Health Services Management Program Internship Guide

Transcription

1 Health Services Management Program Internship Guide Bachelor of Applied Science Degree University of Minnesota College of Continuing Education HSM Program Susan E. McClernon, Ph.D., Faculty Director Lynn Kiehne, Ph.D., Co-Faculty Alyssa Maples, Internship Coordinator

2 TABLE OF CONTENTS: Overview of the Health Services Management Program Welcome to the Health Services Management (HSM) Program s Internship Guide Objectives of the Internship Student Preparation for the Internship Structure of the Internship Relationship between the Mentor and the Intern Relationship & Evaluation between the Mentor and the University Financial Arrangements for the Intern Sample Job Description of Intern Sample Job Description of Mentor HSM 496 Placement Agreement Job Structured Checklist Contact Information for HSM Internship Coordination for UMN: Susan E. McClernon, Ph.D., Faculty Director Alyssa Maples, Internship Coordinator Health Services Management Program Health Services Management Program University of Minnesota University of Minnesota mccl030@umn.edu mapl0009@umn.edu 1

3 Overview of the Health Services Management (HSM) Program The University of Minnesota Twin Cities Campus developed a new Bachelor's of Applied Science (BASc) undergraduate degree in Health Services Management(HSM) beginning Fall 01. The College of Continuing Education developed a proposal for this new degree program that was approved by the UMN Board of Regents in June, 014. The HSM Program collaborated across the UMN to utilize pertinent existing courses and also developed several new specialized HSM courses working with expert faculty from health services management. We are seeking to connect regarding ways for you and your organization to mentor and support an intern. HSM Program Update ( ): We admitted 7 students in Year 1 (01-016) and we now have over 10 students admitted as of January 1, 017 (Year ). The program has three key distinctions of excellence: 1) The majority of HSM core faculty are working professional adjuncts bringing years of applied experience in the health services management industry. ) A 400 hour on-site internship is required for students which includes doing a significant Challenge Project and Presentation for their employer. 3) We host an HSM Industry Advisory Board (with over 30 different health services management leaders representing a diverse group of organizations) that provides us guidance on current and future HSM competencies, curriculum development, internships to ensure we stay relevant to our changing industry into the future. Our HSM Program Vision, Mission, Values and Competencies The following outline our mission, vision, values and the core competencies we want our students to graduate with and bring into the industry. The HSM Faculty and administration are committed to working with each of our students to achieve them. HSM Mission Through excellence in education and applied community engagement, the University of Minnesota Health Services Management program advances health by developing leaders focused on transforming health services in the United States and globally.

4 HSM Vision Developing knowledgeable leaders who advance the health and wellbeing of people, organizations and communities by transforming health services through applied innovation and collaboration. Values Patient Centric Excellence Safe Innovative Timely Transparent Effective Ethical Efficient Integrative Equitable Positive Work Culture HSM Competencies & Program Outcomes PO1. Evidence-based Leadership : Practice evidence-based servant leadership to ensure excellent health services outcomes. PO. Management: Leverage sound business principles and technology to guide day-to-day operational, strategic, and clinical decisions that ensure delivery of value-based health care. PO3. Communication and Collaboration : Communicate and collaborate within and between disciplines, health services, and communities to transform patient care, improve health and value. PO4. Strategic and Business Planning : Formulate business plans aligned with health policy, population health, governance, and regulatory/legal entities. PO. Innovation : Combine system and design thinking with integrative medicine to create an innovative holistic health system. PO6. Ethics and Social Responsibility : Promote ethics and social responsibility at all levels of health services and management. 3

5 Welcome to the Health Services Management (HSM) Program s Internship Guide An objective of the HSM Program is to prepare undergraduates capable of becoming health services leaders in all types of health services organizations. The HSM Program of study is 3-4 years in length, beginning in the fall and spring semesters and has two phases: 1. Full-time or part-time academic work online and/or on the University Campus. A summer internship of 400 hours minimum in a health care setting between the Junior and Senior Year after meeting all prerequisites Upon successful completion of the academic work, a Bachelor s of Applied Science in Health Services Management (BASc) degree is awarded by the College of Continuing Education at the University of Minnesota. The HSM Program has three key elements providing successful students: Strong adjunct faculty network paired with curriculum experts Excellent industry and community support, and an Active and representative HSM Industry Advisory Board. There are many opportunities for students to gain additional health services and leadership development through Teaching Assistants positions, student led clubs on campus, volunteering and other leadership opportunities on and off campus. Objectives of the Internship The internship is a vital part of the academic program and provides the students with a consolidated period of time to relate and apply what they have learned in the classroom to a health services management in an organization. The purpose of the internship is to provide an introduction to the daily activities of an organization from the perspective of management. Whenever possible, the internship is tailored to the interests and professional needs of the students, taking into account previous experience and areas of interest. Obviously, the level of competency achieved will be less for the bachelor s degree intern than for the master s level administrative internships. The student is expected to develop written objectives for the internship, discuss these with his/her faculty advisor and then with the mentor. When students have special personal or professional needs that should be considered during the internship, the student should share these needs directly with their internship mentor. 4

6 During the internship, students will be applying their course work in the health services management area and contributing knowledge of best practices to make a positive impact on the health services management workplace and industry. Students will be participating in career development activities and networking. The objectives of the HSM Internship are: 1. Demonstrate real-time problem-solving and business skills in a health care related work environment.. Interact with and observe the role, function and style of top management individuals, including the CEO, in order to learn from them. 3. Apply the coursework learned from the health services management classes and to provide an environment for the controlled application and testing of skills, theories, and concepts presented during the academic year. 4. Allow students to augment their resume with industry-specific experience and make potential future employment contacts.. Allow students to contribute skills and expertise in the health services related field to employer and more generally, the industry as a whole. 6. Exhibit effective communication and interpersonal skills both at the work site and in a presentation environment. 7. To provide the employer an opportunity to evaluate the student in relation to their needs for professional development and potential for finding an specific area and career in health services management.

7 Student Preparation for the Internship During the coursework, all students will have completed a series of courses designed to give them a basic understanding of and exposure to basic management challenges in health care organizations, including: Experience in Administration & Management in organizations All students have worked on assignments during the academic courses on assigned management projects in health services management and have had to reach out HSM leaders in the Twin Cities. These assignments have included: 1. Understanding of the US health care delivery systems. Site visits and seminars at health services organizations in the community learning about human resources, legal & regulatory factors, marketing and quality management & patient safety 3. Analysis of management and operation functions and challenges 4. Complete financial analysis of health care organizations financial statements. Develop a business plan for an organization The students have also been required to write numerous reports, group projects and make oral case and organizational presentations that have been reviewed and graded by the faculty. The combination of management projects and applied management courses should provide a solid foundation for the internship. Prerequisites It is required that students have completed the majority of the core HSM courses prior to the Internship including the following: Health Care Delivery Systems (HSM 31) Health Care Administration and Management (HSM 461) Human Resources in Health Care Settings (HSM 431) Health Care Finance (HSM 441) Preferred: Health Care Law & Ethics (HSM 491) Quality Management & Patient Safety (HSM 4301) Health Informatics I (HINF 430) Students admitted Fall 017 or later take career and internship planning courses ABus 301 or ICP 301 courses to ensure that all course pre-work is completed including having a resume, cover letter, and being signed up on LinkedIn. 6

8 In addition, each student has prepared an HSM statement of interest with their types of positions and preferred health services organizations for the internship and how these fit into their overall career goals. This information will be shared with the mentor early on in the process of seeking an internship. Structure of the Internship A. Orientation A comprehensive orientation to the mission, philosophy, operational framework and external relationships of the firm is an essential starting place for the orientation of summer intern. Typically a student will spend about two weeks in orientation before moving on to projects and other internship experiences. During this time the student is expected to compile information on the internship site, which is maintained in the HSM Program's internship files for reference use. B. Projects and Challenge Project & Presentation A major component of the internship should be assigned projects. During the summer, a student should engage in detailed staff assignments designed to give practical experience at various administrative levels. To ensure that the student gains a well-rounded health services management experience, it is important that projects be viewed in the aggregate when planning the internship. Several of the projects should carry the student broadly across the firm or should include several different operational areas of the institution. These activities may include assisting in the preparation of the annual budget or the capital budget, the collection of data to analyze problems of high organizational priority, or participation in strategic planning efforts. A formal requirement of the HSM Program during the internship is the completion of a powerpoint (google slides) Challenge Presentation to meet the requirements of HSM 496 (3 credits). The responsible faculty for the report are members of the HSM Program faculty along with support from the Mentor. Written guidelines for HSM 496 presentation is included in the Moodle site. It is not expected that the student will only use free time in the completion of this formal course requirement, but ideally built in some of their internship time. C. Access to meetings (Job Structured Checklist) The intern can benefit by attendance at a variety of internal and external meetings. As a part of their Internship course, they are given a Job Structured Checklist to assist them in getting out into the different departments of the organization and ideally to some of the organization s 7

9 high level meetings. The Job Structured Checklist for traditional health care settings and non traditional settings is included below. Arrangements should be made to facilitate attendance at meetings of the management staff, medical staff, governing board, and/or clients.the students have been instructed that the subjects of these meetings may be very sensitive and are confidential. The student and the mentor should discuss how sensitive information concerning the organization is to be handled internally and externally. Since there are many meetings within firms, it is suggested that the intern prepare a plan for meeting attendance early in this summer with their Mentor. To ensure that the objectives of the organization are protected and if the student is asked to take minutes of any meetings, it is important that student's minutes receive mentor critique and evaluation. Relationship between the Mentor and the Intern The relationship between the Mentor and the intern is key to the internship experience. For this reason, we suggest that the student have a Mentor as a point of contact in the general management of the organization. Fulfillment of the student's learning potential will depend upon the acceptance of opportunities by the student and motivation by the Mentor to provide an environment conducive to a creative and constructive learning experience. It is hoped, for example, that the projects, including a mutually selected Challenge Presentation Project, will require the student to undertake a search for information, formulate a plan for action and make recommendations, including alternatives. In this process, it is critical that the student have the opportunity to discuss and receive feedback on the total project. It is necessary that the mentor discuss with the intern their progress and challenges facing the firm on a regularly planned schedule (about once each week). Also, observations about problem solving processing employed by the organization, as well as the skills and knowledge necessary to these processes should be included. It is expected that members of the management staff will participate, in varying degrees, in the training of the intern. To accelerate the development of these relationships, it is recommended that the intern have an opportunity to attend as many meetings of the management staff as time permits. Relationship & Evaluation between the Mentor and the University At the conclusion of the internship, the mentor will be requested to submit an online evaluation of the intern's experience and performance on forms provided 8

10 in an link from the student and will only go to the HSM Internship Course Instructor. The mentor should discuss their evaluation of the student in order to maximize personal and professional growth and development. The HSM Program will also request that the student evaluate the internship site and mentor in order to have information about various sites available to future students and faculty. The intern is expected to discuss their evaluation of the internship with the mentor. The HSM Program will make information about the student available during internship placement. It is the responsibility of the student to schedule an interview and to provide a current resume to the internship organization. Financial Arrangements for the Intern The internship is expected to continue for 10 weeks for a total 400 hours from mid May/early June through mid August. Arrangements for the entire summer schedule should be developed between the mentor and the intern. We ask the organization to pay the intern a stipend. The HSM Program leaves it to the discretion of the individual institution to provide a stipend commensurate with the amount provided to other students working in a similar capacity. For those organizations that do not have any other administrative interns or would like guidelines, the HSM Program recommends a stipend of $10-0 per hour. The University of Minnesota College of Continuing Education has some internship grants available for students who meet certain financial qualifications. It would be helpful to provide as much information as possible about the organization to the student intern prior to the beginning of the internship. This may be done during the initial interview or immediately prior to the start of the internship. Health insurance may be obtained by the student from Boynton Health Services at the University of Minnesota or be provided by the organization. It is the responsibility of the student to make arrangements for health insurance. Each student is expected to confirm through the completion of the Placement Agreement with their mentor the starting date, salary, and benefit arrangements. Other benefits are at the discretion of the mentor and any orientation requirements should be outlined by the mentor. 9

11 Sample Job Description of Intern There is a diverse range of students who are completing internships to gain experience in the health services management field. Some interns may have some years of prior experience working in health services and others students may have little prior experience working in health services management. Therefore, the role of the Mentor may require more or less mentoring for the intern and guidance is available from the Internship course instructor to complete the internship and internship project successfully. In general, student interns are expected to: Learn and abide by facility standards as applied to facility personnel (e.g., follow facility hours, adhere to dress codes, follow organizational policies, and abide by professional standards) Take as active a role as possible in the operations of each department observed by performing actual duties within the department as permitted by staff to learn first-hand the activities in each department and their contribution to the overall effectiveness of the facility In preparation for the internship, review his or her previous work and volunteer experience and academic preparation to identify areas of administrative responsibility and skills which may need to be particularly attended to during the internship to ensure adequate preparation to begin practice Prepare a list of learning outcomes expected from the internship and share it with the mentor and course instructor, then identify and pursue specific experiences which will achieve those outcomes, again in consultation with the course instructor and mentor Identify and agree to complete an internship project (through negotiation with the mentor and course instructor). The internship project must be approved by the course instructor to satisfy academic requirements. The internship project provides a key learning experience to help fulfill the student s learning outcomes Meet academic institution standards and requirements for completion of assignments i.e., attendance at orientation sessions, preparation of a final written Challenge report and a verbal (PowerPoint) presentation to other students and HSM Advisory Board members/mentors. Taking into account academic institution requirements and the student s personal work and volunteer experience, prepare a schedule of the amount of time to be spent in each Job Structured facility department checklist assignment during the internship (and obtain approval of the proposed schedule from the mentor and course advisor and see that it is implemented). 10

12 Sample Job Description of Mentor The mentor is generally a health services manager, director, administrator (with three or more years of experience) who is working at the sponsoring internship site. Responsibilities of the mentor include the following: Serve as a role model of coach, mentor, and tutor to the student intern. Assist the student in getting the proper hiring process and paperwork completed. Provide the student orientation concerning facility policies, rules and regulations. Assist the student in identification of learning outcomes and activities to achieve them. Assign the student specific and significant duties and projects, including a primary challenge project, which will further the student s understanding of the roles and responsibilities of a health services administrator while contributing meaningfully to the operations of the facility but without replacing other staff. Ensure that opportunity is provided to permit the student to achieve agreed upon learning outcomes including access to high level administrative meetings within the organization during the allotted time. Observe the student s interactions and work within the facility and provide regular feedback concerning positive and negative behaviors and outcomes in all aspects of facility operations and in general managerial activities and skills. Share information and thought processes with the student to provide as much insight as possible into successful approaches to management problem solving and administrative roles including culture building and leadership roles. Provide a concluding evaluation of the student s performance during the internship upon completion in a manner which will encourage the student to grow in his or her administrative skills and competencies. Report misconduct on the part of the student immediately to the course instructor (Dr. Susan E. McClernon at mccl030@umn.edu or ) and work with the course instructor to determine appropriate action to rectify problems or conclude the internship experience at the facility. 11

13 Health Services Management Internship Program Sample Placement Agreement This memorandum of training signifies the obligations and conditions of employment between: AND (Mentor/Supervisor Name, Organization) Mentor Address, Cell Phone & (Student) For the purpose of providing a comprehensive training experience in health services management for a student employee performing job tasks and projects associated with: CONDITIONS OF EMPLOYMENT 1. The internship will begin on the day of, 0, and will run at least until the day of, 0.. The internship will run for weeks with hours per week of employment, to accumulate a minimum of 400 hours of work experience. 3. Wages paid to the intern will be set as follows: Regular work period hourly wage Unpaid or Other (specify). 4. Benefits supplied to intern: (Check those that apply to student s work assignment) Liability Insurance Workers Compensation Social Security. The student learning objectives have been read and discussed. It is agreed that provisions will be made by the Mentor to accomplish stated goals. 6. Students enrolled in a work experience program for credit do not earn wage-credits toward unemployment, and therefore are not eligible to file for unemployment benefits from their HSM internship employer. 1

14 7. Termination of employment by either party will automatically terminate the provisions of this agreement. REPORT and PERFORMANCE EVALUATION DUE DATES Placement Agreement - signed by Mentor and Student submitted to Internship Folder and copied to Internship Faculty and Internship Coordinator Challenge Project Overview: Due in first weeks to Internship Faculty for approval Supervisor Performance Appraisal Form: Due prior to end of internship to Internship Coordinator Student Evaluation Form: Due prior to end of internship to Internship Coordinator AGREED TO BY: / / (Mentor) (Date) / / (Student) (Date) / / (HSM Internship Coordinator) (Date) Contact Information for HSM Internship Coordinator for UMN: Susan E. McClernon, Ph.D., Faculty Director Alyssa Maples, Internship Coordinator Health Services Management Program Health Services Management Program University of Minnesota University of Minnesota mccl030@umn.edu mapl0009@umn.edu 13

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16 Job Structured Checklist This Job Structured Checklist should be completed by the student with assistance from the Mentor and will be submitted as an assignment and reviewed by the Faculty advisor for grading. The student will select one of the checklists that best matches the organization - Traditional health care setting or non-traditional to complete. These types of meetings will benefit the intern and is contingent, in part, on his or her prior experience and interests in health care services organizations. The following guidelines are offered to help structure additional learning activities for the intern during his or her internship. At a minimum: Interns should have an opportunity to study the following records in order to understand their use by the administrator or senior leader: Strategic Plans, Mission, Vision, and Values Financial reports Personnel data Minutes (Board of Directors, quality committees, strategic planning, and other organizational meetings) State/Federal survey information Policies, procedures and job descriptions Interns should spend a minimum of one-half day with each department head IN the unit to: Observe the work that is done Observe the work flow Identify the type of employees needed Identify the responsibilities, problems and tasks of the department head NOTE: It is recommended the Intern works two shifts with a clinical department (i.e. nursing, client services unit) if the intern has no previous experience related to the clinical function. Interns will participate in multiple communication systems for inter-departmental relations (e.g., for patients or clients, families, physicians, and the community) by attending: At least one Board of Directors and/or Senior Executive Leadership meeting Various types of committee meetings (e.g., department head, care conference, quality improvement, medical staff, patient safety, infection control, and pharmacy) In-service education sessions 1

17 Outside meetings (e.g., hearings, conferences, community organizations, and other meetings with external stakeholders) Interns should meet with the administrator/mentor for a minimum of one hour per week if the intern spends 30 or more hours a week at the internship site. The following tasks should be emphasized during these meetings. Discuss administrative problems that would give the intern greater insight into the position, such as a pending problem that requires gathering information for decision-making and problem solving Monitor intern activities Review special projects, programs, assignments or tasks Coach and evaluate the intern to provide feedback on an ongoing basis Interns should have an opportunity to perform at least one task independently in each of the following administrative areas: Planning and organizing a service, an event, a procedure, policy, etc. Staffing help create staff work schedules, interview potential new hires, conduct exit interviews with staff who are ending employment, prepare a strategy for handling a grievance or personnel problem, etc. Directing and guiding conduct a meeting, conduct an in-service program, work as administrative liaison on a weekend, evening, or night shift Evaluating prepare a method for evaluating a department, person, policy, procedure, service, or system Interns will be encouraged to do the following: Develop and research, provide findings, conclusions and recommendations for at least one challenge project Begin a program of lifetime education Identify one s own talents, areas of interest and weakness to provide a sense of direction for future learning Identify short and long-range educational and career goals Identify books, journals, organizations, and educational institutions that will help in achieving the above objectives. 16

18 Job Site Structured Learning Checklist for the Traditional Healthcare Setting Recommended Administrative Areas and/or Departments to Visit (A minimum of 6 departments required. Goal - Achieve 0 Points) Department or function (if applicable to your organization) Note Here Position, Name & Time spent in Department and key agenda topics discussed (See sample) Points Administration* Financial Management* (CFO or Director of Finance) Sample: On 6/10/16, I met with the Mary Litman, CFO for 1 hr and we discussed the budgeting process for the organization and key issues in finance she is experiencing with ACA implementation. Medical Staff Quality Peer Review Meeting* Board Meeting of the organization or Patient Advisory Board Meeting Patient Safety and Quality Management* Accountable Care Division (ACO) or Insurance Division Legal Department and/or Risk Management 10 17

19 Center for Innovation Division Human Resources* Community Relations Marketing Dietary Laundry, Housekeeping Maintenance/Physic al Plant Physical or OT Therapy Chaplain/Spiritual Counseling Health Information Management* Pharmacy Nursing or Clinical Units Medical Staff Services Social Services Supply Chain Leadership Add Other Department/Functio ns as needed per other dept. * Required Department Visit Maximum Possible Points 0 18

20 Job Site Structured Learning Checklist for the Non-traditional Setting Recommended Administrative Areas and/or Departments to Visit (A minimum of 6 departments required: Goal - Achieve 0 points) Department or function (as applicable to your organization) Note Here Position, Name & Time spent in Department and key agenda topics discussed (See sample) Points Administration* Board Meeting or Senior Leadership Team of the organization and/or Patient or Client Advisory Board Meeting* Financial Management* (CFO or Director of Finance, Accounting) Sample: On 6/10/16, I met with the Mary Litman, CFO for 1 hr and we discussed the budgeting process for the organization and key issues in finance she is experiencing with ACA implementation. 10 Medical Staff Services or Client Peer Review Quality* or similar organizational peer review process (this could be client services, mental health professionals, nurses, dentists) Client Safety and/or Quality Management* 19

21 Insurance Division or Accountable Care Division (ACO) Legal Department and/or Risk Management New Business Development 0r Center for Innovation Division Human Resources* Community Relations Marketing Maintenance/Physical Plant Information Technology or Health Information Management* Key Department within the organization. Name; Community Outreach and/or Social Services Add Other Department/Functions as applicable to organizational setting please describe each per dept. * Required Department Visit Maximum Possible Points 0 0