title: COLLABORATE©, Part IV: Ramping Up Competency-Based Performance Management.
abstract: OBJECTIVE
  The purpose of this fourth part of the COLLABORATE© article series provides an expansion and application of previously presented concepts pertaining to the COLLABORATE paradigm of professional case management practice. The model is built upon a value-driven foundation that: PRIMARY PRACTICE SETTING(S):: Applicable to all health care sectors where case management is practiced.
  
  
  CONCLUSIONS
  As an industry, health care continues to evolve. Terrain shifts and new influences continually surface to challenge professional case management practice. The need for top-performing and nimble professionals who are knowledgeable and proficient in the workplace continues to challenge human resource departments. In addition to care setting knowledge, professional case managers must continually invest in their practice competence toolbox to grow skills and abilities that transcend policies and processes. These individuals demonstrate agility in framing (and reframing) their professional practice to facilitate the best possible outcomes for their clients. Therefore, the continued emphasis on practice competence conveyed through the performance management cycle is an essential ingredient to performance management focused on customer service excellence and organizational improvement.
  
  
  CONCLUSIONS
  Professional case management transcends professional disciplines, educational levels, and practice settings. Business objectives continue to drive work process and priorities in many practice settings. However, competencies that align with regulatory and accreditation requirements should be the critical driver for consistent, high-quality case management practice. Although there is inherent value in what various disciplines bring to the table, this advanced model unifies behind case management's unique, strengths-based identity instead of continuing to align within traditional divisions (e.g., discipline, work setting, population served). This model fosters case management's expanding career advancement opportunities.
authors.affiliation: Teresa M. Treiger, RN-BC, MA, CCM, CHCQM, FABQUARP, is a thought leader inspiring Conscious Case Management practice across the health care continuum. Teri is a prolific author in journals and white papers as well as academic texts, most recently co-author of COLLABORATE© for Professional Case Management: A Universal Competency Based Paradigm, co-editor and contributing author of the CMSA Core Curriculum for Case Management, 3rd ed., and co-author of Population Health Management, 6th ed., chapter on Leadership and Nursing Case Management. Teri is a past National President of the Case Management Society of America. Ellen Fink-Samnick, MSW, ACSW, LCSW, CCM, CRP, is an industry expert who empowers health care's workforce through professional speaking, mentoring, and consultation. Respected as a subject matter expert on Ethics, Ellen is a popular presenter and author with more than 80 publications. With Teresa Treiger, Ellen is co-author of COLLABORATE© for Professional Case Management: A Universal Competency-Based Paradigm, 1st ed., and the Case and Population Health Management Chapter for Leadership and Nursing Care Management, 6th ed., by Diane L. Huber. She also authored the chapter on Ethical Use of Case Management Technology in the Core Curriculum for Case Management, 3rd ed.
authors.forename: Teresa M
authors.initials: TM
authors.lastname: Treiger
authors.forename: Ellen
authors.initials: E
authors.lastname: Fink-Samnick
mesh_terms: D000328:Adult; D019090:Case Management / Q000592:standards*; D003299:Cooperative Behavior; D019317:Evidence-Based Medicine / Q000592:standards*; D005260:Female; D006282:Health Personnel / Q000592:standards*; D006801:Humans; D008297:Male; D008875:Middle Aged; D008962:Models, Theoretical; D011361:Professional Competence / Q000592:standards*