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Promulgated throughout the entire organization as a sub-service of each department/service
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Separated Department/staff provides sub-service throughout organization
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Separated Department other depts send client to in organization
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Entire staff perform various components of the sub-service
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Only assigned sub-service staff perform assigned duties in all departments that generate sub-service
outcomes
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Clear separation of assigned duties in this model
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FTE Percentages of staff salaries are split between grants or funding sources on their Payroll time sheet
to reflect when they are performing their assigned sub-service duties
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Staff are hired into this particular sub-service department and their FTE reflection on their payroll
reflect their dedication to this sub-service at a higher percentage
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Staff hired into this department with distinct duties/job expectations/outcomes for this department.
FTE payroll would reflect 100% dedication for this department (funding source(s)).
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Care coordination is at its optimum in this model of embedded services because all of the staff are reviewing
client records for completion of various sub-service components
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Care coordination occurs but with less oversight for missing components by less assigned staff
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Higher risk of fragmented Care coordination due to separated staff, departments, and possible separated
documentation
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Risk of duplicative sub-services/duties is high in this model especially if job descriptions or a funder's
standard of care for duties/outcomes/service descriptions are not clear
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Less risk of duplicative services but risk still present if the receiving department staff/sub-service
staff job descriptions are weak or process flowsheets not well defined between department staff processes and sub-service
staff processes
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Minimal risk of duplicative services being performed unless the sub-service is modeled after another department/service/process
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