How To Be A Good Rehab Director? (Correct answer)

7 Qualities of a Great Rehabilitation Department Manager

  1. Become Passionate about your company’s vision.
  2. Gain practical experience.
  3. Increase your organizational skills.
  4. Develop clear written and verbal communication skills.
  5. Learn People skills.
  6. Learn how to write and implement a strategic plan.
  7. Learn how to build a team.


What does it take to be a rehab director?

To pursue a career as a rehab director, you need formal training and qualifications in specializations like physical therapy, occupational therapy, or other health services fields. You can find rehab manager jobs in outpatient rehab centers and inpatient health care facilities.

What does a director of rehabilitation do?

Job Summary The Director of Rehabilitation Services supervises the Occupational, Speech, and Physical Therapy staff who, under physician prescription, evaluate and treat patients of all ages. The Director is responsible for overall supervision, coordination and administration of the department activities.

How much does a director of rehab make in California?

Most common benefits The average salary for a director of rehabilitation is $111,660 per year in California.

Why do you want to work in rehabilitation?

Rehabilitation nursing can be very rewarding. Being part of an integrated care team helping patients improve their conditions and function provides benefits that go far beyond a paycheck. In this care environment, you can: Get to know your patients over a few weeks and aligning care to their psychosocial needs.

What is the highest salary for a physical therapist?

Physical therapists’ starting salaries vary by location and by specialty. The Bureau of Labor Statistics reports that the median annual physical therapist salary in 2019 was $89,440, or $43.00 per hour. The lowest 10 percent earned less than $62,120, while the highest 10 percent earned more than $124,740.

What is rehabilitation management?

Rehabilitation Management — involves the development and application of a systematic plan for effectively rehabilitating injured persons. It encompasses the planning, organizing, implementing, and controlling of all the various people and procedures involved in the rehabilitation process.

How much do directors of rehab get paid?

Salary Ranges for Directors of Rehab The salaries of Directors of Rehab in the US range from $90,000 to $185,640, with a median salary of $136,635. The middle 60% of Directors of Rehab makes between $125,000 and $130,998, with the top 80% making $185,640.

How much does a director of rehab make in Florida?

The average salary for a director of rehabilitation is $74,266 per year in Florida.

What do you call someone who works in rehab?

Physiatrist. A medical doctor who evaluates and treats rehab patients. The physiatrist is often the team leader. They are responsible for coordinating patient care services with other team members. A physiatrist focuses on restoring function to people with disabilities.

Is rehab nursing hard?

Becoming a rehabilitation nurse takes hard work, ongoing education, and a deep commitment to caring for patients, sometimes with long-term, challenging care needs. It’s not easy work, but if you have a drive for enriching healthcare service and compassion for others in need, you’ve likely found a great career fit.

Whats it like working in a rehab?

People in rehab face many of the same struggles as those in outpatient treatment— family difficulties, impulse control, anger management, self-esteem, body image issues, career frustrations, and more. They may have a range of diagnoses or no diagnosis at all.

My life as a rehab director

There was a young physical therapy assistant with huge goals, strong values, and strong ethics who didn’t have an idea where the world of professional rehabilitation was heading. Some things can only be learned by experience in the actual world. In 1995, I finished from college and acquired my teaching license: I was officially a PTA! Working at my local hospital for the first several years was a rewarding experience that I will never forget. I had the opportunity to assist patients and get expertise in about every facet of physical therapy that was available, including inpatient acute care, outpatient rehabilitation, wound care, home health, and skilled nursing.

It happens all of a sudden.

I’d be out of work in 30 days if nothing changed.

Eventually, I moved into management, where I worked as a rehabilitation director in a variety of skilled nursing institutions.

  1. The contract negotiations would commence.
  2. I began to wonder whether it was me who had done it.
  3. You see where I’m going with this.
  4. I finally acquired it after years of hard labor.
  5. There, I even ran into my hubby.
  6. I was just getting back from lunch when it happened this time.
  7. Therapists are notoriously difficult patients, as many of you are well aware.

My left arm was injured by a burst tendon.

“You will never work as a therapist again,” one doctor informed me emphatically.

I was offered a position at a non-profit organization that I had long admired since it was located on a beautiful campus and prioritized the needs of its inhabitants.

The departing rehab director greeted me on the first day, despite the fact that no one had informed her that I would be attending.

By the second day, I was on my own, with only a vague idea of what I was meant to be doing or where I was going.

Despite the fact that I was completely confused, with little help from my firm, I attempted to appear as if I understood what I was doing.

RUG levels were re-taught to me, Case Mix Index was calculated out, and I spent many long hours at home going through literature, trying to understand everything I could about how this system works.

Many of them were employed by me, and they are among the greatest therapists I’ve ever had the pleasure of working with.

We are presently involved in the process of establishing and running a home health firm.

Each and every rehab director is straining to meet unreasonable productivity targets.

Many directors are being encouraged to accept Medicaid patients for therapy rather than discharging them at the conclusion of the fiscal quarter as previously planned.

If you believe they should be discharged and your insurance company has granted you an additional week, you are required to continue visiting them.

In the meanwhile, only one discipline can see patients from Part B at a time.

The government’s policy on sick days for patients are likewise a source of contention.

Smith has his knee replaced and then gets the flu and is unable to participate in his therapy, only a small fraction of his medical expenses will be reimbursed, despite the fact that Mr.

Those are the expenses that the nursing home bears.

So here I am, with 21 years of experience, seven of which have been spent as a rehabilitation director.

After then, we learned that seven of the nine of us would not be hired.

Being in this industry makes me feel more insecure than ever, especially as we confront a period of unemployment.

If I have to quit the field, I can do so with the confidence that I have maintained my ethics.

I have provided them with the greatest care I am capable of providing.

I’ve been fortunate enough to meet many amazing individuals during the day, but therapy management is something I may be too exhausted and disappointed to continue doing at this time. Cathy Spearman-Tudor, PTA, is a rehab director at a local nursing home.

Leadership Development for the Rehab Director

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  1. Intermediate to Advanced Instructional Level Criteria for completion include the following: Criteria for completion include the following: A passing grade is defined as a 70 percent or above on the exam.
  2. This course is approved for 0.40 ASHA continuing education units (Intermediate level, Professional area).
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How to Become A Rehab Director: Step by Step Guide And Career Paths

A rehab director is a professional who is responsible for the creation and execution of treatment programs in a rehab center. Their purpose is to guarantee that all programs are successful and that available resources are utilized to the greatest extent feasible. This, in turn, helps patients attain sobriety in the most efficient manner possible. Rehabilitation directors are also responsible for ensuring that the institution complies with all applicable federal, state, and local legislation. In order to do this, they oversee the actions of staff members and assist in the development of training programs to guarantee that all rehabilitation employees have the required education.

Rehabilitation directors come from a variety of educational backgrounds, but the majority are in the healthcare field.

Furthermore, in order to be considered for this high-level post, an aspirant rehab director must have years of industry expertise under their belt.

It is estimated that they make around $35 an hour or approximately $72,000 per year on average.

Did you know, for example, that they earn an average of $34.15 an hour on average? That works up to $71,040 each year! It is anticipated that the profession would increase by 18 percent between 2018 and 2028, creating 71,600 new work opportunities across the United States.

What Does a Rehab Director Do

Many Rehabilitation Directors possess unique abilities that enable them to carry out their job effectively. Through a review of resumes, we were able to identify the abilities that were most frequently seen in candidates for this position. We observed that a large number of resumes listed Analytical skills, Communication skills, and a strong attention to detail. Learn more about what a Rehabilitation Director is responsible for.

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How To Become a Rehab Director

If you’re considering a career as a Rehabilitation Director, one of the first things you should evaluate is how much schooling you’ll require. We’ve discovered that 39.8 percent of Rehabilitation Directors hold a bachelor’s degree or more. According to our findings, 20.0 percent of Rehab Directors hold master’s degrees or above, which is above the national average. Despite the fact that the majority of Rehabilitation Directors hold a college degree, it is feasible to get one with only a high school diploma or GED.

When we looked into the most frequent majors for Rehab Directors, we discovered that the majority of them earned Bachelor’s Degrees or Associate’s Degrees in their field.

It is possible that your previous work experience will be beneficial to your future career as a Rehabilitation Director.

Meanwhile, many Rehab Directors have past work experience in positions such as Occupational Therapist or Physical Therapist Assistant in addition to their current position.

Rehab DirectorCareer Paths

As your career progresses, you may realize that you are taking on additional duties or that you have taken on a leadership role. A Rehab Director can choose their professional ambitions by referring to our career map and following the growth of the career path. It is possible to begin with a job such as Director, proceed to a title such as Executive Director, and ultimately end up with the title Executive Director, as an example.

Top Careers Before Rehab Director

Tell us about your ambitions, and we’ll match you with the right job to help you achieve them. Make Your Dream Resume a Reality Our Rehab Director resume builder will guide you through the process of generating a resume that will stand out from the crowd.

Average Salary for a Rehab Director

Rehab Directors in the United States earn an average annual compensation of $71,040 dollars, or $34 per hour. The top ten percent of earners earn more than $104,000 per year, while the poorest ten percent earn less than $48,000 per year. Find out what your salary is worth. What salary might you expect to earn as a Rehabilitation Director? If you want to obtain an idea of how much you should be making, you may use Zippia’s Salary Calculator. More Salary Information may be found here.

Calculate your salary

Make use of Zippia’s Salary Calculator to evaluate how your income compares to the market.

Rehab Director Demographics

Black or African American

Rehab Director Foreign Languages Spoken Statistics

Find the most suitable Rehabilitation Director position for you.

Rehab Director Jobs You Might Like

  • Currently Hiring: Entry Level Rehab Director Jobs, Part Time Rehab Director Jobs, and Rehab Director Jobs with No Degree
  • High Paying Rehab Director Jobs – $104K and Up

Demographics of a Rehabilitation Director Make Your Dream Resume a Reality Our Rehab Director resume builder will guide you through the process of generating a resume that will stand out from the crowd.

Check Jobs That Match To Your Education

MIPrivate is based in Ann Arbor.

2. University of North Carolina at Chapel Hill

Chapel Hill, North Carolina Private

3. Duke University

NCPrivate in Durham, North Carolina

4. University of Southern California

CAPrivate is based in Los Angeles.

5. University of California, Irvine

CAPrivate, Irvine, CA

6. University of Pennsylvania

PAPrivate is a private club in Philadelphia.

7. University of Virginia

VAPrivate in Charlottesville, Virginia

8. Georgetown University

The capital of the United States is Washington, DC. Private

9. Stanford University

Stanford University, CAPrivate

10. University of Connecticut

Storrs, Connecticut Private More Information on the Education Requirements for Rehabilitation Directors Find the most suitable Rehabilitation Director position for you.

Rehab Director Jobs You Might Like

  • Currently Hiring: Entry Level Rehab Director Jobs, Part Time Rehab Director Jobs, and Rehab Director Jobs with No Degree
  • High Paying Rehab Director Jobs – $104K and Up

Online Courses For Rehab Director That You May Like

Introduction to Occupational Therapy – CERTIFICATION FROM AN ACCREDITED INSTITUTION How to become an occupational therapist, psychology fundamentals, and physiology Anatomy, dealing with people who have difficulties, working with children and adults Massage Therapy is a type of therapy in which a person receives massages. Massage Therapy 101 is an introductory course in massage therapy. Certificate in Professional Cupping Therapy Massage Training Program Find out how to do Cupping Therapy Massage now and treat yourself, your friends, family, and massage clients without any difficulty!

Top Skills For a Rehab Director

The skills portion of your resume might be just as significant as the experience section, so you want it to be a true representation of your abilities. Fortunately, we’ve identified all of the talents you’ll require, so even if you don’t yet possess these abilities, you’ll be aware of what you need to improve. Physiatric services were indicated on 17.9% of the resumes we reviewed, although soft talents such as Analytical abilities and communication abilities were also mentioned.

  • Physical therapy services accounted for 17.9 percent of total revenue
  • Procedures accounted for 11.0 percent
  • Rehabilitation accounted for 7.0 percent
  • Patient care accounted for 6.3 percent
  • Customer service accounted for 5.4 percent
  • And other skills accounted for 52.4 percent of total revenue.

Best States For a Rehab Director

When it comes to beginning a career as a Rehab Director, certain areas are better than others to consider. These are the finest states to live in if you are in this situation: New Jersey, New York, Delaware, and Connecticut. In New Jersey, Rehab Directors earn the greatest money, with an average income of $94,382. In contrast, they would earn an average of $93,859 and $93,352 in New York and Delaware, respectively. Despite the fact that Rehabilitation Directors in Connecticut earn an average salary of $92,974, you would still earn more than you would everywhere else in the country.

  • Our list of states was reduced to these four by looking at the median pay, cost of living, and utilizing the Bureau of Labor Statistics’ Location Quotient to determine which states were the most affordable.
  • 1.22 is the location quotient.
  • More information on how the Bureau of Labor Statistics generates location quotients may be found here.
  • In the United States, the Bureau of Labor Statistics (BLS) uses the Location Quotient to estimate how concentrated a certain industry is in a single state compared to the entire country.
  • There are 327 total rehab director jobs in New Jersey.
  • 0.91 in terms of location quotient The Bureau of Labor Statistics (BLS) uses the Location Quotient to estimate how concentrated a certain industry is in a single state when compared to the rest of the United States.

More information on how the Bureau of Labor Statistics generates location quotients may be found here. The Complete List of the Best States for Rehabilitation Directors

How Do Rehab Director Rate Their Jobs?

When it comes to beginning a career as a Rehab Director, certain areas are better than others. New Jersey, New York, Delaware, and Connecticut are the finest states for those in this situation. A median income of $94,382 is earned by Rehabilitation Directors in New Jersey. In New York and Delaware, on the other hand, they would earn an average of $93,859 and $93,352 dollars. However, even though Rehabilitation Directors in Connecticut earn an average salary of $92,974, they still earn more than their counterparts in other parts of the US.

  1. We whittled down our list of states to these four based on factors such as median pay, cost of living, and the Bureau of Labor Statistics’ Location Quotient.
  2. Quotient de la situation géographique:1.22 It is measured by the Bureau of Labor Statistics (BLS) and is used to estimate how concentrated a certain industry is in a single state when compared to the rest of the United States.
  3. Jobs in Delaware for a Total Rehabilitation Director: 52.
  4. Local Concentration Quotient:0.91Location Quotient is a metric used by the Bureau of Labor Statistics (BLS) to estimate how concentrated a certain industry is in a specific state when compared to the rest of the country.
  5. Total Rehabilitation Director Jobs in New Jersey: 327.
  6. $135,000 is earned by the top 10% of earners.
  7. Detailed information on how the Bureau of Labor Statistics generates location quotients may be found here.

What do you like the most about working as Rehab Director?

Working with colleagues and clients while exercising one’s entire spectrum of creativityShow More

What do you NOT like?

Everything about my profession appeals to me. Do you have experience as a Rehabilitation Director? Please feel free to share your experience anonymously. Do you have a job as a Rehabilitation Director? Please rate your experience working as a Rehabilitation Director. It’s completely anonymous and will just take a minute of your time.

Top Rehab Director Employers

A Public Service Announcement for VA Voc Rehab “Natasha’s vocational rehabilitation benefits assisted her in advancing her professional path.

Advice to the Newly Appointed Rehab Director

After a few years of working as a rehab director at a skilled nursing and long-term care facility, my perspective on how things should be done has shifted dramatically. In spite of the fact that I now work full-time in a public school context, my past experiences and previous position have continued to influence my perceptions of not only this profession, but also of business in general. I continue to work on a part-time basis at a skilled nursing facility, and the remarks I hear and talks I participate in regarding productivity, ethics, privacy, professionalism, and other topics constantly fascinate me.

Do they have any idea how much strain they are putting themselves under?

The following question: “If you could provide one item of advise to a new Director of Therapy, what would it be?” My answer would be: Your therapists should be well-informed about your spending and incomes.

For those of you who have worked for me, you have probably heard this question more than once: “Can you go home at the end of the day and rest knowing that you have delivered the level of quality and service that we have reimbursed you for?” “Can you go home at the end of the day and rest knowing that you have delivered the level of quality and service that we have reimbursed you for?” In order to make extra dollar, so many therapists travel around from business to company, upping their compensation requests.

  • Due to the increased competition, firms are becoming increasingly desperate to satisfy their therapists’ financial expectations, which has an impact on how many hours of therapy you must charge in order for them to reach their bottom line.
  • In the end, what is this field all about?
  • For the benefit of the patients.
  • If your life’s purpose or passion has shifted, take a step back and reassess what you’re doing.
  • Support your therapists when they are interacting with or making decisions with other departments; they are familiar with their patients’ emotional and physical requirements.
  • Treat patients as frequently as possible and stick with them throughout their whole hospital stay.
  • Maintain a high degree of excellence in therapy.

It is essential that your staff has a positive reputation for professionalism and integrity.

There should be no one other than the treating therapists who decides on what RUG a patient should be on.

Accept responsibility for your actions and put processes in place to ensure that you don’t make the same mistake again.

No one wants to be on the defensive all of the time.

You are not above the simplest work that you would delegate to someone else.

Fairness, honesty, and consistency are essential.

Acquaint yourself with all of the disciplines and educate the patient’s family, facility personnel, and physicians on their respective roles in the patient’s rehabilitation process.

You will require their assistance in developing a strong PRN pool to take advantage of holidays and sick days.

Be present and available at all times.

I hope you find this list to be useful and that you take it into consideration as you begin your new employment.

You are going to accomplish fantastically as long as you remain grounded and have a clear sense of priorities.

Every job will not be simple; in fact, this position was the most difficult I have ever held; nevertheless, looking back on what our team accomplished from the bottom up, it was the most gratifying!

Reflections as a Rehab Director – Physical Therapy

Making a DifferenceI think just about everyone goes into healthcare managementwith something in mind to the effect that they want to makea difference. There are systems that could be improved;operations that could be changed and made better; waste thatcan be eliminated; best practices to promote; bad practicesto put a stop to – etc. etc. etc. All these things have beenrepeatedly met with frustration at the operator level.However, it appears that at the management level, onecould better leverage change. The truth is you are right!Unfortunately, it’s a bit of a shame that individuals mustget so such a point of frustration – all the way to that “Iquit!” moment – before seeking management opportunities topositively channel such passion. If anything, I’d prefer tosee the healthcare industry move in a manner which createsleadership tracks; selecting for those who have demonstratedaptitude and leadership qualities to help pave our futurefor prosperity (rather than frustrate good leaders and makethem leave organizations to prove their worth).Being the Boss = Being the servantYou may have heard this in military contexts: As the leader,you need to be the first one in and last one out. It is arare experience that I get all my work done to the pointwhere I leave before my staff. Why? Haha! See below. Butreally, this concept is really more of a point of humility;an attitude to adopt if you are to be an effective leader.Now that you’re the boss as the rehab director, healthcareadministrator, nursing manager, etc. – your job SHOULD BE toposition yourself in a way where you can empower your staffto delivery optimum care through best practice. Your job isto serve those who serve at the front line. Your job is toteam build, strengthen the unit, and tighten downoperations.Getting Paid SalaryYou know what salary really means? You STAY until the job isdone – or – something like that. Realistically, if this isyour first management position with salary pay, get ready towork some LOOOOOONG hours. In fact, it’ll probably take youabout 6 weeks or so to get acclimated to all the variousoperations of the specific facility/department/unit/wing.Salary means you are all in – no backing out. The truechallenge is that work-life balance component; making surethat you don’t bring the work home with you is vital.Minding the BUSINESSJust like before, when your bosses were harping onproductivity. guess what!? It’s your turn! No seriously.It’s your turn. Sucks… it really sucks – especially sinceyou promised yourself you wouldn’t be “one of thosemanagers.” Why does this happen? Well, it sounds a bitsimplistic but. it’s best described by the best Robin Hoodsatire production ever:. then we don’t no eat rolls!If clinics aren’t productive, then the profit margins arelow. If the profit margins get below a certain point, thenthe clinics/department/unit/facility starts to lose money.In the end, there can only be so much loss before companieshave to close shop. And to be honest, as a director, this isa LOOMING pressure for me. I’m charged with the financialwell-being of a facility’s rehab practice. In the end, thisaffects all the residents/patients we care for – sure!However, what I actually find holds more weight is thepressure of making sure all my staff keep their hours, keepstheir benefits, and keep their jobs so that they can providefor their families.Inheriting ProblemsWhenever leadership is changing hands, one ALWAYS inherits abundle of problems. Weeks and months later, you are stillfinding skeletons hidden in all sorts of fun places. In myopinion, if the leader says “Oh, this was a problem brewingfrom way back – not my fault” that’s a bunch of hooey.However, if the leader says “This is a problem we learneddeveloped from way back; I accept responsibility for thisproblem and I am developing strategies to resolve thisimmediately” – NOW you got something closer to leadershipand further from politics.Putting Out FiresRehab Director = complaint central! In a managementposition, much of your time is truly spent putting outfires. This could be anything from a patient/familycomplaint, an operational process gone haywire, HR issues,staff complaints, other departments unhappy with yourdepartment, people calling in sick, etc. As a manager, it isyour job to make sure everything runs right, goes smoothly,and produces a positive outcome. Think you get all day todevelop best practice guidelines? Think again! You areputting out fires! If you wanted to change clinicalpractice, then your best bet is actually being a clinicaleducator/specialist (depending on the role/position in thecompany).People, people, people. Oh, did I mention people?Once in management, it doesn’t matter what profession youare in, you have now become in the business of people;making people happy, satisfied, operational, civil,cohesive, engaged, and productive. If you are a peopleperson. better, if you are a skilled herder of cats… isthat a yes?! You have management potential! What’sinteresting in management is that your skills as a clinicianreally do NOT matter. It’s sad, and, it may actually besickening. Unfortunately, in the business of healthcare, agood manager is judged by the C-level executives and yourreport card is the bottom line. If you’re all in the black,you’re okay jack! As a corollary, my respect for the uppermanagement and c-level executives have now truly expanded;having now experienced what happens at the director’s level,I can only imagine the amount of pressure and responsibilitywhich weighs upon the shoulders and conscious of ahospital/company/facility CEO.Final ThoughtsI’ve been given many compliments in the starting month ofbeing a new rehab director. I have to say that much of mysuccess is attributed to good training from my own regionaldirectors as well as inheriting a great staff. Departmentsare only as strong as the team itself functions to be. Whileit is my responsibility to strengthen this team, I mustrecognize that I did not walk into a fire-fight scenario. Myteam was already well trained, highly functioning, andoperationally coherent. My goal is now to tune thisinstrument into something worthy for the proverbial hands ofYo-Yo Ma, and, prepare for the future changes in healthcareat large.Last revised: June 14, 2013by Ben Fung, PT, DPT
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Director of Rehabilitation – Jake Hodges

A great example of this is Jake Hodges, who exploits his physical therapy experience to work in a pretty exciting Director of Rehabilitation (DOR) post that involves plenty of data analytics and clinical informatics activities!

What is your full name and title at your current job?

Jake Hodges, PT, MPT, is a physical therapist. Caprock Home Health Services, Inc. has appointed me as its Director of Rehabilitation (DOR).

Where did you go to PT school, and what year did you graduate?

I received my bachelor’s degree in health sciences from Texas Tech University Health Sciences Center in 2005.

What did you do when you first finished school, and for how long?

It was in direct patient care at an outpatient orthopedic clinic linked with a nearby county hospital that I got my first employment experience. For the past four years, I have worked in the outpatient setting.

In what setting(s) did you work, and what types of patients did you treat?

My professional experience has been divided between outpatient orthopedics and home health care. Throughout my career, I have had the opportunity to work with a diverse range of patients, ranging from young athletes to senior citizens.

At what point did you realize you wanted to do something else?

When I was working for a home health service that was largely focused on productivity indicators, I became aware that I was on the approach of burnout. Rather of focusing on the quality of the interactions with the patients, I was beginning to place more emphasis on the quantity of visits. As a result of this experience, I began looking into alternative job choices. I completed flight school and acquired my pilot’s license, with the intention of retiring from the healthcare industry entirely.

This position has the opportunity to move into a non-clinical management post in the future.

What are you doing these days?

I work as the Director of Rehabilitation for a home health business, where I am in charge of the day-to-day operations of the therapy department. While providing data analytics for clinical performance, as well as making strategies and recommendations for development for all clinicians, not just therapists, takes up most of my time.

Are you still treating patients in this director of rehabilitation role?

The vast bulk of my work is not related to clinical practice. It is possible that I may meet patients on an as-needed basis to fill in for a therapist who is absent, which I believe is crucial so that I can maintain firsthand knowledge of the clinic’s day-to-day operations—and avoid losing sight of the clinicians’ point of view.

How long have you been in your DOR role?

I’ve been in my current position for four years and counting.

How did you find your job? Did you apply or find it through a connection?

I received a call from a colleague who worked as a nurse for the organization on a part-time basis. They were in the process of revamping their treatment teams and were on the lookout for a lead therapist/director at the moment.

Did you do anything special to your resume and cover letter to land the job?

I included specifics about my work in areas that are not typically covered by a physical therapist’s job description. As an illustration:

  • Regulatory relations, government participation, compliance, clinical informatics, and other related fields

I believe that my team’s and my own performance was more essential than any résumé that I could have presented on my own.

My ability to deliver results and use critical thinking was a better asset than my previous work experience.

What was the interview like for the role?

The initial interview was done by a number of firm employees, ranging from staff clinicians to senior executives. The following topics were discussed:

  • Scenarios in the clinical setting
  • Leadership questions
  • Operational expertise at the agency level, and so forth

When I went up for a performance evaluation for the first time, I made it plain that I was willing to take on more non-clinical responsibilities going forward. I believe it is critical to ensure that your leadership is aware of your capabilities—and that you are the one who takes the initiative to further your cause. Eventually I was offered the opportunity to lead a regional treatment staff, and things really started to take off from there.

Did you get any special certifications or training along the way to help you get into your current role?

The training was unstructured and mostly self-directed. While I was still working in direct patient care, I began to immerse myself in the realm of data analytics. To expand my network and establish connections with potential mentors, I attended as many conferences as possible. The Combined Sections Meeting of the American Physical Therapy Association is an excellent chance to learn about training opportunities and to network with people who are experts in their respective fields. There are a plethora of training alternatives available that can accommodate your schedule and learning style.

When it was feasible, I listened to all that Mark Horstman and Jocko Willink had to say.

It’s an excellent, reasonably priced approach to develop marketable skills while also building your resume.

What’s a typical day or week in the life like for you? What types of tasks and responsibilities fill your time?

To be quite honest, most of my days are spent balancing many duties.

  • As a clinical support specialist, I provide guidance in patient case management while also monitoring the quality and performance of each branch location. I devote a significant amount of time to reading updates on regulations, rehab compliance, consultant recommendations, and audit reports
  • I also participate in clinical research projects. I constantly examine the websites of the Centers for Medicare and Medicaid Services, state and national home care groups, the American Physical Therapy Association, and consultants to stay up with the continual changes in our sector.

How do you think working as a PT prepared you for this role?

Ellen Bunn, PT, DPT (a clinical program manager) stated something rather interesting in a recent spotlight: “I’ve noticed that PTs typically think in terms of operations.” We think in terms of procedures, we think in terms of sequence, and we think in terms of the future.” This is something I wholeheartedly agree with. The assumption that an excellent physician would inevitably translate into an excellent leader or manager is, in my opinion, incorrect. Because of my previous work in direct patient care, I have a better grasp of the impact that decisions made by the leadership team have on the clinical staff.

Communication abilities that are second to none are required.

Roughly speaking, how are the hours and pay compared to patient care?

In terms of hours, I would say they are longer, but they are also different. I spend a lot of time reading whatever I can get my hands on that has anything to do with my present tasks.

Your comfort level increases as you spend more time combing through the laws, regulations, and policies that govern your organization. You may be sure in your recommendations to the organization for any modifications, I discovered that you have reached this position.

What type of person do you think would do well in your role?

I believe that paying close attention to detail is a quality that will be beneficial in achieving success. When a choice needs to be taken in healthcare, data analytics plays a significant role. If your information is not accurate, it may result in problems for you. The ability to communicate effectively with higher management is critical in my work as we prepare for the changes that are coming to our industry—and to successfully convey those changes to the rest of the team. The emphasis is on converting data into action.

Do you work remotely or on-site?

Most of my time is spent on-site, which allows me to be accessible to all departments of our firm, who may come into my office and address any concerns that may arise throughout the day. My job is, however, fully available online, which means I am able to work from anywhere at any time.

Does your organization hire PT, OT, or SLP professionals into non-clinical roles?

As our firm expands, we are always evaluating the requirements of our employees. And, sure, we are extremely receptive to the idea of therapists serving in leadership positions. The majority of the non-clinical positions given by Caprock are in the marketing segment of the company. We advertise job opportunities on our company’s website () as well as on the major job search websites.

Did you read any books, take any courses, or do anything special overall to get you where you are today?

In my professional life, I’m constantly interested in the tactics that different people use to deal with similar challenges and blockages that they encounter. Several excellent materials, developed by Bob Fazzi and Mark Horstman, are available online, and they provide guidance on how to become a more effective manager.

What is next for you? What do you want to do with your career long-term?

I would love to continue to contribute to the development of national home health policy. The baby boomer generation is on the verge of causing the number of people who require home health care to expand by orders of magnitude. To have a positive effect on any future healthcare policy changes, I’d like to continue and grow my work with the American Physical Therapy Association’s Regulatory Affairs team.

What would you recommend to someone who is considering going into a role like yours? Do you have any special words of wisdom for the readers?

I’d like to make the following suggestions:

  • Acquire several years of clinical practice in a variety of different settings. As a result, you will have a realistic awareness of clinical operations and the concerns that will form the basis of your foundation in a non-clinical profession
  • Improve your ability to communicate. In order to successfully communicate (nearly in the capacity of “translator”) between administration and clinicians, you must be fluent in both English and Spanish.

Volunteer to be a member of any non-clinical research or special project teams that your organization may be putting together.

  • Make every effort to learn everything you can about the business side of your organization. If you are working in an environment that you appreciate, this will be the most fun. Finding out more about the business side of things will provide you with the greatest insight into how clinical informatics might assist your organization. Demonstrate value in a way that no one else can. As soon as you’ve identified your area of interest or strength, go the additional mile to demonstrate your worth and desire to take the lead

If you could give yourself one piece of career advice you wish you had during your PT school program, what would it be?

Immediately begin paying attention to the commercial aspects of treatment, if feasible. I’ve discovered that this is a critical component of making oneself stand out to management as a valuable addition to the organization.

If you could teach anything to today’s graduate students in your profession, what would it be?

Advocacy for yourself and your career is really necessary. Do not approach the situation with the attitude of “Someone else will manage it.” Educate oneself in areas other than clinical care, such as the following:

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Do you have any special advice for other rehab clinicians who want to follow in your footsteps?

Participate in unique projects within your company as a volunteer. Learn as much as you can about the “operations” side of healthcare from the people who are doing it every day. There are several excellent resources accessible, but you must be ready to take the initiative to utilize them. In your studies, be a strong advocate for yourself by seeking out mentoring in whichever area of interest to you.

Thank you for sharing your thoughts, Jake! This post may include affiliate links as well as discount coupons for your convenience. When this method is employed, the Non-Clinical Physical Therapist may be reimbursed. For additional information, please see our disclosures.

Rehab Manager Training Program – Online Course Series 2021

*********** To suggest that the current SNF environment is fraught with difficulties would be an understatement! For therapy professionals, the ever-changing regulations and payment systems, the emphasis on production, and the “do more with less” attitude may be extremely difficult. And then there’s COVID-19 to consider! With the assistance of seasoned RehabMDS Compliance specialists at your side, you will be able to acquire the necessary knowledge and position yourself to stay ahead of the curve.


Course Series Details

• Eight courses, one per week for eight weeks, with bonus resources included with each course • Live access to the course instructor at all times • 30 continuing education hours** • Approved in New York and multiple states, including the NBCOT; and approved by the American Physical Therapy Association (APTA) – New York Chapter, as well as multiple additional states Certified SNF Rehab ManagerTM is a valuable addition to your resume.

This program is unique. The Skilled Nursing Facility Rehab Manager Training ProgramTM is a training program for rehabilitation managers in skilled nursing facilities.

◊ Preparing for a Long-Term Care Survey – OBRA 87 – Medicare Part A Course 1 The Guiding Principles of Long-Term Care: Federal and State Regulations – Survey Readiness – Medicare Part A Course 2 Medicare Part A Coverage Guidelines – Reasonable and Necessary Criteria Course Three-day course on the Patient Driven Payment Model (PDPM), including PDPM Coding, Billing, and Compliance.

The Business Information Management System (BIMS), PHQ-9, Section GG, Section I, Section O, and Other Value-Based-Purchasing Programs, Quality Measures, and the Stars Course are all examples of value-based purchasing.

Course Section 6: Documentation Specifications for Sections A and B – Rules and How- To’s Course 7 Maintenance Therapy Criteria – Rules, Assistants, and Students Audits, Reviews, and Compliance with the Guidelines Course 8: Leadership, Management, Productivity, Compliance, and the Balance of BusinessEthics Beneficiary Notices – NOMNCABN

Everything you need to succeed!

************************** Dolores Montero, PT, DPT, RAC-CT, RAC-CTA, is the instructor with the following credentials: (Click here for a full bio.) Hi! During my 28 years of experience working in both non-profit and for-profit skilled nursing facilities, I’ve designed the course content, which I’ll be presenting as the principal course presenter. Given my previous experience as a new manager with few resources, I have built my practice on educating and mentoring other Therapy Managers to ensure they have the skills they need to be successful!

  • When I was just 23 years old, I was thrown into the job of Rehab Manager for a 400-bed skilled nursing facility.
  • To be honest, I assumed it would be a one-time thing, something to get a facility out of a jam until they could find someone else.
  • If you work with the aging population, you know what I’m talking about: once you get started, you can’t stop!
  • Consequently, not only did I choose to stay, but I also went on to become a Board Certified Geriatric Clinical Specialist, and I continued to practice for the following 20 years, devoting my heart and soul to the aging population.
  • In my previous position as Rehab Director, 12-hour days were the norm, and attempting to stay on top of the rules was nearly impossible.
  • I was eager to figure out “the system,” and I quickly realized that the rules and regulations were buried right in front of my face.
  • Who would have thought it?
  • While on maternity leave in 1997, I read the whole Balanced Budget Act and remembered the ins and outs of the first Prospective Payment System and RUGs, which were implemented in 1998.

Keep up with the constantly changing rules and regulations quickly became a full-time job, but one that was absolutely necessary because my peers across the country were not learning the information in school or on-the-job, yet their licenses were in jeopardy for a significant portion of resident treatment and billing in the SNF.

  1. To better serve my residents and therapy team, I decided to change my care-giving energies from focusing solely on my own facility to focusing on the therapy teams at numerous institutions.
  2. With compliance and “doing the right thing” as my primary concerns, the years of teaching and consulting that followed enabled me to compile a resource for other therapists who were interested in the same topics as I had been.
  3. Please go through my bio to learn more about me and why I am the best person to assist you on your career path.
  4. And yes, you CAN have all of the solutions!

That’s how we KNOW we’re doing the correct thing: we see the results! ************

8 Course Series –30 Contact Hours of Continuing Education Credit

************************** Dolores Montero, PT, DPT, RAC-CT, RAC-CTA, is the instructor with the following qualifications: (Click here for a full bio.). Hi! During my 28 years of experience working in both non-profit and for-profit skilled nursing facilities, I’ve built the course content, which I’ll be presenting in the course. Given my previous experience as a new manager with little resources, I have built my practice on training and mentoring other Therapy Managers to ensure they have the skills they need to be successful.

  • As a young woman of 23 years old, I was thrown into the job of Rehab Manager for a 400-bed skilled nursing facility.
  • Personally, I assumed it would be a one-time arrangement to assist a facility that was in a jam until another candidate could be found.
  • If you work with the senior population, you know what I’m talking about: once you get started, you can’t get enough of it.
  • Consequently, not only did I choose to remain, but I also went on to become a Board Certified Geriatric Clinical Specialist, and I continued to practice for the following 20 years, devoting my heart and soul to the aging community.
  • In my previous position as Rehab Director, 12-hour days were the norm, and attempting to stay on top of the rules was virtually difficult.
  • Dedicated to understanding “the system,” I quickly learned that the rules and regulations were buried in plain sight.
  • No one told me that till now.
  • While on maternity leave in 1997, I read the whole Balanced Budget Act and remembered the ins and outs of the first Prospective Payment System and RUGs, which were both implemented the following year.

Keep up with the constantly changing rules and regulations quickly became a full-time job, but one that was absolutely necessary because my peers across the country were not learning the information in school or on-the-job, yet their licenses were in jeopardy for a large portion of resident treatment and billing in the nursing home.

  1. At heart, I am still a caregiver who, in the end, serves residents in a roundabout helping my therapy manager colleagues.
  2. We have developed over the years and now provide training, education and support to SNF Rehab Managers and therapists in all 50 states, as well as to other healthcare professionals.
  3. Using a compliance-based methodology, you CAN guide a facility to success!
  4. ***************** Despite the fact that we have been formally teaching this course for more than seven years, we are glad to report that EVERY SINGLE PARTICIPANT said that they would RECOMMEND THIS COURSE TO THEIR COWORKERS.

The only way to be certain that what we’re doing is correct is to look at the results. ************


A busy professional’s time is taken into consideration when setting up the course. For the next eight weeks, courses will be delivered on Mondays at 8 a.m. EST. Participants can watch the film and access the resource materials at that time, or at any other time throughout the course of the following week. Each Course includes video teaching, textual materials that may be downloaded, and supplementary resources that can be used in the department. Each Course’s quizzes must be passed with an 80 percent score in order to continue to the next.

Participants will have the option of saving resources on their computers for future reference.

Each state may have a different method of converting clock hours into CEs.** A total of 30 contact hours have been authorized for this course series for New York State Physical and Occupational Therapy Professionals.

If your SNF prefers to pay with a Purchase Order or a check, please contact us to ensure that your seat is available (see email below) Visit our Facebook Page to watch a brief video that answers the most frequently asked questions regarding the course.

Questions?Contact us

  • Performing the duties of a department head and facilitating communication between the therapists as well as the other department heads at a long-term care facility Be in charge of keeping track of, calculating, and reporting all Medicare-related information for rehab patients, as well as preparing monthly reporting
  • Complete the functions and responsibilities of a therapist and a rehab director in an effective and efficient manner while keeping the productivity standards established by Essential Rehab Solutions


  • Assist with staffing and scheduling with therapists in the department, as well as with other facilities, as needed. Manage workforce requirements in order to deliver necessary Rehabilitation Services. Assist with the orientation of new employees to the rehabilitation department. Provide assistance in keeping the Rehabilitation department professionals up to date on all important patient information. The therapist goes above and beyond his or her normal responsibilities to execute tasks as Rehab Manager.

Collaboration with Team members/ Family members

  • • Participate in appropriate meetings with other departments and provide essential information to rehabilitation personnel
  • Ensure that open contact is maintained with nursing and MDS personnel in order to report patients’ involvement in therapy, concerns about the patient’s status, and information for MDS tracking
  • Communication between family members and therapists should be facilitated when requested or wanted by the patient’s family

Documentation / Logistics/ Patient Satisfaction

  • Ensure that MDS information is reported to the MDS office on time and properly
  • Complete all computer and paper paperwork in a timely manner. Assume responsibility for the look of the departmental workplace. Management of the department’s day-to-day clinical and budgetary responsibilities. It is your responsibility to ensure patient satisfaction by reporting and maintaining suitable quality indicator measures for the department / facility, as well as adhering to the productivity requirements established by Essential Rehab Solutions. Demonstrate your professional development and growth. Personal growth in terms of ensuring evidence-based practice in the long-term care context
  • Maintain positive working relationships with the department head, supervisors, and other members of the Long Term Care facility’s personnel.

General Skills Required:

  • Initiating and sustaining interpersonal interactions – Establishing and maintaining constructive and cooperative working relationships with people through time
  • And The process of identifying the educational requirements of others, implementing formal educational or training programs or classes, and educating others is referred to as training and teaching others. The Process of Making Decisions and Solving Difficulties – Analyzing information and assessing outcomes in order to select the most appropriate solution and solve problems
  • Communicating with Supervisors, Peers, or Subordinates — Effectively communicating information to supervisors, coworkers, and subordinates by telephone, writing form, email, or in person
  • Time management is the ability to manage one’s own time as well as the time of others. Social Perceptiveness is the ability to be aware of others’ reactions and to comprehend why people behave in the way they do. Active listening is paying complete attention to what others are saying, taking the time to grasp their arguments, asking questions when necessary, and refraining from interrupting at inconvenient moments.

Minimum Experience, Education, and Licensure:

  • Professional license in good standing
  • 1 year of preferred experience in LTC
  • Professional license in good standing

Minimum Knowledge, Skills, and Abilities:

  • Understanding of the Medicare standards as they pertain to therapeutic services
  • Ability to collaborate closely with Rehabilitation Department Managers in order to improve the rehabilitation department Communication skills, both vocal and written, are essential. Exceptional organizing abilities
  • Ability to design necessary therapeutic services in accordance with the needs of MDS patients
  • To encourage teamwork and collaboration within the rehabilitation department as well as with all other departments
  • Make an effort to retain a non-judgmental point of view. Understand the requirements and expectations of consumers and make every effort to satisfy their wants and expectations
  • As a group, get together and work together to manage and cover for missing therapists. Demonstrate an openness to fresh ideas and new learning

Physical Demands:

  • Lifting from the ground, waist level, and/or overhead
  • Standing, sitting, walking, pushing, pulling, bending, kneeling, crouching/squatting, and driving are all examples of activities that require lifting.

Work Environment:

  • Location: Facility
  • Long-Term Care Facility that adheres to universal precautions
  • Inside
  • Outdoors if necessary
  • Climate and environmental conditions include the following: When driving to and from job sites, you may encounter a variety of weather conditions.

The elements on the above-mentioned list are the primary responsibilities of this position. Neither this description nor any attachments shall be taken to represent a comprehensive list of all incidental, auxiliary, or similar responsibilities that may be needed of this position. It is possible that this job description and employment conditions will be modified at any time in order to meet the needs of the firm or its clients. I understand that I have been extended a conditional offer of employment, which is contingent on the results of a drug and alcohol screen, as well as the results of any relevant background checks and physical/medical examinations, being satisfactory.

Keep in mind that this job description defines the ultimate results that we desire.

Every member of our organization’s team is responsible for the attitudes, behaviors, and activities that they carry out.

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