15 things to know about Stark Law-For My Colleges In Health Care Industry

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Enacted more than two decades ago with the simple purpose of curbing physician self-referral, Stark Law has evolved into a complex set of regulations, which some argue impede efforts to transition away from a fee-for-service system.

Here are 15 things to know about Stark Law.

1. In 1989, Congress passed the Ethics in Patient Referrals Act, which was dubbed Stark I after Rep. Pete Stark, a Democrat from California, who sponsored the initial bill.

2. The original statute was quite simple. It sought to ban physician self-referral for designated services when a patient was covered by Medicare or another government payer. Self-referral occurs when physicians refer patients for designated health services to hospitals, labs and other entities from which they or an immediate family member benefit financially.

3. Stark Law applies to the following designated health services:

  • Physical therapy services
  • Occupational therapy services
  • Outpatient speech-language pathology services
  • Radiology and certain other imaging services
  • Radiation therapy services and supplies
  • Durable medical equipment and supplies
  • Parenteral and enteral nutrients, equipment and supplies
  • Prosthetics, orthotics and prosthetic devices and supplies
  • Home health services
  • Outpatient prescription drugs
  • Inpatient and outpatient hospital services

4. The intention behind the original statute was to eliminate any financial motivation for physicians to send patients for unnecessary testing that could raise overall healthcare costs.

5. The original statute was expanded in January 1995, when Stark II went into effect. Over the next decade, CMS published a series of regulations implementing the physician self-referral law. Today, there is a sprawling group of regulations and statutes collectively named Stark Law.

6. Stark Law has numerous exceptions, each of which carries its own detailed requirements. Many of the exceptions require compensation paid to a physician to not take into account the value or volume of a physician’s referrals or other business generated between the parties to a gainsharing agreement. Many exceptions also require the arrangement to be commercially reasonable and compensation to be at fair market value.

7. Any provider organization that violates Stark must repay all Medicare funds paid under the improper arrangement, which could total tens of millions of dollars. The organization could face Medicare exclusion and False Claims Act liability as well.

8. If claims are submitted to government payers through an arrangement that violates Stark Law, the claims are rendered false or fraudulent, creating liability under the False Claims Act, according to the American Bar Association. Most of these cases are filed by whistle-blowers under the qui tam provision of the False Claims Act.

9. Whistle-blowers have a lucrative incentive to pursue these actions, as they are entitled to up to 30 percent of the government’s recovery in False Claims Act cases. The penalties authorized under the False Claims Act were raised in 2016 to a range of $10,781 to $21,563 per claim.

10. The complexity of Stark Law has left hospital executives, Congress and CMS struggling with the boundaries of the legislation — especially as the healthcare industry replaces traditional fee-for-service medicine with value-based care.

11. Stark Law requires physicians receive only fair-market prices for their services, and the serious costs associated with technical violations of the law have made hospitals hesitant to move forward with pay-for-performance initiatives.

12. Common technical violations of Stark Law include lack of documentation to support fair market value, failure to accurately describe services rendered and failure to change the terms in writing when compensation or duties change.

13. In early February, HHS released a report that provides observations on the effects of Stark Law and the Anti-Kickback Statute on the industry’s transition to value-based payment models. In the report, HHS said some gainsharing and similar arrangements can be structured in a way that does not violate the Anti-Kickback Statute and meets the requirements of Stark Law. However, HHS noted the current fraud and abuse laws “may serve as an impediment to robust, innovative programs that align providers by using financial incentives to achieve quality standards, generate cost savings and reduce waste.”

14. Legislators and hospital leaders have expressed concerns about Stark Law in recent years. For instance, during a Senate Finance Committee hearing last July, Chairman Orrin Hatch (R-Utah) said Stark Law has become too complex, creating obstacles in the transition from the antiquated fee-for-service model.

15. Sen. Hatch’s views were echoed by several healthcare leaders during the hearing, including Ronald Paulus, MD, CEO of Asheville, N.C.-based Mission Health. Dr. Paulus said problems with the physician self-referral law can’t be fixed by tinkering around the edges. He believes a full repeal is necessary to allow health systems to move forward with population heath efforts.

SOMOS COMMNITYCARE WORKFORCE AND CCHL ADVISORY COMMITTEE

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So Excited to be a part of SOMOS COMMNITYCARE WORKFORCE AND CCHL ADVISORY COMMITTEE . 

SOMOS COMMUNITY CARE   is a network of nearly 2,500 providers in the Bronx, Queens, Manhattan and Brooklyn who have come together to ensure better health care for Medicaid members.

Social Determinants of Health

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Leaving technology and software/hardware industry for a healthcare 8 years ago really opened my eyes to how healthcare works and the industry overall. There have been great initiatives over the years where healthcare focus is more on prevention and management Vs over-prescribing and over-medication ,as well as understanding what drives the ever increasing cost of the healthcare. This is great initiative showing promise to improve health as well as access to health care to those who were unable to do so int he past.

Goal

Create social and physical environments that promote good health for all.

Overview

Health starts in our homes, schools, workplaces, neighborhoods, and communities. We know that taking care of ourselves by eating well and staying active, not smoking, getting the recommended immunizations and screening tests, and seeing a doctor when we are sick all influence our health. Our health is also determined in part by access to social and economic opportunities; the resources and supports available in our homes, neighborhoods, and communities; the quality of our schooling; the safety of our workplaces; the cleanliness of our water, food, and air; and the nature of our social interactions and relationships. The conditions in which we live explain in part why some Americans are healthier than others and why Americans more generally are not as healthy as they could be.

Healthy People 2020 highlights the importance of addressing the social determinants of health by including “Create social and physical environments that promote good health for all” as one of the four overarching goals for the decade. This emphasis is shared by the World Health Organization, whose Commission on Social Determinants of Health in 2008 published the report, Closing the gap in a generation: Health equity through action on the social determinants of health. The emphasis is also shared by other U.S. health initiatives such as the National Partnership for Action to End Health Disparities  and the National Prevention and Health Promotion Strategy.

The Social Determinants of Health topic area within Healthy People 2020 is designed to identify ways to create social and physical environments that promote good health for all. All Americans deserve an equal opportunity to make the choices that lead to good health. But to ensure that all Americans have that opportunity, advances are needed not only in health care but also in fields such as education, childcare, housing, business, law, media, community planning, transportation, and agriculture. Making these advances involves working together to:

  • Explore how programs, practices, and policies in these areas affect the health of individuals, families, and communities.
  • Establish common goals, complementary roles, and ongoing constructive relationships between the health sector and these areas.
  • Maximize opportunities for collaboration among Federal-, state-, and local-level partners related to social determinants of health.

Understanding Social Determinants of Health

Social determinants of health are conditions in the environments in which people are born, live, learn, work, play, worship, and age that affect a wide range of health, functioning, and quality-of-life outcomes and risks. Conditions (e.g., social, economic, and physical) in these various environments and settings (e.g., school, church, workplace, and neighborhood) have been referred to as “place.” In addition to the more material attributes of “place,” the patterns of social engagement and sense of security and well-being are also affected by where people live. Resources that enhance quality of life can have a significant influence on population health outcomes. Examples of these resources include safe and affordable housing, access to education, public safety, availability of healthy foods, local emergency/health services, and environments free of life-threatening toxins.

Understanding the relationship between how population groups experience “place” and the impact of “place” on health is fundamental to the social determinants of health—including both social and physical determinants.

Examples of social determinants include:

  • Availability of resources to meet daily needs (e.g., safe housing and local food markets)
  • Access to educational, economic, and job opportunities
  • Access to health care services
  • Quality of education and job training
  • Availability of community-based resources in support of community living and opportunities for recreational and leisure-time activities
  • Transportation options
  • Public safety
  • Social support
  • Social norms and attitudes (e.g., discrimination, racism, and distrust of government)
  • Exposure to crime, violence, and social disorder (e.g., presence of trash and lack of cooperation in a community)
  • Socioeconomic conditions (e.g., concentrated poverty and the stressful conditions that accompany it)
  • Residential segregation
  • Language/Literacy
  • Access to mass media and emerging technologies (e.g., cell phones, the Internet, and social media)
  • Culture

Examples of physical determinants include:

  • Natural environment, such as green space (e.g., trees and grass) or weather (e.g., climate change)
  • Built environment, such as buildings, sidewalks, bike lanes, and roads
  • Worksites, schools, and recreational settings
  • Housing and community design
  • Exposure to toxic substances and other physical hazards
  • Physical barriers, especially for people with disabilities
  • Aesthetic elements (e.g., good lighting, trees, and benches)

By working to establish policies that positively influence social and economic conditions and those that support changes in individual behavior, we can improve health for large numbers of people in ways that can be sustained over time. Improving the conditions in which we live, learn, work, and play and the quality of our relationships will create a healthier population, society, and workforce.

Healthy People 2020 Approach to Social Determinants of Health

A “place-based” organizing framework, reflecting five (5) key areas of social determinants of health (SDOH), was developed by Healthy People 2020.

These five key areas (determinants) include:

  • Economic Stability
  • Education
  • Social and Community Context
  • Health and Health Care
  • Neighborhood and Built Environment

a diagram of the five social determinants of health

Each of these five determinant areas reflects a number of key issues that make up the underlying factors in the arena of SDOH.

  • Economic Stability
    • Employment
    • Food Insecurity
    • Housing Instability
    • Poverty
  • Education
    • Early Childhood Education and Development
    • Enrollment in Higher Education
    • High School Graduation
    • Language and Literacy
  • Social and Community Context
    • Civic Participation
    • Discrimination
    • Incarceration
    • Social Cohesion
  • Health and Health Care
    • Access to Health Care
    • Access to Primary Care
    • Health Literacy
  • Neighborhood and Built Environment
    • Access to Foods that Support Healthy Eating Patterns
    • Crime and Violence
    • Environmental Conditions
    • Quality of Housing

This organizing framework has been used to establish an initial set of objectives for the topic area as well as to identify existing Healthy People objectives (i.e., in other topic areas) that are complementary and highly relevant to social determinants. It is anticipated that additional objectives will continue to be developed throughout the decade.

 

Thanks For Reading

Marijan Pavisic MS SPHR

 

Hiring Ex-Offenders Is a Positive Move

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As the labor market tightens in our expanding economy, companies will need workers. And people returning to society from prison need jobs. Keeping potential employers and employees apart is fear, lack of understanding, and about 20,000 statutes and regulations across the country that restrict the hiring of ex-offenders.

Businesses and governments want to change that. Yesterday, the White House hosted a roundtable comprising executives from such companies as Uber, Home Depot, and Johns Hopkins Health System, as well as officials like governors John Hickenlooper of Colorado and Matt Bevin of Kentucky, to discuss the challenges and benefits of hiring the group of people now referred to as formerly incarcerated.

Crime has been in decades-long decline, but roughly 70 million adults in this country have criminal records; and more than 10 million return to their communities from incarceration each year. For this group, more jobs equals lower recidivism equals better lives. Yet fresh starts are curtailed by cultural bias, skills deficits, and myriad regulatory barriers. Among the most common: state rules that deny professional licenses to people with criminal histories.

Roundtable participants said they would like to see such rules eased or eliminated. They also want more collaboration between governments and businesses to create pathways from incarceration to employment (primarily for nonviolent offenders). The idea of creating more job-training programs inside prisons was discussed. So was raising the profile of the Department of Labor’s 52-year-old federal bonding program, which guarantees for six months the honesty of hard-to-place job candidates, including people with criminal records.

The smallest business at the table was also the most experienced. For more than 30 years, Greyston Bakery, based in Yonkers, New York, has practiced “open hiring”–filling available positions with anyone who wants them, no questions asked. The $20 million company has employed thousands of ex-offenders. Around 65 percent of the current workforce has been incarcerated.

During the roundtable, Greyston CEO Mike Brady dispelled some of the myths around hiring ex-offenders, whom he called “fully functional and productive members of our team.” Insurance and workers’ comp costs at Greyston are no higher than at comparable businesses, and turnover is actually lower. “Our history is a demonstration that people coming out of the criminal justice system make for an amazing workforce,” said Brady, in a follow-up interview.

Brady urges businesses to be much more inclusive about hiring. Growing competition for talent, he says, “is a great opportunity to look at your human capital plans and make them more welcoming.” The challenge for small companies differs from large ones, however. “We don’t have a large staff of human resources people and lawyers who would raise obstacles to these programs,” he says. “But those resources would also make it easier for us to address risks.”

Policymakers have been making some strides. For example, more than 150 cities and counties have adopted ban-the-box rules preventing employers from asking about criminal history on job applications. But there’s a distinction between making it harder for companies to not hire the formerly incarcerated and persuading them to actively seek out ex-offenders and help them become valued employees. “The governor of Kentucky said we have to keep biting the apple. There is just so much low-hanging fruit,” says Brady. “Progressive businesses have an opportunity to take the lead in giving people a chance. It has got a positive ROI if you do it right.”

Everyone deserves a 2nd chance.

Happy Nurses Week-National Nurses Week History

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National Nurses Week History

National Nurses Week begins each year on May 6th and ends on May 12th, Florence Nightingale’s birthday. These permanent dates enhance planning and position National Nurses Week as an established recognition event. As of 1998, May 8 was designated as National Student Nurses Day, to be celebrated annually. And as of 2003, National School Nurse Day is celebrated on the Wednesday within National Nurses Week (May 6-12) each year.

The nursing profession has been supported and promoted by the American Nurses Association (ANA) since 1896. Each of ANA’s state and territorial nurses associations promotes the nursing profession at the state and regional levels. Each conducts celebrations on these dates to recognize the contributions that nurses and nursing make to the community.

The ANA supports and encourages National Nurses Week recognition programs through the state and district nurses associations, other specialty nursing organizations, educational facilities, and independent health care companies and institutions.

A Brief History of National Nurses Week

1953 Dorothy Sutherland of the U.S. Department of Health, Education, and Welfare sent a proposal to President Eisenhower to proclaim a “Nurse Day” in October of the following year. The proclamation was never made.

1954 National Nurse Week was observed from October 11 – 16. The year of the observance marked the 100th anniversary of Florence Nightingale’s mission to Crimea. Representative Frances P. Bolton sponsored the bill for a nurse week. Apparently, a bill for a National Nurse Week was introduced in the 1955 Congress, but no action was taken. Congress discontinued its practice of joint resolutions for national weeks of various kinds.

1972 Again a resolution was presented by the House of Representatives for the President to proclaim “National Registered Nurse Day.” It did not occur.

1974 In January of that year, the International Council of Nurses (ICN) proclaimed that May 12 would be “International Nurse Day.” (May 12 is the birthday of Florence Nightingale.) Since 1965, the ICN has celebrated “International Nurse Day.”

1974 In February of that year, a week was designated by the White House as National Nurse Week, and President Nixon issued a proclamation.

1978 New Jersey Governor Brendon Byrne declared May 6 as “Nurses Day.” Edward Scanlan, of Red Bank, N.J., took up the cause to perpetuate the recognition of nurses in his state. Mr. Scanlan had this date listed in Chase’s Calendar of Annual Events. He promoted the celebration on his own.

1981 ANA, along with various nursing organizations, rallied to support a resolution initiated by nurses in New Mexico, through their Congressman, Manuel Lujan, to have May 6, 1982, established as “National Recognition Day for Nurses.”

1982 In February, the ANA Board of Directors formally acknowledged May 6, 1982 as “National Nurses Day.” The action affirmed a joint resolution of the United States Congress designating May 6 as “National Recognition Day for Nurses.”

1982 President Ronald Reagan signed a proclamation on March 25, proclaiming “National Recognition Day for Nurses” to be May 6, 1982.

1990 The ANA Board of Directors expanded the recognition of nurses to a week-long celebration, declaring May 6 – 12, 1991, as National Nurses Week.

1993 The ANA Board of Directors designated May 6 – 12 as permanent dates to observe National Nurses Week in 1994 and in all subsequent years.

1996 The ANA initiated “National RN Recognition Day” on May 6, 1996, to honor the nation’s indispensable registered nurses for their tireless commitment 365 days a year. The ANA encourages its state and territorial nurses associations and other organizations to acknowledge May 6, 1996 as “National RN Recognition Day.”

1997 The ANA Board of Directors, at the request of the National Student Nurses Association, designated May 8 as National Student Nurses Day.

 

THE GOOD, THE BAD AND THE UGLY OF 360 REVIEWS

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Want to make people happy? Make people sad? Care to create an uproar in your organization that rivals in ferocity any change you’ve ever introduced in your history? Want to stir up all of the dormant fear balls hidden just below the surface in your organization? I know; you think I’m talking about laying off half your staff. Right?

Wrong. I am talking about organizations that do a poor job of introducing and implementing 360 degree, or multirater, feedback. Indeed, I’m also talking about organizations that do a good job of introducing 360 degree feedback. Nothing raises hackles as fiercely as a change in performance feedback methods, especially when they affect compensation decisions.

Implemented with care and training to enable people to better serve customers and develop their own careers, 360 degree feedback is a positive addition to your performance management system. Started haphazardly, because it’s the current flavor in organizations, or because “everyone” else is doing it, 360 feedback will create a disaster from which you will require months and possibly years, to recover.

360 degree feedback is a method and a tool that provides each employee the opportunity to receive performance feedback from his or her supervisor and four to eight peers, reporting staff members, coworkers and customers. Most 360 degree feedback tools are also responded to by each individual in a self assessment.

360 degree feedback allows each individual to understand how his effectiveness as an employee, coworker, or staff member is viewed by others. The most effective 360 degree feedback processes provide feedback that is based on behaviors that other employees can see.

The feedback provides insight about the skills and behaviors desired in the organization to accomplish the mission, vision, and goals and live the values. The feedback is firmly planted in behaviors needed to exceed customer expectations.

People who are chosen as raters, usually choices shared by the organization and employee, generally interact routinely with the person receiving feedback.

The purpose of the 360 degree feedback is to assist each individual to understand his or her strengths and weaknesses, and to contribute insights into aspects of his or her work needing professional development. Debates of all kinds are raging in the world of organizations about how to:

  • select the feedback tool and process,
  • select the raters,
  • use the feedback,
  • review the feedback, and
  • manage and integrate the process into a larger performance management system.

 

Now that you know what 360 degree feedback is, learn about the good side of 360 degree feedback.

 

Organizations that are happy with the 360 degree component of their performance management systems identify these positive features of the process. These features will manifest themselves in well-managed, well-integrated 360 degree feedback processes.

 

  • Improved Feedback From More Sources: Provides well-rounded feedback from peers, reporting staff, coworkers, and supervisors. This can be a definite improvement over feedback from a single individual. 360 feedback can also save managers’ time in that they can spend less energy providing feedback as more people participate in the process. Coworker perception is important and the process helps people understand how other employees view their work.

 

  • Team Development:Helps team members learn to work more effectively together. (Teams know more about how team members are performing than their supervisor.) Multirater feedback makes team members more accountable to each other as they share the knowledge that they will provide input on each members’ performance. A well-planned process can improve communication and team development.

 

  • Personal and Organizational Performance Development:360 degree feedback is one of the best methods for understanding personal and organizational developmental needs.

 

  • Responsibility for Career Development:For many reasons, organizations are no longer responsible for developing the careers of their employees, if they ever were. Multirater feedback can provide excellent information to an individual about what she needs to do to enhance her career.

    Additionally, many employees feel 360 degree feedback is more accurate, more reflective of their performance, and more validating than prior feedback from the supervisor alone. This makes the information more useful for both career and personal development.

 

  • Reduced Discrimination Risk:When feedback comes from a number of individuals in various job functions, discrimination because of race, age, gender, and so on, is reduced. The “horns and halo” effect, in which a supervisor rates performance based on her most recent interactions with the employee, is also minimized.

 

  • Improved Customer Service:Especially in feedback processes that involve the internal or external customer, each person receives valuable feedback about the quality of his product or services. This feedback should enable the individual to improve the quality, reliability, promptness, and comprehensiveness of these products and services.

 

  • Training Needs Assessment:360 degree feedback provides comprehensive information about organization training needs and thus allows planning for classes, cross-functional responsibilities, and cross-training.

 

 

A 360 degree feedback system does have a good side. However, 360 degree feedback also has a bad side and even, an ugly side.

 

For every good point I just made about 360 degree feedback systems, detractors and people who have had bad experiences with such systems, can offer the down side. The down side is important because it gives you a roadmap of the things to avoid when you implement a 360 feedback process.

Following are potential problems with 360 degree feedback processes and a recommended solution for each.

  • Exceptional Expectations for the Process:360 degree feedback is not the same as a performance management system. It is merely a part of the feedback and development that a performance management system offers within an organization.

    Additionally, proponents may lead participants to expect too much from this feedback system in their efforts to obtain organizational support for implementation. Make sure the 360 feedback is integrated into a complete performance management system.

 

  • Design Process Downfalls:Often, a 360 degree feedback process arrives as a recommendation from the HR department or is shepherded in by an executive who learned about the process at a seminar or in a book. Just as an organization implements any planned change, the implementation of 360 degree feedback should follow effective change management guidelines. A cross-section of the people who will have to live with and utilize the process should explore and develop the process for your organization.

 

  • Failure to Connect the Process:For a 360 feedback process to work, it must be connected with the overall strategic aims of your organization. If you have identified competencies or have comprehensive job descriptions, give people feedback on their performance of the expected competencies and job duties.

    The system will fail if it is an add-on rather than a supporter of your organization’s fundamental direction and requirements. It must function as a measure of your accomplishment of your organization’s big and long term picture.

  • Insufficient Information:Since 360 degree feedback processes are currently usually anonymous, people receiving feedback have no recourse if they want to further understand the feedback. They have no one to ask for clarification of unclear comments or more information about particular ratings and their basis.

    For this reason and for the points listed in the several bullet points following this one, developing 360 process coaches is important. Supervisors, HR staff people, interested managers and others are taught to assist people to understand their feedback. They are trained to help people develop action plans based upon the feedback.

 

  • Focus on Negatives and Weaknesses:At least one book, First Break All the Rules: What The World’s Greatest Managers Do Differently, advises that great managers focus on employee strengths, not weaknesses. The authors said, “People don’t change that much. Don’t waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough.”

 

  • Rater Inexperience and Ineffectiveness:In addition to the insufficient training organizations provide both people receiving feedback and people providing feedback, there are numerous ways raters go wrong. They may inflate ratings to make an employee look good. They may deflate ratings to make an individual look bad. They may informally band together to make the system artificially inflate everyone’s performance. Checks and balances must prevent these pitfalls.

 

 

  • Paperwork/Computer Data Entry Overload:Need I say much more here? Traditional evaluations required two people and one form. Multirater feedback ups the sheer number of people participating in the process and the consequent organization time invested.

 

There are minuses with the 360 degree feedback processes. As with any performance feedback process, it can provide you with a profoundly supportive, organization-affirming method for promoting employee growth and development. Or, in the worst cases, it saps morale, destroys motivation, enables disenfranchised employees to go for the jugular or plot and scheme revenge scenarios.

360 feedback can increase positive, powerful problem solving for customers or set people off on journeys to identify the guilty – the feedback provider who rated their performance less than perfect.

Which scenario will your organization choose? It’s all in the details. Think profoundly before you move forward; learn from the mistakes of others; assess your organization’s readiness. Apply effective change management strategies to planning and implementation. Do the right things right and you will add a powerful tool to your performance management and enhancement toolkit.

 

By Marijan Pavisic MS SPHR

CarePlus Foundation Board Appointement

It is my honor to be nominated and appointed as a member of the CarePlus Foundation Board of Trustees.

Care Plus Foundation, Inc., a 501(c)(3) non-profit organization, supports the innovative and life-changing programs and services provided by of Care Plus NJ, Inc. and it’s subsidiaries.

Since their inception in 1998, their mission has been to support programs and services that help provide care and support for individuals affected by mental illness, as well as education and outreach to decrease the stigma of the disease.

CarePlus Foundation comprehensive approach to decreasing the stigma of mental illness includes direct support, advocacy, and community involvement. Given that, all funds raised provide direct client support through medication aide, housing support, services, training, and educational scholarships.

Please support this great organization

Thank You

Marijan Pavisic MS SPHR

You can learn more about this great organization following links below

CAREPLUS NJ

CAREPLUS FOUNDATION 

10 Tips for Effective Time Management

How good is your time management by Marijan Pavisic MS SPHR

Not planning a schedule, committing to too many tasks or events, and dealing with the many life distractions can all lead to wasted time and anxiety about how to get everything done. Here are 10 tips to keep in mind as you hone your time management skills:

  1. Determine which activities are fixed vs. flexible. 
    This will vary for each individual, but some items on your schedule are fixed, meaning that they will occur at the same time each week. Others will occur occasionally or have flexibility around when they can be scheduled. Fixed events may include work hours, classes, meetings, mealtimes, church, children’s activities, and hours spent commuting. Flexible items could include time allotted for exercise, household chores, appointments and errands, entertainment, and down time.

  1. Be realistic about how much time you need. 
    Planning out your schedule can help ensure that adequate time has been budgeted for required activities. Having a plan prevents you from having to rush, and also reminds you not to spend too much time on tasks that you can accomplish quickly.

  1. Break tasks down into manageable segments. 
    Some projects are complex and involve multiple steps. Scheduling each step separately can provide a series of manageable goals to accomplish.

  1. Establish a routine. 
    A schedule provides a helpful guide, but establishing consistent habits makes it easier to maintain productivity. Just as healthy eating habits can support wellness, effective time management habits can support a sense of confidence and ease.

  1. Reward yourself. 
    Compensation for time well spent can include scheduling weekend time to ensure that you really get time to relax. If there’s something that motivates you more, use that as an incentive to reward accomplishments.

  1. Be flexible, but don’t get derailed.
    Unexpected events will always arise, and you can adjust your schedule to accommodate them by utilizing free time. After a shift in scheduled time occurs, return to your plan in order to stay on track.

  1. Group tasks to maximize efficiency.
    You can group errands by location and priority, and arrange tasks by type. Embrace multi-tasking by combining activities that work well together. For example, complete laundry while doing other household chores or homework.

  1. Listen to your body. 
    Following the natural cycles of your body can help you create an effective schedule. If you’re a morning person, for instance, you may have more energy for certain things earlier rather than later in the day. You may have a job or school schedule that doesn’t exactly match your natural rhythms, but being aware of your energy levels throughout the day can help you anticipate how much time you may need for a given activity.

  1. Don’t be afraid to delegate. 
    In work or family life, find duties that you can delegate or share with others to help alleviate your workload. While you may give up some control by sharing tasks with others, you may also discover that you have more time to focus on high-priority items and those personal goals that matter the most to you.

  1. Keep your eyes on the prize.
    Whether you’re focusing on short-term action steps or long-term goals, use these objectives for motivation. This can help you stick to your time management schedule and foster a sense of achievement.

There are many time management tools that you can use to help schedule time, from mobile apps to calendars and multi-year plans. Below, you’ll find a variety of templates with basic formatting and a professional appearance that can help you manage your personal and professional time better. Download the templates that work for you and customize them to fit your needs.

Thank You For Reading

Marijan Pavisic MS SPHR

New Jersey workers could soon get long-awaited paid sick time

Paid Sick Days
New Jersey workers could soon get long-awaited paid sick time

The New Jersey workers who have come to work sick or taken days unpaid to nurse a cold could soon receive paid sick time from their employers under a bill passed Thursday by the state Legislature.

The legislation, variations of which have been making its way through the Statehouse for years, would allow private-sector workers to accrue one hour of earned sick leave for every 30 hours worked.

They can use that time to care for themselves or a family member who is ill, to attend school conferences or meetings, or to recover from domestic violence.

The bill (A1827) passed the state Senate, 24-11, Thursday after passing the state Assembly last month.

More than a dozen New Jersey towns have put in place their own requirements, but there is no state-level law guaranteeing private-sector workers earned sick leave, and about 1.2 million workers here don’t get paid sick days.

Lower-income workers are much less likely to have paid sick leave. One study found only three in 10 workers with income below $20,000 had this benefit, while eight of every 10 workers earning $65,000 or more did.

Gov. Phil Murphy, a Democrat, has said he would back such a law, and this bill now heads to his desk for his signature.

The measure is opposed by business industry groups, who say small businesses will struggle to afford and conform to this one-size-fits-all approach.