using a cms for supervision
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Using a CMS for Supervision. On demand access to client files. Remote Supervision Encouraging uniform maintenance and review Makes consulting on issues easy Meaningful comparisons to other advocates, and to best practices and standards

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using a cms for supervision
Using a CMS for Supervision
  • On demand access to client files.
  • Remote Supervision
  • Encouraging uniform maintenance and review
  • Makes consulting on issues easy
  • Meaningful comparisons to other advocates, and to best practices and standards
  • Helps to analyze client demographics, staff efficiency, emerging trends for clients and for staff, outcomes for clients and compliance with regulations and funders
how do you use your cms for supervision
How do you use your CMS for supervision?
  • Is it policy?
  • Used by all supervisors?
  • Used regularly and consistently?
  • Are supervisors trained in all the bells & whistles?
  • What works, what doesn’t?
  • The MIE Guide is a tool to help you assess your strengths and challenges in using your CMS for supervision.
the mie cms guide
The MIE CMS Guide
  • The Process
  • An Overview:
    • Overall Use in Supervision
    • Use in Intake
    • Use in Ongoing Cases
    • Use in Case Closures
    • Use in Staff Development and Evaluation
  • Ratings and action plan sections with examples throughout.
slide6
Dorene

Doitall

slide9
Barry

Briefservice

ii performance metrics
II. Performance Metrics

Overview:

  • Increase objectivity in annual evaluations

Process:

  • Every quarter, when logging into Kemps, each staff member gets a slide show of 6 reports.
  • Following staff review, each supervisor gets a slide show of employee graphs.

Data:

  • Already existing in the case management system, now available to staff and supervisors in an easy to digest way.

Goal:

  • To enhance professional development
  • To assure best practices are followed
  • To improve client service
performance metrics
Performance Metrics
  • Based on time records (finalized reports)
  • Cases appear when closed, giving another incentive to close them timely.
  • Limitations of any system: there are many variables among staff, and to each case.
performance metrics1
Performance Metrics
  • Closed A-C + Average Time

Next

performance metrics2
Performance Metrics
  • Closed D-L + Average Time

Back

Next

performance metrics3
Performance Metrics
  • 30-60-90

Back

Next

performance metrics4
Performance Metrics
  • Time to Clients & Projects

Back

Next

performance metrics5
Performance Metrics
  • Quantitative vs. Qualitative
  • Helps “flag” possible follow-up
  • New system, staff are working with supervisors to develop goals based on the reports that we will track over the coming year.
  • Next: Hot Line and Phone System Data
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