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Proper management for managed care systems.

Managed care systems can control costs. However, not all managed care systems are constructed alike. In fact, a wide divergence may exist between one system and another. Because they are "systems," as they become looser, they have a tendency to also become weaker. For short- and long-term results, a purchaser of a system is well advised to look at the quality of the management of the managed care system before making a selection.

Delivery of Health Care↗

Better theatre management through intelligent reporting: the TIME (theatre information, management and efficiency) system.

Hospital managers, clinicians or their colleges, and the government departments of health are interested in a variety of information for understanding the performance of the health care system and making informed decisions. Intelligent reporting aims to provide the most relevant and reliable information to major stakeholders to facilitate evidence-based practice. The key element in the reporting system is its ability to identify unsatisfactory practice. The TIME (theatre information, management and efficiency) system developed at the North Queensland Clinical School and James Cook University aims to provide intelligible reports for better theatre management. It reflects an effective amalgamation of surgical expertise and systems management principles.

Data Collection↗

Polypharmacy management in Medicare managed care: changes in prescribing by primary care physicians resulting from a program promoting medication reviews.

OBJECTIVE: To examine the effects of medication reviews by primary care physicians on prescriptions written for elderly members of a Medicare managed care organization who were at risk for polypharmacy. STUDY DESIGN: Prospective study with follow-up survey. PATIENTS AND METHODS: We conducted a study in 1995 to demonstrate the prevalence of polypharmacy (defined as receiving 5 or more prescription medications during the 3-month study period) among elderly members of our managed care organization. Two years later, elderly members identified as being at risk for polypharmacy were sent a letter encouraging them to schedule a medication review with their primary care physician. Each primary care physician was provided with clinical practice guidelines on polypharmacy and patient-specific medication management reports. Patients and physicians were subsequently mailed a survey to assess the impact of the medication review program on prescribing practices. RESULTS: Of 37,372 elderly members screened, 5737 (15%) were at risk for polypharmacy. Of these, 2615 (46%) responded to the follow-up survey. Of the survey respondents, 1087 (42%) had gone to their primary care physician for a medication review. During the review, 96% of patients discussed their prescription medications and 72% discussed nonprescription medications they were taking. Twenty percent reported that their physician discontinued medications, 29% reported that the physician changed the dose of a medication, and 17% informed their physician about a new prescription or nonprescription medication they were taking. Of the 275 primary care physicians surveyed, 56 (20%) returned the questionnaire. Of these, 61% reported that the medication review program was "very" or "somewhat useful." Thirty-five percent reported discontinuing unnecessary medications, and 23% reported decreasing the frequency of dosing. Overall, 45% of physicians reported making at least one change in their prescribing to a member at risk for polypharmacy. CONCLUSIONS: Our program promoting medication reviews between primary care physicians and their elderly patients resulted in significant changes in prescribing by physicians. This type of program is likely to decrease the risk of polypharmacy among older members of a Medicare managed care organization.

Aged↗

Part 2, Conflict management. Managing low-to-mid intensity conflict in the health care setting.

Physician executives face low to mid-level intensity conflicts, day-to-day issues and problems associated with pressures and changes in the health care environment. Such conflicts can be sorted on the basis of relationship, duration, and intensity. The authors apply the five major modes of conflict management--competition, avoidance, compromise, accommodation, and collaboration--to specific scenarios taken from their work in health care and suggest guidelines for managing conflicts with peers, supervisees, and authority figures. Thorough preparation and a portfolio of skills build flexibility through the conflict management process. In part 1 of this article series, the authors presented the conflict management checklist, a diagnostic tool for assessing conflict in organizations.

Conflict, Psychological↗

Practice guidelines for the diagnosis and treatment of Alzheimer's disease in a managed care setting: Part II--Pharmacologic therapy. Alzheimer's Disease (AD) Managed Care Advisory Council.

The progressive loss of social and physical functioning associated with Alzheimer's disease (AD) results in extensive social and economic costs to society. The early diagnosis and treatment of AD may reduce cognitive and behavioral symptoms of this disease and may slow disease progression, thereby alleviating some of these social and economic costs. The Alzheimer's Disease Managed Care Advisory Council, a panel of experts from managed care, academic medicine, and the Los Angeles chapter of the Alzheimer's Association was convened to synthesize current evidence-based recommendations for AD diagnostic and treatment guidelines and to integrate these guidelines for use in MCOs. This paper presents conclusions from this panel and provides an algorithm for the treatment of AD specifically for managed care settings. When combined with other necessary efforts to educate providers, these guidelines should improve the cost-effectiveness and quality of care for individuals with dementia in managed care.

Algorithms↗

Optimal clinical management of eye problems: the role of optometrists in managed care plans.

BACKGROUND: Recent developments in the education and licensure of optometrists have created new opportunities for more-efficient provision of eye care. This study was conducted to determine the extent to which optometrists provided various kinds of eye care independently in managed care organizations. We compared optometric practices in health plans located in states in which the legal authority of optometrists was limited, to optometric practices in plans situated in states in which optometric licensure permitted broader prescribing authority. The volume and nature of referrals to ophthalmologists were assessed in relation to state law and organizational protocols. METHODS: A 15-item patient encounter form was developed and completed for all patients examined by the optometrists at each site during a 4-week period in 1998. Specific conditions were selected and criteria developed to help determine whether referrals to ophthalmologists were appropriate, or if they could have been managed by the optometrist These referrals were assessed by an independent panel of four optometrists. RESULTS: This study documented that optometrists provide a substantial range of eye care, and their individual scope of practice is influenced not only by legal boundaries, but also by financial and organizational factors found within managed care organizations. The pattern of referrals to ophthalmologists helped indicate the extent to which optometrists were underutilized or used appropriately in various settings. CONCLUSIONS: There is no single reliable predictor of whether optometrists will be used at the highest level of their abilities and scope of license. Although state licensure sets the overall parameters for care, optometric practice in managed care plans may be modified by internal protocols and organizational factors.

Aged↗

The future of pain management in managed care.

Pain management has made great strides in clinical practice and education, and in research documenting its effectiveness on pain relief, functional improvement, and cost. The profile of pain in managed care settings has recently been raised, notably because of the trend toward replacing inexpensive generic drugs with new and expensive drugs for pain treatment. Managed care organizations have greater motivation to focus on pain care because of recent regulatory initiatives, new accreditation standards, and legal precedents. In order for pain programs to improve the quality of pain care in MCOs, they must balance the complex needs of patients with pain with the financial constraints of the managed care setting.

Analgesics↗

Putting the 'manage' into managed care.

Managed care is part of our modern medical vocabulary just like Medicare and Medicaid were 20 years ago. Other areas of the country are significantly impacted by managed care. Now the concept of businesses and industries representing large numbers of patients and potential patients have become an integral component of nearly every physician in Louisiana. Most physicians are out of their "comfort zone" when contracts with managed care providers are discussed. This article provides guidelines for selecting and solving problems with managed care providers.

Louisiana↗

Nursing case management: strategic management of cost and quality outcomes.

Nursing Case Management has four essential components: achievement of clinical outcomes within a prescribed timeframe; the care giver as case manager; episode-based RN-MD group practices that transcend units; and active participation by patients/families in goal setting and evaluation. In the first year of implementation, nursing case management has shown positive resolutions for some of the complex issues facing health care administrators, managers, and clinicians. This article describes the model, its practical and philosophical origins, application, and early results.

Aged↗

Prevention and managed care: opportunities for managed care organizations, purchasers of health care, and public health agencies.

The rapid, extensive changes in the health-care system in the United States provide public health agencies with new opportunities for prevention-oriented relationships with the private health-care system. Managed care organizations (MCOs) are rapidly becoming a major source of health care for the beneficiaries of both employer-funded care and of the publicly funded programs, Medicaid and Medicare. In addition, MCOs represent organized care systems that often focus their efforts on defined populations and are accountable for desired outcomes, including prevention activities. In recognition of the potential role of managed care in prevention, in January 1995, CDC formed a Managed Care Working Group to develop recommendations for CDC for fostering the incorporation of prevention practices into managed care. This report presents these recommendations and approaches for their implementation, as well as background and case examples.

Centers for Disease Control and Prevention, U.S.↗

Integrating case management and utilization management.

Over the years the utilization review coordinator's role has evolved to more than quality assessment, risk management, and utilization management. Recognizing the need to expand the traditional role, one hospital integrated two positions: case management and utilization management. A 2-mont pilot defining roles, responsibilities, outcomes, and future goals is described.

Hospitals, Religious↗

[Managed health care: scope, concept and strategic management potentials from the viewpoint of the Swiss Accident Insurance Fund].

The following item presents briefly the cost relevant factors in health care in Switzerland. The principal key issues and reasons for managed health care programs are dealt with by recognizing the new health care law. In order to present the central strategies for improvement in managed care from an integral point of view, managed health care is being treated in the context of a widely founded conceptional framework. A very detailed and medically complete as well as performance oriented case statistic of medical treatments is a strategic success and key factor. The author represents the thesis that the given opportunities and micro-management tools could be much more widely used, that they should be extended and that, therefore, the strength of our independent and liberal health care system could be much better integrated in the context of a necessary social acceptance. This shall not only be reached by maximising the individual revenues, but by optimizing structures and increasing organizational effectiveness in medical health care. The existing readiness of the health care suppliers, especially the physicians, to take over responsibility in improving health care outcome is the core to this strategy.

Artificial Intelligence↗

Role and function within managed care organizations: opportunities for nurse managers.

Health care systems are facing rapid changes, moving from a fee-for-service environment to managed care. These changes are impacting nursing, eliminating current jobs and creating new opportunities in the field of managed care. Nurses must take a critical look at their current positions and determine what their contributions will be to improving the system of care. It is imperative that nurses move to leadership positions in managed care to represent the needs of patients and providers at the boardroom table. The purpose of this article is to give an insider's view of traditional and nontraditional roles for nurses within managed care organizations, and to challenge nurses to seize the opportunity to participate in designing the health care delivery system of the future.

Forecasting↗

Strategies for improving information management in emergency medicine to meet clinical, research, and administrative needs. The Information Management Work Group.

The emergency department of the future will require the effective integration of information technologies into clinical care. This article proposes strategies for improving information management in emergency medicine to facilitate patient care, public health surveillance, clinical research, medical education, and health care management. Cordell WH, Overhage JM, Waeckerle JF, for the Information Management Work Group: Strategies for improving information management in emergency medicine to meet clinical, research, and administrative needs.

Computer Systems↗

Home healthcare nursing in the managed care environment. Part I. Managed care: and overview.

Dramatic changes in the provision of healthcare from fee-for-service to managed care have had a definitive impact on consumers as well as providers. As providers and recipients of healthcare, home care nurses must be knowledgeable about managed care and Health Maintenance Organizations (HMOs): This article, part 1 of a two-part series, discusses the tenets of managed care and the different types of HMOs. Part 2, in next month's issue, discusses the historic background of home care and home care nurses perceptions of the impact that managed care has on clients and the practice of home care nursing.

Community Health Nursing↗

Case management at what expense? A case study of the emotional costs of case management.

Case management, which has its historical roots in community and public health, seeks to coordinate care, decrease costs, and promote access to appropriate levels of service. The case management system in this case study underscores the potential negative outcomes that can result from ignoring the holistic approach represented by an implemented case management system as a cost control mechanism. These negative outcomes not only include those expenditures of resources usually included when describing costs of care, but include those emotional costs of the system, patient, and care managers. Several needed system changes are identified and recommendations provided.

Case Management↗

Decreasing NICU Costs in the managed care arena: the positive impact of collaborative high-risk OB and NICU disease management programs.

Costs for preterm and critically ill neonates in a neonatal intensive care unit (NICU) can be astronomical related to the number of inpatient day's accrued and professional ancillary fees. NICU births are often associated with maternal risk factors such as previous preterm or low birth weight delivery, maternal infections, chronic disease states, substance abuse and/or human immunodeficiency virus (HIV) infection. Accordingly, Johns Hopkins HealthCare provides a disease management approach for the prevention of NICU births through "Partners With Mom." This maternity disease management program identifies pregnant women that could potentially generate high-dollar claims. The mission of the program is to reduce hospital/NICU admissions related to pregnancy complications and improve maternal/neonatal outcomes. If an NICU birth does occur, multiple avenues are pursued to control costs. By working in concert with Partners With Mom, the NICU Disease Management Program utilizes a multifaceted approach by tracking maternal risk factors, optimizing levels of required inpatient neonatal care and pursuing other avenues of revenue enhancement.

Case Management↗

Key principles of quality management for health information departments and their managers.

This article briefly summarises the key factors essential for successful quality management in a medical record department. The article suggests that health information managers should play a larger role in overall hospital quality management and their credibility in this activity would be enhanced if they were to first look to their own departments.

Australia↗