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HIM professionals' data management skills make them a hot property in many settings, but none more so than managed care. In this second installment of the Journal of AHIMA's special series on managed care, the author describes the ways managed care organizations use data and how HIM professionals can contribute.
OBJECTIVE: In Japan, a National Long-Term Care Insurance that provides care for older and infirm people was started in 2000 and the role of care manager (CM) was established to coordinate care plans. As a new profession, CMs have experienced difficulties. This study aimed to clarify CMs' perceived problems regarding case management of difficult cases. SUBJECTS AND METHODS: A nationwide mail survey was conducted with CMs in 500 public and privately run home care management organizations who were randomly sampled in 10 prefectures. A total of 556 CMs in 268 organizations returned the questionnaire, which asked questions about the demographics of CMs, their training background, employment experience, caseloads, hours worked, whether full-time or part-time, social support, and training given in the previous year. Questions about 12 different types of difficult cases, devised from a previous study by the authors were further developed in this research's preliminary interviews. The difficult cases identified included: clients with dementia, clients living alone, conflict laden families, over-demanding clients and/or family members, individuals with economic difficulties, reluctance to accept formal services, absence of a responsible family member, clients with medical needs, clients and/or family members with mental or psychological disorders, subjects of mistreatment and abuse, and those having disagreement with service providers. Bivariate analysis was conducted on the variables. RESULTS: More than 40% of the CMs felt difficulties in all of the 12 case types. Among those who have taken charge of these cases within the previous year, around 80% of the CMs felt difficulties in nearly all cases. From the bivariate analysis, CMs with a registered nursing background reported less difficulty in dealing with clients with medical needs (P<.001) and clients and/or family members with mental or psychological disorders (P< .01). Paradoxically, CMs with longer experience in the job felt greater difficulty with a majority of the 12 case types. This result might be explained by the fact they are given charge of more difficult cases. DISCUSSION: These results suggest that registered nurses have a background suitable for dealing with medical and psychological cases, while those with other backgrounds may need further training and support in these areas. Furthermore, there is a need to provide more intensive training and support to CMs with longer experience in the job who are providing care management to more difficult cases.
The managed care environment is forcing physicians to maximize the efficiency of the management of their practices. Physicians can no longer afford to delegate billing and office management to inexperienced or untrained personnel. All physician practices must ensure they have resources available to maximize revenue, control expenses, and avoid costly billing errors and omissions. Use of outside resources such as practice management firms and delegation of all billing and collections to professional medical billing companies are the best alternatives available to the physician.
The emergence of managed care creates the need for a new paradigm of risk management because of its emphasis on comprehensive services and prospective payment. Information systems, contracts and pricing, utilization management, and outcome research are key elements in devising the new paradigm.
CONTEXT: Health plans competing in a managed care system may face serious financial consequences if they are disproportionately selected by enrollees with expensive health conditions. Academic medical centers (AMCs) have traditionally provided medical care for the sickest patients and may be at particularly high risk for adverse selection, but whether this occurs is not known. OBJECTIVE: To determine whether managed care organizations (MCOs) representing AMCs are adversely selected by Medicaid managed care (MMC) enrollees with expensive chronic health conditions. DESIGN AND SETTING: Observational study using state Medicaid claims data from all of 1994 and January to August 1995 for Tennessee's statewide MMC program (TennCare). PARTICIPANTS: All 12 capitated MCOs in Tennessee, which collectively provided services for 1.2 million Medicaid enrollees from January 1994 through August 1995 following the initiation of TennCare. MAIN OUTCOME MEASURES: Prevalence of 6 state-specified high-cost chronic conditions-acquired immunodeficiency syndrome (AIDS), coagulation defects, cystic fibrosis, pregnancy, prematurity, and organ transplantation-and 27 additional high-cost conditions compared by academic, statewide, and regional MCOs. RESULTS: The prevalence of state-specified high-cost chronic conditions was generally higher for academic MCOs compared with other MCOs. Specifically, prevalence of AIDS was 14.1 times higher in academic MCOs than in statewide MCOs; coagulation defects, 6.4 times higher; transplantations, 4.4; pregnancy, 3.3; cystic fibrosis, 2.4; and prevalence of prematurity was equivalent. Prevalence was higher for academic than for statewide MCOs for 22 of the additional 27 high-cost conditions considered and similar for the remaining 5 conditions. CONCLUSIONS: Our results suggest that academic MCOs in an MMC system are selected by a large percentage of the sickest patients. Adverse selection may present serious financial risks for AMCs participating in managed care.
HIV infection among people with severe mental illness (SMI) is a growing concern, and interventions have been designed to address HIV prevention among these individuals. However, little is known about the preparedness of mental health providers to support these interventions. This study concentrated on mental health case management as a locus for HIV-prevention services. Focus groups of case managers were conducted to learn participants' motivation to adopt HIV-prevention services and barriers/facilitators to such adoption. Participants reported they would be motivated to offer HIV prevention if services were to be presented in the context of existing client relationships and case-management tasks. Barriers and facilitators were discussed at client, provider, and community levels, and recommendations for training were offered. Findings have implications for diffusion of HIV-prevention services in case management, and the line of questioning in focus groups provides a basis for learning about other behavioral health service contexts as loci for disease prevention.
To enhance the quality of treatment of patients with multiple injuries (blunt trauma), guidelines for the acute clinical management (trauma-algorithm) were implemented at our clinic in 1994. The impact of these guidelines was analysed, comparing two prospectively recorded collectives of polytraumatized patients 4/1988-12/1993 (A; n = 126) and 1/1994-6/1996 (B; n = 74). Nine specifically defined parameters were used to assess the therapeutic process of early clinical trauma management. All parameters showed an improvement after implementation of the algorithm (group B): (1) Complete radiological and sonographic basic diagnostics in 97% vs. 92% of patients; (2) time interval of 38 min vs. 55 min until cranial CT was done after severe head injury (GCS < 10); (3) reduction of delayed diagnosis of lesions to 5% vs. 24%; (4) duration of 16 min vs. 20 min until intubation; (5) period of 23 min to 30 min to pleural drainage; (6) duration of 18 min vs. 32 min until transfusion in shock; (7) period of 79 min vs. 98 min until emergency operation in shock; (8) duration of 95 min vs. 124 min until trepanation, and (9) operation rate within 24 h after admission to ICU in 3% vs. 12%. The lethality rates of each collective were assessed after subdivision in three groups (I-III) with middle (ISS: 18-24), high (ISS: 25-49) and extreme (ISS: 50-75) injury severity. In all groups of both collectives ISS values, age, initial loss of consciousness (GCS) and shock were comparable (except the higher injury severity of collective B in group I). In all groups a reduction of lethality could be shown for collective B: Group I, 0% vs. 20% (P < 0.05); group II, 8% vs. 24% (P < 0.05); and group III, 40% vs. 71%, not significant because of the small group in B (n = 5). The implementation of therapeutic management guidelines led to an improvement of both treatment processes and outcome. In order to regularly reassess validity and practicability of such guidelines as well as further enhance therapeutic quality, a continuous evaluation programme representing a quality management system should be inaugurated.
To find the key to the success of Japanese economic performance since World War II, Marsland and Beer explore five main "environmental" factors used by Japanese firms to build a successful human resources management approach: Japanese social values, the structure of private enterprise, the structure of labor markets, the historic development of the Japanese employment system, and the structure of Japanese management. This discussion shows that post-war Japanese management, faced with rapid change, introduced new concepts and techniques that reinforced and maintained certain social values and traditions that fit well with human resources management objectives. This skillful blend of new ideas with traditional values enabled the Japanese to achieve superior economic performance.
An effective health-care policy is supported by the availability of data in the form of statistical tables for epidemiologists and health-care managers. Creation, analysis and exploitation of these data strongly support the monitoring of trends in mortality and morbidity phenomena and the evaluation of offered health services. This might imply the transformation of statistical tables to more suitable formats. A successful management, manipulation and querying of a statistical table is a complex activity requiring a considerable knowledge of statistical problems. Computerised support can be precious in this task and this led to the development of several data management systems. In this paper we sketch out the features of ADAMS (Aggregate Data Management System), a system conceived to allow an easy interaction with statistical tables, reshaping and browsing of their descriptive part. ADAMS aims at simplifying the problem of extracting information from a statistical database and performing statistical table manipulation. The following functionalities are provided: definition of a statistical database at descriptive level; storage of data in the database; manipulation of data according to the summarisation and reclassification operators; browsing between data and their descriptive part. It also supports different manipulation styles according to different user profiles.
The Institute of Medicine's landmark report asserted that medical error is seldom the fault of individuals, but the result of faulty healthcare policy/procedure systems. Numerous studies have shown that information technology (IT) can shore up weak systems. For nursing, IT plays a key role in eliminating nursing mistakes. However, managing IT is a function of managing the people who use it. For nursing administrators, successful IT implementations depend on adroit management of the three 'P's: People, processes and (computer) programs. This paper examines critical issues for managing each entity. It discusses the importance of developing trusting organizations, the requirements of process change, how to implement technology in harmony with the organization and the significance of vision.
OBJECTIVE: Systematic reviews aim to summarize the evidence in a particular topic area, giving attention to the identified methodologic quality of published research. Because research in a specific area may be susceptible to specific biases, it is assumed that the methodologic quality of Health Technology Assessment (HTA) of disease management cannot properly be measured with the existing methodologic quality assessment instruments. The purpose of this study was to describe to what extent existing instruments are useful in assessing the methodologic quality of HTA of disease management. STUDY DESIGN AND SETTING: An inventory was made of the problems that arise when assessing the methodologic quality of six HTAs of disease management with three different instruments. Based on these findings, a new instrument is proposed and validated. RESULTS: Problems mainly concern the items related to the study design, criteria for selection and restriction of patients, baseline and outcome measures, blinding of patients and providers, and the description of (co)-interventions. CONCLUSION: With its more specific characteristics, the HTA-DM addresses the problems mentioned. The HTA-DM is a reliable instrument for methodologic quality assessment of HTA of disease management in comparison with the other three instruments.
Risk management in the hospital, which is one of the referentiels of the ANAES accreditation manual, may be considered on two levels. Firstly, risk management may be approached globally, in the same way as it is tackled in the accreditation process. Secondly, risk management may be more definite. A specific risk chosen in accordance with the priorities of a particular plan may be dealt with individually. In this respect, the tranfusion process allows the risk management method to be tested and developed. f1
Information management in hospitals is a complex task. In order to reduce complexity, we distinguish strategic, tactical, and operational information management. This is essential, because each of these information management levels views hospital information systems from different perspectives, and therefore uses other methods and tools. Since all these management activities deal only in part with computers, but mainly with human beings and their social behavior, we define a hospital information system as a sociotechnical subsystem of a hospital. Without proper strategic planning it would be a matter of chance, if a hospital information system would fulfil the information strategies goals. In order to support strategic planning and to reduce efforts for creating strategic plans, we propose a practicable structure.
This study examined treatment outcome pre- and post-managed care in 3 samples of patients (N = 885; ages 5 to 18 years) at an urban-based children's psychiatric outpatient clinic. Although the post-managed care groups were seen for fewer sessions than the pre-managed care group, there was no difference between the pre- and post-managed care groups in clinical outcome.
In response to the information management and technology changes proposed by the Government's NHS modernization initiative this article examines the issues that GPs feel to be of major significance to their work. Although information and communications technology is widely used in general practice there is no one agreed standard system. The level of technology and the manner in which it is used is also diverse throughout the profession, as are the attitudes that exist amongst GPs regarding the value of information management and technology, and the benefits efficient information management offers to them and to their patients. The views of three local GPs from practices with varying levels of information technology were obtained through semi-structured interviews and the findings developed in the light of current discussions in the published literature. The GPs chosen reflect the disparity within general practice and, perhaps, other units of the NHS in the use and understanding of information management. The main conclusions were that there is ambivalence and scepticism about what NHSnet currently has to offer; that local electronic records benefit patient care, but when networked more widely problems of confidentiality and security result. Practitioners were also mindful of the financial costs of changes and concerned, given the impact of PCGs and clinical governance, as to who will be responsible for ensuring a common level of electronic records, IT provision, and financial and technological support.
At the heart of the operation of the health system is the relationship between managers and the various professionals who provide clinical services. While there is an inherent conflict between these two groups, this conflict has been avoided in the past by the managers playing a supporting rather than a controlling role. However, the current demands of cost-control are placing managers and professionals into direct conflict; a situation that many organisations are addressing by putting clinicians into management roles. This measure has had initial success in some situations, but it is argued that this success will be limited because clinical departments are not able to address many of the broader issues that affect the performance of health services. This paper proposes an alternative approach that will enable these broader issues to be effectively addressed, and also reduce the structural conflict.
Managed care presents a challenge to homeopaths and to consumers of homeopathic care. If homeopaths want to be a part of managed care, they will have to organize themselves to a higher level of professional order. Although the vast majority of practicing homeopaths are licensed in one of many conventional health professions, with the medical license being the most common, homeopaths need to develop more clearly defined educational standards and certification programs in the specialty of homeopathic medicine, and they need to have these programs certified by respected, independent agencies. The small number of homeopaths who are unlicensed will either have to become licensed or work with those who are and whose malpractice insurance would cover their care. This article notes that there is a small but significant body of clinical research and additional evidence that homeopathic care is cost effective. A recent increase in public and private research monies is leading to a larger body of evidence that homeopathic medicines are effective, and this will help it achieve greater acceptance and recognition from governmental bodies, medical professional associations, and managed care organizations. Reasons are given as to why managed care organizations will play a leading role in advocating that consumers learn to use homeopathic medicines for non-emergency self-care ailments as a way to empower them to take greater control over their health and to reduce doctor visits and hospitalizations.
Strengths-based practice in social work has a strong theoretical foundation as an effective helping strategy that builds on a person's successes. Although there is growing empirical evidence informing outcomes associated with strengths-based approaches, missing from the literature is an understanding of how individuals who receive these services view their experiences. Qualitative data collection methods were used to gather individuals' experiences of participating in strengths-based case management implemented in a substance abuse aftercare program. The research questions that guided the study were "What are individuals' perceptions of strengths-based case management?" and "How do those perceptions compare and contrast to the key principles of strengths-based case management?" The emerging themes centered on individuals' responses to a focus on strengths (acceptance of strengths; holding on to strengths and deficits simultaneously; and initial mistrust of the approach) and to the relationship with the case manager (acceptance of the relationship; guilt when success is not achieved; and not needing the relationship). Implications for social work practice are discussed.