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Elevating the Occupational Therapy Practitioner Role in Post-Acute Care Settings Following the COVID-19 Public Health Emergency

by Transitional Care Management

09 22, 2022 | Posted in General | 0 comments

Transitional Care Management’s Sabrena McCarley, Director of Clinical Reimbursement MBA-SL, OTR/L, CLIPP, RAC-CT, QCP, FAOTA, and Linda Riccio, OTR/L, Vice President of Therapy Services, will present at the Illinois Occupational Therapy Association on November 18, 2022.
For more information, please visit: https://www.ilota.org/2022-conference-main-page.

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Post-Acute Sales and Marketing Thought Leadership

by Transitional Care Management

09 22, 2022 | Posted in General | 0 comments

Charles Ross, Chief Strategy Officer presents on Post-Acute Sales and Marketing Thought Leadership panel at SMASH: Senior Care Marketing Sales Summit  
October 24 – 26, 2022 (Las Vegas, NV)
Learn from this group of sales and marketing experts, including Charles Ross, Chief Strategy Officer with Transitional Care Management, about what’s really happening in the marketing trenches and the different approaches they are taking to increase admissions and census in skilled nursing.

In this thought-provoking panel, participants will hear a diverse range of ideas and insights and walk away with a spark that will ignite new ways of looking at revenue in 2023.

For more information or to register, visit https://www.seniorcaremarketingsummit.com/.

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COVID Long Haulers

by Transitional Care Management

09 22, 2022 | Posted in General | 0 comments

Michelle Stuercke, RN, MSN, ND, LNHA, Chief Clinical Officer, Transitional Care Management

Individuals with multiple medical co-morbidities are most likely to experience lingering COVID-19 symptoms, often referred to as "Long Covid." Their recovery is further complicated by the prolonged immobility and isolation required during the public health emergency leading to significant physical, psychosocial and cognitive deficits.

In this panel discussion, featuring Transitional Care Management Chief Clinical Officer, Michelle Stuercke, participants will learn what long haul Covid is, the statistics behind those who have it, and possible treatment options.
To learn more, attend the National Association of Rehabilitation Providers & Agencies (NARA) conference or visit: https://www.eventsquid.com/event.cfm?event_id=17083)

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Interdisciplinary Approaches to Managing Resident Care Post Covid-19

by Transitional Care Management

09 22, 2022 | Posted in General | 0 comments

Linda Riccio, OTR/L, Vice President of Therapy Services, Transitional Care Management,  and Michelle Stuercke, RN, MSN, DNP, LNHA, Chief Clinical Officer, Transitional Care Management

Individuals with multiple medical co-morbidities are most likely to experience lingering COVID-19 symptoms, often referred to as "Long Covid." Their recovery is further complicated by the prolonged immobility and isolation required during the public health emergency leading to significant physical, psychosocial and cognitive deficits.

Transitional Care Management Chief Clinical Officer, Michelle Stuercke, RN, MSN, DNP, LNHA and Vice President of Therapy Services, Linda Riccio, OTR/L, will review a multi-disciplinary approach to resident care to promote the recovery of COVID-19 symptoms and long-haul effects, while achieving well-being during the long recovery process at the American Healthcare Association fall conference held in Nashville, TN.
To learn more, attend the American Healthcare Association's October 9 - 12, 2022 conference. For more information please visit: https://www.eventscribe.net/2022/AHCA/

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Compassion Fatigue and Caregiver Burnout: Working Together to Work Through It

by Transitional Care Management

09 22, 2022 | Posted in General | 0 comments

      
Linda Riccio, OTR/L, Vice President of Therapy Services, Transitional Care Management, and Michelle Stuercke, RN, MSN, DNP, LNHA, Chief Clinical Officer, Transitional Care Management

National headlines describe “The Great Resignation” as our profession experiences the long-term challenges of working through a pandemic with health care providers experiencing issues such as caregiver burnout, compassion fatigue, post-traumatic stress, and occupational deprivation, all of which have resulted in some of the greatest staffing shortages we have seen in our careers.

Transitional Care Management’s Linda Riccio, OTR/L, Vice President of Therapy Services and Michelle Stuercke, RN, MSN, DNP, LNHA, Chief Clinical Officer, spoke with Illinois-based longterm care providers at the Illinois Healthcare Association’s annual fall convention about taking care of the health care providers and caregivers and offered strategies for how to care of one another in the face of difficult work.
For more information about how to recognize the signs of compassion fatigue and burn-out, find personal home and work life balance, and regain job fulfillment contact CRoss@tc-mgmt.com

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Preventing Negative Patient Outcomes: A Collaboration Between Nursing and Pharmacy

by Transitional Care Management

09 22, 2022 | Posted in General | 0 comments

Michelle Stuercke, RN, MSN, ND, LNHA, Chief Clinical Officer, Transitional Care Management
As a featured speaker at the Illinois Healthcare Associations convention held in Peoria this fall, Michelle Stuercke, Chief Clinical Officer for Transitional Care Management, presented on the importance of developing a working partnership and how a collaboration between pharmacy and nursing for medication reconciliation can lead to decreased costs, negative outcomes, and re-hospitalizations.
For more information about how Transitional Care Management can help your organization decrease costs and reduce negative outcomes, contact CRoss@tc-mgmt.com

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Supporting Nurse Leaders in Turbulent Times

by Transitional Care Management

09 22, 2022 | Posted in General | 0 comments

Michelle Stuercke, RN, MSN, DNP, LNHA, Chief Clinical Officer, Transitional Care Management

Retaining and growing nurse leaders has always been a challenge, but during a pandemic, the challenge has become even more difficult.

As a featured speaker at the Illinois Healthcare Associations convention held in Peoria this fall, Michelle Stuercke, Chief Clinical Officer for Transitional Care Management, offered helpful strategies for retaining nurse leaders, recruiting nurses to become part of the leadership team, and growing individuals within the organization to assist in clinical team leading.
To learn more about how Transitional Care Management can help your organization recruit, retain, and nurture leaders, contact CRoss@tc-mgmt.com

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We Value your Compliments and Concerns

by Transitional Care Management

07 05, 2022 | Posted in Featured | 0 comments

In the spirit of open communication, Transitional Care Management actively solicits input from residents, guests, employees, and family members. iCare is the “listening ear” of the TCM organization. With this program and  847-720-8860 dedicated phone line, TCM turns s former “compliance hotline” into a direct line for expressing:
  • Compliments and recognition of a job well done
  • A direct conduit to management for discussing concerns
  • And a vehicle for team members residents and guests to express Bright Ideas and suggestions that will help us improve operations.
"More than a hotline, iCare is also an ever-present reminder of the caring customer service culture that is so critical to our success," says Denise Norman, President of Transitional Care Management, "and it serves as a gentle reminder to our crew to show our customers how much we care every chance we get!" We’d love to hear from you! Let us know what we are doing right and how we can improve. Look for the iCare logo on posters and suggestion boxes throughout all TCM-managed Centers, and please don’t hesitate to call or fill out an iCare comment card show how much you care if you have a bright idea, compliment or concern to share.

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Transitional Care Management Welcomes New Director of Clinical Reimbursememt

by Transitional Care Management

04 29, 2022 | Posted in Uncategorized | 0 comments

SABRENA McCARLEY, MBA-SL, OTR/L, CLIPP, RAC-CT, QCP, FAOTA DIRECTOR OF CLINICAL REIMBURSEMENT

Sabrena McCarley is a licensed occupational therapist and industry leader with expertise in providing clinical and operational management within post-acute care settings. At TCM, she is responsible for mentoring and training therapists, clinical and regulatory support, and partnering with customers and interdisciplinary teams on program development and training. Sabrena holds several publications and is a regular guest faculty speaker at various colleges and universities as well as state, national and international conferences. She is a California representative for the AOTA Representative Assembly and is a member of the Living in Place Medical Advisory Panel. She is also actively involved in leadership with The National Association of Rehabilitation Providers and Agencies as a Board Member at Large and Chair of Government Affairs Committee. In 2022, McCarley was appointed to the Technical Expert Panel for the Measurement Gaps and Measure Development Priorities for the Skilled Nursing Facility Value-Based Purchasing Program.

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Five Years in the Making, Thrive Sees Post-COVID Upside in Three New Skilled Nursing Facilities

by Transitional Care Management

08 20, 2020 | Posted in Press | 0 comments

Skilled Nursing News  | Developing new post-acute and long-term care infrastructure during normal times isn’t always easy — in fact, for one Illinois company, the phased opening of three new skilled nursing facilities this year represented the culmination of more than five years of work. But as COVID-19 continues to reveal the fatal shortcomings of outdated nursing home design, calls for newer facilities with private rooms and a higher level of care have already grown louder, and the team at Innovative Health believes they’ve made the right bet on what seniors and hospital partners will want in a post-pandemic world. “Time will tell our success, but I think the model is so different that people are really willing to give us an opportunity to show them how different it is,” Innovative Health chief strategy officer Charles Ross told SNN. The company is two-thirds of the way through opening a trio of new skilled nursing facilities in the western Chicago suburbs of Mundelein, Lisle, and Aurora, Ill., all branded under the Thrive name. The former two are currently open and operational, with the third set to open later this year. The Mundelein project, Thrive of Lake County, replaced a county-run facility that Innovative Health initially applied to take over on an interim basis around six years ago. The other two, Thrive of Lisle and Thrive of Fox Valley, represent completely new developments, with a total price tag of about $80 million for all three. Thrive of Lake County’s status as a replacement for an existing nursing home helped to ease the project through Illinois’s certificate of need (CON) process; like many other states, Illinois limits the number of skilled nursing beds that can legally operate in an attempt to prevent oversaturation and, in theory, maintain a high standard of quality.

In this case, the new facility clocks in at 185 beds, compared to the old property’s 224.
“Essentially, we were de-bedding the market by 39 beds, so the CON board obviously understood what we were trying to accomplish,” Innovative Health principal owner Brad Haber said. That doesn’t mean the road was easy: Even with that advantage, it took the the Innovative Health team a year to secure the CON approval on the replacement building, while facing challenges on the CONs for the remaining two facilities. The Lisle facility also saw delays with receiving formal certification for Medicare and Medicaid residents from the state of Illinois, despite serving residents covered under private insurance plans, according to Brian Cloch, principal of Innovative Health partner Transitional Care Management. Thrive’s experience is indicative of the inherent challenges in designing and building new skilled nursing inventory in many markets. Aside from CON rules, which often do not allow the creation of new nursing home beds without contraction somewhere else, investors aren’t always willing to place a bet on new construction in a space perceived as particularly susceptible to abrupt changes in government reimbursements. Some companies have seen preliminary success with the high-end “medical resort” model, with real estate investment trusts (REITs) and other investors putting up tens of millions to construct luxurious properties that cater to younger seniors who want a hotel-like experience while recovering from surgeries and other acute events. But on the whole, investment in new nursing homes has been limited, contributing to a landscape where operators in the space generally have the oldest physical plants in the greater senior care spectrum. The average nursing home still features shared rooms and narrow corridors that consumers and their families don’t prefer — and which serve as particularly virulent breeding grounds for COVID-19. In Massachusetts, for instance, state health officials have noted that rules requiring new nursing facilities to have single-occupancy rooms have been on the books since the early 2000s — but because so many older facilities were grandfathered in through waivers, a lack of substantial new construction means that the state still has a primarily old stock of nursing home real estate. The pandemic has thus brought nursing home design into the greater public consciousness, with the Green House model of small-home design emerging as a particular area of focus for big-picture thinkers in long-term care. But Thrive’s strategy of lower bed counts and ground-up design could also position the buildings for life amid a pandemic with no end in sight. “What makes us different is that we have made the commitment to the design of the building and to the care delivery model,” Cloch said. The Thrive buildings have all the trappings of the higher-end medical resorts that have spurred investor excitement, such as a kitchen with a professional pizza oven and lobbies that look more like boutique hotels than nursing homes. But the luxury design touches belie a wider strategy. The Mundelein campus, for instance, features three separate buildings for each of its main care models — short-term rehab, long-term care, and skilled memory care — connected in the center by a shared kitchen. Each of the buildings has its own separate entrance, dining area, therapy gym, and other amenities, according to Cloch. Unlike some other new developments, the Thrive facility in Mundelein also accepts Medicaid, allowing residents to remain at the facility long-term if they end up needing more than the 100 days of Medicare-covered post-acute care, Cloch noted. The other two properties, which will both feature 60 beds and serve only post-acute residents, were designed with the potential for reconfiguration in mind, Ross aid. “The way the different centers are designed if we should ever need to separate suites because of COVID or clinical programming or really any other reason … we’ve got multiple units that can be closed off and work independently from each other,” Ross said. “So it gives us a lot of flexibility.” The Thrive team has focused on showing the buildings’ worth to hospital partners, which have been forced to reconsider their own post-acute strategies amid a sharp drop in elective surgeries and patient concern about going to an institutional setting after witnessing tens of thousands of COVID-19 deaths in American nursing homes. While Ross acknowledged that health systems in Thrive’s markets have accelerated their push to send more people directly home, he noted that they still recognize the need for institutional care for some portion of the population — and that providing something different, with private rooms and bathroom facilities, can help set operators apart. “They’re still finding there’s a core population that just isn’t going to do well at home, and it’s going to need transitional care, and need our products,” Ross said. READ ORIGINALLY PUBLISHED STORY HERE    

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