Zugang zum Case Management und das Umfeld des Case Managers

2015 ◽  
pp. 97-104
Author(s):  
I. Kollak ◽  
S. Schmidt
Keyword(s):  
Case Management ◽  
Case Managers

Case Management in Occupational Rehabilitation: Would the Real Case Manager Please Stand Up?

1995 ◽  
Vol 1 (2) ◽  
pp. 104-117 ◽  
Author(s):  
Dianna T. Kenny
Keyword(s):  
Case Management ◽  
Case Manager ◽  
Occupational Rehabilitation ◽  
Case Managers ◽  
Injured Workers ◽  
Policy And Practice ◽  
Post Injury ◽  
Proper Role ◽  
Key Stakeholders ◽  
Successful Case

Key stakeholders (injured workers, rehabilitation co-ordinators, rehabilitation providers, treating doctors and insurers) in the occupational rehabilitation process were interviewed to gain their perspective concerning the degree to which case management was viewed as the organising principle of post-injury management and to whom this role was most frequently assigned. Findings indicated that there were differences in stakeholder perceptions about who should fill this role for the injured worker, with the majority of each group claiming case management as their proper role. In contrast, 35% of the injured workers interviewed stated that they either did not have a case manager or that they case managed themselves. Although it was argued that rehabilitation co-ordinators are suitably placed to act as case managers, they were nominated least by injured workers. Three vignettes of successful case management were presented and recommendations for policy and practice were made.

Community Physician's Role in Case Management of Children With Chronic Illnesses

PEDIATRICS ◽  
1989 ◽  
Vol 84 (3) ◽  
pp. 465-471
Author(s):  
Gregory S. Liptak ◽  
Gail M. Revell
Keyword(s):  
Primary Care ◽  
Case Management ◽  
Primary Care Physicians ◽  
Current System ◽  
Care Physician ◽  
Case Managers ◽  
Chronic Illnesses ◽  
Rural Physicians ◽  
Children With Chronic Illnesses ◽  
Time Required

There is general agreement that case management should be provided to children with chronic illnesses, yet it is not clear who should provide this service. A survey of physicians and parents of children with chronic illnesses was conducted to evaluate the practice and views of pediatricians and compare their assessments with those of parents. Surveys were mailed to 360 physicians and 519 families with response rates of 39% and 63%, respectively. The majority of physicians (74%) thought that the primary care physician should provide case management. When compared with parents, physicians underestimated the parental need for information about the child's diagnosis (8% vs 52%, P < .001), treatments (3% vs 54%, P < .01), and prognosis (30% vs 78%, P < .01). They also overestimated parental needs for information regarding financial aid (70% vs 58%, P < .01), vocations (78% vs 54%, P < .01), and insurance (62% vs 51%, P < .05). Four services ranked by need by parents in the top 10 were not ranked in the top 10 by physicians. Rural physicians noted that services were more difficult to obtain than did those in nonrural areas. The physicians surveyed made several recommendations for steps that could be implemented to facilitate their role as case manageers. If primary care physicians are to be effective case managers, alterations in the current system of care will be required including continuing education related to chronic illness, information about community resources, reimbursement for the time required to perform case management, and better communication between physician and parents.

Barriers in Case Managers’ Roles: A Qualitative Systematic Review

2017 ◽  
Vol 40 (10) ◽  
pp. 1522-1542 ◽  
Author(s):  
Jee Young Joo ◽  
Diane L. Huber
Keyword(s):  
Systematic Review ◽  
Health Care ◽  
Case Management ◽  
Health Care Providers ◽  
Management Practices ◽  
Case Managers ◽  
Qualitative Studies ◽  
Complex Case ◽  
Bibliographic Databases ◽  
Care Providers

The challenges faced by case managers when implementing case management have received little focus. Several qualitative studies have been published that may be able to shed light on those challenges. This study is a systematic review of qualitative literature to identify barriers case managers have when implementing case management. Five electronic bibliographic databases were systematically searched, and 10 qualitative studies were identified for inclusion in the review which were published from 2007 to 2016. Through thematic synthesis of findings, five themes were identified as barriers to case management implementation: unclear scope of practice, diverse and complex case management activities, insufficient training, poor collaboration with other health-care providers, and client relationship challenges. This review study suggested that standardized evidence-based practical protocols and certification programs may help overcome case managers’ barriers and improve case management practices. Health policymakers, case management associations, and health-care management researchers should develop educational and practical supports for case managers.

Case Management and Outreach: Similarities and Differences in Worker Tasks

2008 ◽  
Vol 9 (2) ◽  
pp. 51-62 ◽  
Author(s):  
Therese Macan ◽  
Jennifer Cunningham ◽  
Matthew R. Lemming ◽  
Robert J. Calsyn
Keyword(s):  
Case Management ◽  
Performance Appraisal ◽  
Selection Criteria ◽  
Case Managers ◽  
Client Outcomes ◽  
Work Activities ◽  
Outreach Programs ◽  
Outreach Work ◽  
Outreach Workers ◽  
The Many

Case management and outreach are two important services provided to many individuals, particularly people with multiple problems. Unfortunately, no taxonomy or measuring instrument has been developed that captures the many dimensions of the jobs performed by both case managers and outreach workers. This study conducted a job analysis that led to the development of an instrument that has a variety of potential uses. It can be (a) a method for classifying both case management and outreach programs on a number of dimensions that can be used in comparing different models of case management and outreach, (b) a means to identify specific case management and outreach activities that might be correlated with client outcomes, and (c) a tool for developing selection criteria as well as performance appraisal dimensions to assess case management and outreach work activities.

Flexible Client-Driven In-Home Case Management: An Option to Consider

2004 ◽  
Vol 5 (2) ◽  
pp. 73-86 ◽  
Author(s):  
Carol L. McWilliam ◽  
Moira Stewart ◽  
Evelyn Vingilis ◽  
Jeffrey Hoch ◽  
Catherine Ward-Griffin ◽  
...  
Keyword(s):  
Case Management ◽  
Care Program ◽  
Case Managers ◽  
Generic Model ◽  
Care Needs ◽  
Management Models ◽  
Quasi Experimental ◽  
Management Alternative ◽  
Intervention Policy ◽  
Care Costs

Changes in health services and care needs have created high demand for case management of in-home services. To address this challenge, several models of case management have been used. Evaluations to date suggest that clients need different approaches for different circumstances at different times to optimize cost-effectiveness. Accordingly, one Canadian home care program adopted flexible client-driven case management, engaging clients as partners in flexibly selecting either an integrated team, consumer-managed or brokerage model of case management in keeping with their preferences and abilities. Using an exploratory, multimeasure quasi-experimental design, a generic model of program evaluation, and both quantitative and qualitative methods, researchers identified challenges in implementing this intervention, policy impediments the clients characteristically in each of the three case management models, and client, provider, and caregiver outcomes of flexible, client-driven care. While further longitudinal investigation is needed, findings suggest several important considerations for those interested in this option for care management. Alternative case management models do attract different client groups, and having a choice does not alter care costs or outcomes. Flexible client-driven case management may be experienced positively by case managers and other providers.

Case Management

2013 ◽  
Author(s):  
Maria Roberts-DeGennaro
Keyword(s):  
Decision Making ◽  
Service Delivery ◽  
Case Management ◽  
Delivery System ◽  
Case Managers ◽  
Evidence Based ◽  
Care Providers ◽  
Service Delivery System ◽  
Generic Set ◽  
Management Functions

A generic set of case management functions are performed in most practice settings. To improve outcomes within a complex service delivery system, case managers need to collaboratively work with clients and care providers. By incorporating the paradigm of evidence-based practice, case managers can improve decision making through integrating their practice expertise with the best available evidence, and by considering the characteristics, circumstances, values, preferences, and expectations of clients, as well as their involvement in the decision making.

Core services of intensive case management for people with mental illness: A network analysis

2019 ◽  
Vol 65 (7-8) ◽  
pp. 621-630
Author(s):  
Kota Suzuki ◽  
Sosei Yamaguchi ◽  
Yasunari Kawasoe ◽  
Kazumi Nayuki ◽  
Tsutomu Aoki ◽  
...  
Keyword(s):  
Mental Health ◽  
Network Analysis ◽  
Case Management ◽  
Case Managers ◽  
Intensive Case Management ◽  
Global Features ◽  
Face To Face ◽  
People With Mental Illness ◽  
Medical Institutions ◽  
Outreach Services

Background: In intensive case management (ICM), users receive a wide variety of services of varying content, which makes it difficult to understand the global features of ICM programs. Aims: The aim of this study was to examine the features of ICM programs using network analysis. Methods: A total of 233 ICM users in two Japanese medical institutions were recruited to participate. All received services were recorded for 2 months. In the network analysis, nodes represented types of ICM services and edges between two nodes depicted when over 5% of participants received both types of services. Results: We found high centrality values for ‘H5. Hospital-based counseling’, ‘O13. Outreach support for mental health medications’, ‘H13. Hospital-based support for mental health medication’, ‘T5. Counseling via telecommunication’, ‘H3. Hospital-based coordination of services in the medical institution’ and ‘T2. Coordination of services with other institutions via telecommunication’. These results indicated that these services were associated with various other types of services. Social functioning was related to ‘O13. Outreach support for mental health medication’, whereas need for ICM was related to ‘H13. Hospital-based support for mental health medications’, ‘T5. Counseling via telecommunication’ and ‘T2. Coordination of services with other institutions via telecommunication’ Conclusion: Based on these findings, we speculated that there are at least five types of core services in ICM: regular face-to-face contact, outreach services, hospital-based services, easy contacts and coordination. These findings clarified the features of ICM programs, which may help improve the understanding of case managers’ practice.

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