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PubMed2003

National guidance on gynaecological cancer management: an audit of gynaecological cancer services and management in the South East of England.

OBJECTIVE: To evaluate the appropriateness of the structure and the process of care for gynaecological cancer against national guidelines. SETTING & SAMPLE: Incident cases of ovarian and cervical cancer managed between 1 January, 1999 and 31 December, 2000 in the South East of England. METHODS: Completion of an audit form, by a researcher, using the clinical record. Qualitative interviews with gynaecologists at each hospital. MAIN OUTCOME MEASURES: Whether hospitals meet the requirements for being a 'centre' or a 'unit' for gynaecological cancer and whether gynaecologists manage ovarian or cervical cancer according to the guidelines. RESULTS: Stage was recorded in the notes of 53% (262/492) of women with ovarian cancer but information to assist in determining stage was recorded in 86%. Of women who had a stage recorded by the consultant, who should have had a laparotomy and be referred for chemotherapy, 81% (169/209) were managed according to the guidelines, ignoring whether there was removal of disease to nodules of less than 1 cm. Stage was recorded in the notes of 60% (188/315) of women with cervical cancer, although information relevant to staging the patient was recorded in 66%. Overall 76% (142/188) of women with stage recorded in the notes were managed according to the guidelines but 40% (127/315) of women audited were not assessable. Only one site met the criteria for being a cancer centre. Of the remaining sites, most striking was the inability to assemble a team of professionals, including a radiologist, a pathologist and an oncology nurse to discuss individual patient care. CONCLUSIONS: Retrospective note audits will be hampered by missing data in the clinical record until systems are developed to improve the quality of notes. This research suggests that guidelines based on FIGO staging for the management of ovarian and cervical cancer are not followed and that this may be associated with incomplete cancer management teams.

Adult↗

PubMedDate not supplied

Behavior management conference panel I report--Rationale for behavior management techniques in pediatric dentistry.

Panel I comprised of pediatric dentists, an attorney, child psychologists, parents, a specialist in early childhood education, and a pediatrician. The purpose of this panel was to discuss: (1) 8 questions that dealt with the appropriateness and effectiveness of current behavior management techniques; (2) the scientific support for those techniques; and (3) the role of the pediatric dentist in managing the difficult child. Issues of cultural diversity, access to care, and parental attitudes toward behavior management were also explored. Nonpediatric dentist members of the panel offered insights into how other health care professionals view the behavior management techniques used by pediatric dentists. The panel sought input from the conference attendees as part of its deliberations. The major recommendations of the panel included: (1) re-evaluate the definitions of child behavior in the dental setting, including definitions of appropriate behavior; (2) develop training in effective communication with parents for pediatric dentists and their staffs; (3) seek further information on the impact that changing parental attitudes towards behavior management techniques may have on the quality and accessibility of treatment; and (4) conduct research in specific areas of behavior management, particularly in communicative techniques.

Attitude to Health↗

PubMed1999

The role of evaluation and management services in pain management.

Evaluation and management services are an integral part of interventional pain management. Health Care Financing Administration "HCFA" and American Medical Association "AMA" promulgate rules and regulations in the evaluation and management arena. Proper understanding and appropriate coding is a crucial part of interventional pain management, as consequences of inappropriate coding and insufficient documentation to support charges billed to Medicare include not only civil monetary penalties, but exclusion from Medicare program and prison terms. Medical record documentation is required to record pertinent facts, findings, and observations about an individual's health history including the past and present illnesses, examinations, tests, treatments, and outcomes. In essence, proper medical record documentation must provide the information and answer the questions including why?, what?, where?, and when?. Descriptors for the levels of evaluation and management services recognize seven components which include history, physical examination, medical decision making, counseling, coordination or care, nature of the presenting problem, and time spent. Based on the type of history, physical examination, complexity of medical decision making, patient evaluation services are of several types, which include problem focused, expanded problem focused, detailed, comprehensive with moderate complexity, and comprehensive with high complexity. History includes chief complaint; history of present illness; review of systems; and past, family, and/or social history. Similar to the history, physical examination also encompasses four types, which include a problem focused examination, an expanded-problem focused examination, a detailed examination, and a comprehensive examination. This review describes evaluation and management services of new patients, as well as established patients with sample office evaluations.

Journal Article↗

PubMed2006

Health and clinical management - comparing the clinical outcome of computerized strategies. Findings from the Section on Health and Clinical Management.

OBJECTIVES: To summarize current excellent research in the field of health and clinical management. METHODS: Synopsis of the articles selected for the IMIA Yearbook 2006. RESULTS: Current research in the field of health and clinical management analyses impact and patient outcome of both established and recently presented approaches. Usability and effects of extracting data from computerized medical records for preventive care and surveillance issues are a topic as well as strategies for detecting adverse events. CONCLUSIONS: The best paper selection in the field of health and clinical management shows examples of excellent research on assessment, strategies and concepts for computerized health information management approaches. The articles emphasize the necessity of carefully considering health information systems regarding their outcome and compatibility with clinical routine. A concerted management of knowledge about evaluated health information management approaches will advance this trend and should lead to a more evidence-based design of the underlying systems.

Awards and Prizes↗

PubMed1984

Managing the pharmacy manager.

Methods of self-assessment, self-development, and coping with stress in the role of hospital pharmacy manager are described. Personal development and career growth should be systematically appraised; goals and priorities should be continually re-evaluated; and time management, response to change, and impact on others should be examined. Questions for assessment in each of these areas are provided. Advice for reducing stress and avoiding burnout is given. Managers' attitudes affect employee productivity; positive attitudes and related actions that are applicable to hospital pharmacy management are described. Managers' personal and professional goals and priorities and their methods of using time and coping with stress affect management of their departments.

Administrative Personnel↗

PubMed1998

Quality management by state Medicaid agencies converting to managed care: plans and current practice.

CONTEXT: Enrollment in Medicaid managed care plans has increased more than 5-fold in this decade, but how states monitor and encourage quality of care in these programs is not known. OBJECTIVE: To characterize the quality monitoring and assurance activities of state Medicaid agencies for Medicaid beneficiaries enrolled in comprehensive prepaid managed care programs. DESIGN: Structured telephone survey conducted between October 1996 and January 1997. SETTING: State Medicaid agencies. PARTICIPANTS: Representatives from all state Medicaid agencies, including the District of Columbia, with beneficiaries enrolled in comprehensive prepaid managed care plans as of July 1, 1996. MAIN OUTCOME MEASURES: Proportion of states with specific quality monitoring and assurance activities for Medicaid managed care. RESULTS: We surveyed all 34 states enrolling beneficiaries in comprehensive managed care programs. In 1996, all 34 states enrolled the population receiving assistance from the Aid to Families With Dependent Children (AFDC) program, while only 21 (62%) and 15 (44%) enrolled the disabled and elderly populations, respectively. In the period 1995 to 1996, 19 states (63%) collected data on satisfaction with care, and 25 states (83%) collected data on childhood immunizations. No more than half of the states collected data on other selected measures of access and quality, but a substantial number planned to collect such data in 1997. While at most 37% of states were providing comparative data to health plans, up to 80% were planning to provide such information in 1997. Similarly, while at most 10% of states provided beneficiaries with such information, up to 38% planned to do so in 1997. The breadth of contracting requirements designed to assure quality varied substantially across states. CONCLUSIONS: State Medicaid agencies have already begun adapting to their new roles as purchasers of health care. Continued monitoring is essential to ensure that state agencies implement planned programs and that quality of care for Medicaid enrollees is preserved or improved.

Health Care Surveys↗

PubMed2005

Educating perioperative managers about materials and financial management.

One of the most resource intensive areas in many hospitals is the OR, which often accounts for more than 50% of a hospital's materials management budget. Surgical services managers often have no formal training in materials and financial management, but they are held accountable for one of the most costly clinical areas in the hospital. A program proposed for Navy perioperative nurse managers is a five-day course that covers the basics of Navy medical materials and financial management as they apply to the OR. Application strategies for the civilian sector also are discussed.

Curriculum↗

PubMedDate not supplied

Payer-based case management: perspectives on managing brain-injured patient.

As the payer environment is carved into many segments, each with its own accountability relative to its financial liability, family members, providers, and even other case managers often find it difficult to comprehend the perspectives of the various parties represented. Indeed, one brain injury case I recently evaluated had four payer case managers: one from the patient's health plan, one from a disease management program for his premorbid diabetes, and two from Medicaid-sponsored programs for the disabled. For payer-based case managers, the ubiquitous case manager role confusion compounds product unfamiliarity.

Brain Injuries↗

PubMedDate not supplied

ESRD in the geriatric population: the crisis of managed care and the opportunity of disease management.

The geriatric population with end-stage renal disease (ESRD) is placed at risk with regards to the quality and extent of medical coverage because of the rapidly changing financial environment. Managed care organizations (MCOs) are generally for-profit companies that must focus on the bottom line. While the verbal commitment to quality care is voiced, the financial pressures on MCOs have led to a decrease in coverage of many services and outright denial for some necessary treatments. While denying services, the MCOs have also reduced payments to providers for services rendered. The coverage crisis is compounded by health maintenance organizations (HMOs) quitting Medicare because the reimbursement from the Health Care Financing Administration (HCFA) is less than their costs. Because of the above issues which can potentially impact on the quality of care delivered to the ESRD geriatric population, a new approach to disease management has created the opportunity to improve total patient care to a level not yet achieved in the United States. Disease management encompasses integrated care across all disciplines. Every component of care can be tracked by a dedicated information system. Improvement in outcomes has far exceeded the U.S. Renal Data System (USRDS) benchmark performance measurements with a disease management model approach. The key to success is the health service coordinator (HSC), a senior nurse with many years of ESRD experience. This individual coordinates care across all disciplines and expedites necessary referrals. With rapid attention to patient needs there has been a significant reduction in hospital admissions, hospital length of stay, and emergency room visits. Patient care will steadily improve as the disease management system matures as a consequence of understanding the patients total physical and psychosocial needs.

Aged↗

PubMed2002

Towards excellence in asthma management (TEAM): a populational disease-management model.

Asthma management is not always optimal, and deficiencies such as inadequate treatment and insufficient patient education are often reported. Towards Excellence in Asthma Management (TEAM) is a four-phase disease management program of the Quebec Asthma Education Network (QAEN), to be carried out over a 5-year period. The program aims to achieve a continuous improvement of asthma management by caregivers and patients. The first phase, completed in January 2000, consisted of determining the actual level of asthma-associated morbidity and mortality in various Quebec regions. The second phase, which began in September 1999, included three parts: 1. Definition of the burden of asthma, taking into account the socioeconomic consequences of the disease and the quality of life of the patients, 2. Comparison of current medical practices with the Canadian Asthma Consensus Guidelines for adult and pediatric populations, 3. Evaluation of the level of compliance with medical treatment and with the environmental changes recommended to asthmatic patients. This phase is carried out via a cohort study of physicians, mainly general practitioners and pediatricians, generating a patient cohort study, in addition to substudies evaluating specific aspects of asthma care. Once the care gap is identified, it will be possible to define, apply, and evaluate a series of interventions for physicians, other health professionals, and patients. The interventions will be particularly targeted at regions where asthma incidence and morbidity are higher. We hope that this model of disease management will progressively reduce the burden associated with asthma, and potentially other chronic diseases, and will result in the more effective use of health services.

Asthma↗

PubMed2004

Diabetes disease management in managed care organizations.

Recent clinical trials and disease management programs sponsored by managed care organizations have demonstrated achievements in limiting complications, improving health measures, reducing costs, and enhancing the quality of life of the person with diabetes. In one managed care organization, Group Health, Inc., persons with diabetes received discounted supplies and educational material as encouragement to participate in a diabetes disease management program [Disease Management Solutions (DMS)]. Health risk appraisals (HRAs) were provided at enrollment, and at 6-month intervals thereafter. Over 8,000 persons with diabetes participated in the DMS program over a 2 and 1/2-year period. Claims data over a 3-year period (pre- and post-enrollment) for 1,368 persons with diabetes demonstrated that participation in DMS resulted in greater utilization of primary care services by enrolled persons than by non-enrolled, but a lower increase in costs for those enrolled. In addition to evaluating the program impact through changes in services and costs, HRAs provided self-reported scores on (1) several compliance measures and (2) general health impressions and productivity. In the DMS population, self-reported compliance with physician-recommended office visits and tests (eg, cholesterol screening) improved for persons with diabetes once they enrolled in the program. Participants also reported greater productivity (eg, fewer missed work days) once enrolled in the program. To validate self-reported results, medical claims were used to verify compliance with general office, ophthalmologic, and emergency room visits and hospital admissions. A high level of validity between self-reported results and claims data recording office and emergency room visits and hospital admissions was found.

Blood Glucose↗

PubMed1995

Management techniques at primary care health centers: the impact of management innovation.

Long-term financial viability was a goal of The Program to Strengthen Primary Care Health Centers. To accomplish this, it was expected that participant centers would increase their management capabilities. We evaluated 32 management techniques in five principal areas: budgeting, strategic planning, general financial management, collections, and general health services management. Eight of the techniques showed change over the course of the demonstration (six increases and two decreases). It appears that there was somewhat more improvement among study centers than in a comparison group. Management sophistication has been expanding among health centers in general; Program participation appears to have accelerated this growth.

Community Health Centers↗

PubMedDate not supplied

Managing complex systems: performance management in public health.

The complexity of mobilizing and managing systems-wide public health responses has prompted Turning Point's Performance Management National Excellence Collaborative, funded by the Robert Wood Johnson Foundation, to develop a conceptual framework for performance management in public health. The framework has four integrated parts: (1) performance standards, (2) performance measures, (3) reporting of progress, and (4) a quality improvement process. The Collaborative based its framework on evidence gathered through a survey of current state performance management practices, a literature review, and its investigation of current practice models. This balanced and cohesive management model can be constructively used by public health programs, organizations, and community and state public health systems.

Efficiency, Organizational↗

PubMedDate not supplied

Information management as a process and product of case management.

Information technology is an invaluable tool in case management practice management. Informed use of information technology can facilitate and enhance the work of case managers. This article reviews the usefulness of information management to nursing case management. The article discusses system requirement, security considerations, and database structure for a practice database. Voice-recognition software, video conferencing, and use of the Web sites are discussed as additional practice enhancement.

Case Management↗

PubMed2002

Managing performance and performance management: information strategy and service user involvement.

The involvement of service users is extolled in National Service Frameworks and, in Wales, is one of seven standards set out in the National Service Framework for mental health services. National Service Frameworks have an important role in the UK government's performance management strategies. The strategies are retrospective in effect and offer insufficient help for service managers and others seeking to change and improve service performance. Draws on research conducted at intervals over the past four years in Swansea. In today's devolved UK, the details will be different in Wales from elsewhere but the focus is on how a number of organisations with differing responsibilities can work together to manage performance improvement. Demonstrates that change requires leadership to be dispersed across organisational boundaries. Accountability and responsibility must be horizontal and even downwards, not just upwards to government Service users can b e involved in their own care. Surveys that involve service users in their planning stages can gather information about the service issues that matter to them. Managing performance is different from performance management. It can ultimately enable services users to initiate and direct some of the improvements they want to see and to take part in the processes of change. The information systems must be locally useful for all involved, and must offer information about performance in time to affect improvement and change.

Consumer Behavior↗

PubMed1999

Managed care. The effect of case management on state psychiatric clients.

This study examined whether case management services, mandated under the managed care contract for adult clients in a medium-sized state psychiatric hospital in Tennessee between July 1996 and June 1997, were offered as specified, and the impact these services had on recidivism for individuals who were identified as having a severe or persistent mental illness. Although all of the clients were offered case management, 47% refused the service. Of the 14 who had one or more readmissions, six (43%) had case management. These findings demonstrate that health care providers must offer sufficient information to their clients so that they can use the managed care system more effectively.

Adult↗

PubMed1988

Managing managed care. Grouping together is the answer.

Working through an organization is the only way to manage in a managed care system. To be successful we need sophisticated management information systems, outstanding leadership and management, and a discretionary income distribution system. We must be willing to accept venture risk even though we will not win all the time. We must be aggressive in developing these systems. In order to survive, the successful organization will have to manage first, itself; second, the buyer of care; and third, its own image. It must also learn how to deal with the competition.

Data Collection↗

PubMed2003

Applying the PAIN indicators in a managed care setting to improve pain management.

The PAIN indicators create an excellent platform for identifying appropriate patients for whom pain management should be improved within a health plan. The PAIN indicators can be applied efficiently to standard health plan integrated claims data from which a health plan can implement a flexible, phased approach to improving pain management. The program also can be expanded beyond OA and persistent LBP to affect a broader high-risk group with evidence of poorly controlled pain. Pain management has traditionally been an area that has been difficult to target; therefore, pain-specific quality-management initiatives have not been implemented in most health plans. The PAIN indicators can serve as a valuable health plan tool that can be readily implemented and will allow a health plan to advance its overall quality of care in the important area of pain management.

Disease Management↗