Journal of case management (J Case Manag )

Publisher: Connecticut Community Care, Inc. Case Management Institute

Description

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  • Other titles
    Journal of case management
  • ISSN
    1061-3706
  • OCLC
    25277522
  • Material type
    Periodical
  • Document type
    Journal / Magazine / Newspaper

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: One of the most difficult issues a case manager has to deal with is how to stay knowledgeable and current in the face of rapidly changing medical advances. As treatment protocols for diseases change, so must the case management plans for clients. In the case of HIV/AIDS, this is especially true. This article examines the many opportunities case managers have to make an impact on clients' lives and long-term outcomes. As case managers increase their knowledge of disease processes and treatment protocols, they assist their clients in becoming empowered and becoming partners in their treatment plans, at the same time showing them how they can once again gain control of their lives.
    Journal of case management 02/1998; 7(2):62-6.
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    ABSTRACT: Because vision and hearing impairments increase in prevalence as age increases, professionals who work with older adults in community settings often encounter people with a wide range of difficulties with their vision and/or hearing. These problems can range from locating financial support to purchasing glasses or hearing aids to obtaining in-home training and devices that will make it possible for the individual with a sensory disability to continue living independently. Meeting the needs of these people requires that professionals be able to recognize sensory losses, accommodate for them, and help older adults to understand and cope with them.
    Journal of case management 02/1998; 7(4):147-52.
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    ABSTRACT: Family caregiving creates challenges and gains for professionals and family members involved in the caregiving arrangement. Caregiver well-being, in particular, is a complex and multidimensional concept for case managers as they engage in assessment, measurement and intervention planning. This article describes a blending of concepts--case management, strengths model and caregiver well-being--and presents applications of this integrated practice framework. The Caregiver Well-Being Scale is discussed as a tool for use in case management with elders and their family caregivers. Case scenarios derived from a strengths-based practice perspective are presented as examples of ways in which the Scale can be integrated into case management practice. Implications for programmatic use are also highlighted.
    Journal of case management 02/1998; 7(2):67-73.
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    ABSTRACT: The case manager's role in our complex health care system is demanding and draining without some self-reflective attention. The Wheel of Life is a key tool for individuals to assess how well they are leading a fully balanced life. The eight aspects of a balanced life--values, self-care, work, relationships, leisure, relaxation, exercise, and centering--are explained and discussed. A self-reflective activity is presented that encourages readers to assess their current life balance. This focused clarification of personal and professional life will facilitate a more fully balanced life with rewards for case managers as individuals, and for their family, clients, and the health care organization.
    Journal of case management 02/1998; 7(3):112-6.
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    ABSTRACT: Case management is a service offered in most health care and social service settings, but a universal definition and standards for practice, applicable to the various case management models, do not exist. Without nationally accepted standards and quality measures for community-based long-term-care case management, many agencies are scrambling to create them in order to justify their services to payers. This article describes the method followed by one county agency serving low-income elders and people with disabilities to create process standards and quality measures for case management practice. The project involved experienced case management staff who created measurement tools encompassing measures of 12 case management activities. Their goal was to justify the importance of the service being offered, to set minimum practice standards, and to raise the awareness and level of quality of case management practice.
    Journal of case management 02/1998; 7(3):99-104.
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    ABSTRACT: Care management has emerged as a central component in the development of community-based care in many countries. It has been government policy for providers of social services to develop care management systems in the United Kingdom since 1993. This paper examines the extent to which it is possible to begin to discern models of care from the different care management arrangements which are now emerging. First, the background to changes in policy and the role of care management in the UK social care system are discussed; second, evidence from the early phases of care management development in the UK is also examined; and third, based upon the pilot phase of a major national study of care management, the key dimensions of variation in care management through which models may be constituted are identified.
    Journal of case management 02/1998; 7(4):153-60.
  • Journal of case management 02/1998; 7(4):138.
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    ABSTRACT: Focus groups were held with home care case managers in two cities in Canada which provided information on the role of the case manager, factors that influence decision making, recent changes that have taken place in case management, and the different and positive aspects of home care case management. Factors which influence decision making were grouped into organizational, client, family, other professionals, and case management factors. The differences in case managers' preparation and functions in the two sites are discussed. The difficult aspects of case management included making tough decisions related to client resources, and client, work life, and management issues. The positive aspects included the personal interaction with clients, the opportunity to follow through on services to clients, the diversity of case management work, and the opportunity for relatively independent professional practice.
    Journal of case management 02/1998; 7(4):167-73.
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    ABSTRACT: A review of the evaluation of case management programs in the last two decades reveals a lack of consistency in showing outcome effectiveness. In addition, program evaluation models do not reflect the most prevalent theoretical foundation of case management practice, systems theory. It was the purpose of this article to conceptually establish an evaluation model that reflects systems theory in case management practice, to develop evaluation instruments congruent to collecting data in this model, and then to field-test this evaluation model.
    Journal of case management 02/1998; 7(3):105-11.
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    ABSTRACT: Case management is a worldwide phenomenon and depending on the particular country's organizational framework of the health and social system, many models have been developed. The definitions of case management vary, but all of the models being developed aim to provide holistic quality care that is cost-effective. Reviewing the various components of case management is important because they contribute to the success or failure of providing quality, cost-effective care. The geographical setting where case managers work (i.e., hospitals or community/home), and the level of fiscal authority given to the case managers are two important components of case management models. Whether there is a conflict between case managers acting as advocates of clients while at the same time being the gatekeeper of funds is an area that needs exploration. The question is can the two notions be "married" as opposed to being inherently conflicting, and can case managers act in the best interests of the clients. There are many research directions for case management, including which aspects of the model ultimately have positive results for the client and health and social system.
    Journal of case management 02/1998; 7(2):84-91.
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    ABSTRACT: This article addresses the fundamental and dramatic changes that case managers must undergo internally to keep pace with a rapidly and radically changing work environment as we move into the next millennium. The work paradigm is transforming from a model of well-defined job descriptions and clearly articulated career ladders within organizations to a fluid workforce in which individuals must now view themselves as a mobile portfolio of skills responding to particular needs within organizations Hence, case managers must retool their thinking, unlearn old beliefs that hinder success, and learn to manage their careers as microbusinesses within their organizations. This new model is founded on self-responsibility, entrepreneurial aptitude, vision and personal empowerment. Taking charge of one's career and consciously directing it is a dramatic departure from the norm for most individuals. There is a widely held tendency in our culture to define ourselves by our job titles. This is both an antiquated and myopic view that needs to be discarded to succeed in the future. Health care is a dynamic and evolving industry that requires forward-thinking, flexible, solutions-oriented people. The time is upon case managers to undergo a personal renaissance to artfully position themselves for success in the next millennium.
    Journal of case management 02/1998; 7(2):47-51.
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    ABSTRACT: The purpose of this research, commissioned by an Area Agency on Aging in Pennsylvania, is to identify the factors that impact on the process of case management in urban and suburban settings. Random samples of clients receiving the same service in an urban and a suburban area were compared as well as direct observations made of case managers in these same locations. The results indicate that clients in the urban environment face individual and structural barriers that would increase the difficulty for case managers to access services on the clients' behalf. Workers in the two settings also face different environmental circumstances that impact on how they carry out the case management process.
    Journal of case management 02/1998; 7(4):139-46.
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    ABSTRACT: Individuals with severe disabilities have often been denied the full range of vocational opportunities. Because of discrimination and oppression, and false beliefs regarding their skills, capacities, capabilities, and interests, individuals with disabilities have often been relegated to nonwork activities or sheltered work opportunities. Passage of legislation, such as the Developmental Disabilities Assistance and Bill of Rights Act of 1984 and Title VI, Part C of the Rehabilitation Act Amendments of 1986, in combination with systems change grants funded through Title III of the Rehabilitation Act, provided the basis for the initiation of a series of federal- and state-funded demonstration projects designed to provide opportunities and supports for individuals with severe or significant disabilities to work at competitive sites in the community. This model of vocational services, called supported employment, while initially conceived as a vocational program for individuals with mental retardation, has been modified to successfully provide services to individuals with mental illness, acquired brain injury, autism, cerebral palsy, physical disabilities, and other disabilities. A key to the success of these programs is the complementary working relationship between the case manager and the job coach. While there may be some overlap in what each brings to the person with a disability, each professional plays distinctive and critical roles in the carrying out of supported employment.
    Journal of case management 02/1998; 7(1):10-7.
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    ABSTRACT: This article describes the process of developing an automated services tracking system for California's 11 regional Caregiver Resource Centers. The system was designed over a 3-year period for use by social workers, administrative personnel, and managers and has implications for both internal services monitoring and state reporting functions. The system development included input from clinical staff to be user-friendly to nontechnical staff. The article recounts technical and conceptual obstacles overcome and the evaluation of a relatively modest idea into a sophisticated, custom-made computer program. Issues of start-up, implementation, expansion, and report design are discussed. Lessons learned and other insights have practice and policy implications for documenting and reporting service usage at case management and other social services agencies. Lastly, an overview of the system's features and highlights of automated reports are provided.
    Journal of case management 02/1998; 7(1):18-23.
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    ABSTRACT: One-year outcomes of older adults referred for community aging and mental health services through the Gatekeeper Model were examined in this study. Outcomes included level of social, physical, psychological, and economic isolation, physical health problems, service need, and service utilization. Findings indicate that individuals referred by gatekeepers were more likely to live alone and to be socially isolated but less likely to have physical health problems. They were also less likely to have a physician at referral, but at 1 year this difference was not found. Cognitive problems had a significant impact on the lives of clients referred by gatekeepers at referral but not after one year. At referral, those referred by gatekeepers had greater service needs, but after 1 year they did not use more services than those referred by other sources. Implications of these findings are discussed. The findings from this study indicate that the adoption of the Gatekeepers model does not result in high service utilization. The Gatekeeper model is inexpensive to implement and can benefit communities through increased collaboration among service providers.
    Journal of case management 02/1998; 7(2):74-83.
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    ABSTRACT: Two research questions were addressed in this study of 57 older adult outpatients diagnosed with schizophrenia and 37 older adults attending a senior citizen's center with no significant medical or psychological problems. The research questions were: (a) Are there gender-based differences in giving and receiving expressive and instrumental social supports for chronically mentally ill patients? (b) Do chronically mentally ill elderly patients differ from older adults without chronic mental illness in giving and receiving expressive and instrumental social supports? Based on a two-factor multi variate analysis of variance, women, with or without diagnosis of chronic mental illness, were more likely than were men to provide emotionally close social contacts with others, as well as to give advice to and receive advice from others. However, there were no differences in giving or receiving instrumental or expressive social supports based on whether or not the respondent was receiving outpatient psychiatric services for a chronic mental illness. In view of this, the possibility that the mentally ill have more to offer in relationships than is generally assumed is discussed. Suggestions for future research and implications for case managers also are discussed.
    Journal of case management 02/1998; 7(1):24-30.
  • Journal of case management 02/1998; 7(2):46.
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    ABSTRACT: Continuity of care throughout the home, community, and hospital settings is essential in providing quality health care. A continuum-of-care model assists in improving communication between all stakeholders, decreases confusion, and ensures appropriate provision of resources so that patient/client care needs are met. Historically, continuity of care has been difficult to provide because care delivery has taken place in separate settings. In addition, appropriate processes, incentives and resources have not been in place to ensure sufficient interaction between care providers. In Australia the concept of case management has been inviting because it acknowledges the importance of continuity of care. It also addresses pressures on the health care system to ensure quality, cost-effective service provision. The extent to which continuity of care is provided depends on the flexibility of the case management model including the flexibility of care providers to interact between settings. This article presents an Australian private hospital's experience utilizing a case management model. Three specialties (Home Care, Oncology, and Medical) will be used as examples demonstrating how the model incorporates the continuum of care concept. Their challenges in providing continuity of care beyond the hospital walls are explored.
    Journal of case management 02/1998; 7(3):127-34.
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    ABSTRACT: To understand the challenges and opportunities for case management as the turn of the century approaches, we must consider the 76 million individuals born between 1946 and 1964, commonly referred to as the baby boom generation. This article examines the baby boom generation in the context of planning effective case management services. The generation's strengths are highlighted to suggest how case management systems can meet the anticipated service needs of baby boomers as they age.
    Journal of case management 02/1998; 7(1):31-6.