Course
B. Learning Objectives
Section 2: Your New Role
A. Role Changes
B. Establish a Direction
C. Putting Out Fires
D. Support and Resources
E. Review
F. Summary
Section 3: Delegation and Decision Making
A. Delegation
B. Provide All Task Information & History
C. Explain All Details Up Front
D. Resources and Authority
E. Recognize and Reward
F. Track Skills
G. Provide Ongoing Feedback
H. Decision Making
I. Decision-Making Guidelines
J. Review
K. Summary
Section 4: Managing Your Time
A. Time Management
B. Value Your Time
C. Set Priorities
D. Avoid Procrastination
E. Meeting Management
F. Conducting Effective Meetings
G. Review
H. Summary
Section 5: Managing Complaints
A. Complaints
B. The Four-C Approach
C. Conflict Management
D. Avoid Lawsuits
E. Review
F. Summary
Section 6: Managing Employees
A. Staffing, Staffing, Staffing
B. Multigenerational/Cultural Differences
C. Coaching Employees
D. Work Together
E. Giving Feedback
F. Counseling Employees
G. Disciplining Employees
H. Review
I. Summary
Section 7: Conclusion
A. Summary
B. Course Contributor
C. Resources
D. References
E. Congratulations!
Cheryl Swann, RN-BC, BSN, WCC, LNHA has worked in long-term care for 20 years. Mrs. Swann has worked in many positions including Director of Nursing, Medicare Nurse Coordinator and Nursing Home Administrator. Cheryl is certified in both Gerontological nursing and wound care. In the past, she has assisted in the operations of multiple nursing facilities, including staffing, payroll, public health concerns, family member issues, management of consultant relationships (e.g. pharmacy, dietary, etc.), and as an intermediary between long-term care facilities and doctors. Mrs. Swann worked closely with federal monitors and the Office of Inspector General in developing an effective Continuous Quality Improvement and compliance program in her organization. Mrs. Swann has presented nationally regarding effective Quality Assurance, Restraint Reduction, Wound Prevention, CMS Five Star Quality Rating System and Developing a Corporate Compliance Program. Her expertise includes staff training and development, Quality Assurance and Performance Improvement initiatives, and policy development. Disclosure: Cheryl Swann, RN-BC, BSN, WCC, LNHA has declared that no conflict of interest, Relevant Financial Relationship or Relevant Non-Financial Relationship exists.
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