A preliminary service evaluation of a personality disorder case management service

2019 ◽  
Vol 13 (2) ◽  
pp. 65-74 ◽  
Author(s):  
Simon Graham ◽  
Kathia Sullivan ◽  
Laura Briggs ◽  
Mark Goodall ◽  
Rosella Iraci Capucinello
Keyword(s):  
Personality Disorder ◽  
Case Management ◽  
Service Evaluation ◽  
Management Service ◽  
Case Management Service

Evaluation of a depression case management service: Improving depression care and impact on suicide assessment

2015 ◽  
Vol 5 (5) ◽  
pp. 197-201
Author(s):  
Jessica Hopper
Keyword(s):  
Case Management ◽  
Usual Care ◽  
Suicide Prevention ◽  
Management Service ◽  
Suicide Assessment ◽  
Case Management Service ◽  
The Us ◽  
Remission Rates ◽  
Depression Management ◽  
Ongoing Assessment

Abstract Introduction Suicide is a leading cause of death in the US. Many factors impact suicide and suicide prevention; however, improved awareness, recognition, and depression management account for some of the best suicide prevention strategies. Methods A depression case management service, compared to usual care, was evaluated for its ongoing assessment of patients with depression and improvements in care. Results Case management demonstrates improved documentation of PHQ9 scores, response rates, and remission rates when compared to usual care. Discussion Additional benefits of case management are seen in improved suicide assessment and potential for intervention and access to care.

Quality improvement initiatives in a case management service: case study

2015 ◽  
Vol 21 (1) ◽  
pp. 14
Author(s):  
Deborah J. Davies
Keyword(s):  
Quality Improvement ◽  
Case Management ◽  
Good Practice ◽  
Case Manager ◽  
Community Services ◽  
Management Service ◽  
Support Worker ◽  
Case Management Service ◽  
Performance Improvements ◽  
Informal Supports

This article explores the importance of quality practices in underpinning the person-centred approach at a Community Options Program (COP) case management service in northern NSW. The NSW community care sector does not have a statutory excellence body to identify, promote and support improved practices and quality and safety across community services, and therefore the COP provider decided to establish a dedicated role to focus on the quality improvement of its service. The subsequent quality improvement initiatives have included mapping the clients’ journey through the service, identifying areas to standardise practice, and creating service pathways. The clients’ journey was used as the framework to identify where standardised practice was required, and a robust process was implemented to develop over 25 good practice guidelines and tools that addressed the variations in practice and enabled the service pathways to be developed. Prior to trialling the guidelines and tools, staff received education sessions on the anticipated changes to practice, and the practicality and applicability of the guidelines were evaluated at the end of the trials. This information was reviewed and the guidelines were amended accordingly before being rolled out. The guidelines have been in use for over 12 months and have provided the benchmark against which to audit practice, and have resulted in key performance improvements such as an increase in client review rates and a rise in the feedback response rate from clients, with a noticeable shift in the comments about the brokered support worker to acknowledging the role of their case manager. Formalising informal supports for those clients that lived alone also increased, which means these people are less reliant on services and there is a reduced risk of social isolation.

Case Management for Caregivers

2002 ◽  
Vol 3 (4) ◽  
pp. 199-204 ◽  
Author(s):  
Linda S. Noelker
Keyword(s):  
Older Adults ◽  
Case Management ◽  
Evaluation Research ◽  
Target Population ◽  
Management Service ◽  
Resource Guide ◽  
Case Management Service

This article originally was prepared as a resource guide to assist the nation’s Area Agencies on Aging as they begin developing or expanding services for the caregivers of older adults. A seminal question they face is how to provide case management service for this particular target population. The article reviews the literature on case management service generally, including its goals, functions, models, and outcomes. Its primary purpose, however, is to explicate the specific issues for providers to consider when planning and implementing case management service for caregivers. The article concludes with recommendations based on the results of evaluation research to maximize the benefits of caregiver services.

Impact of a specialty pharmacy case management service on adherence in patients receiving oral antineoplastic agents

2017 ◽  
Vol 24 (5) ◽  
pp. 371-378 ◽  
Author(s):  
Grant Middendorff ◽  
Rachel Elsey ◽  
Brian Lounsbery ◽  
Roxanne Chadwell
Keyword(s):  
Case Management ◽  
Antineoplastic Agents ◽  
Patient Adherence ◽  
Medication Possession Ratio ◽  
Management Service ◽  
Case Management Service ◽  
Medication Costs ◽  
Study Results ◽  
Specialty Pharmacy ◽  
The Impact

Background Patients receiving treatment with oral antineoplastic agents encounter several barriers to adherence, which may include high medication costs, limited access to specialty medications, severe adverse effects, complex medication regimens, and special handling precautions. Medication nonadherence not only reduces the efficacy of drug therapy but also has the potential to increase healthcare expenditures due to disease-related hospitalizations. Although several previous studies have examined patient adherence to oral antineoplastic agents, few have examined the impact of a specialty pharmacy case management service. Methods Patient adherence to oral antineoplastic agents was evaluated through a retrospective analysis of pharmacy claims data and medical chart reviews. The medication possession ratio (MPR) was used to quantitatively measure adherence during two 6-month intervals, prior to and following the implementation of a case management service. Patients with an MPR greater than or equal to 0.8 were categorized as adherent, while those with an MPR less than 0.8 were categorized as non-adherent. Results During the first 6-month interval prior to implementation of the case management service (n = 40), a cumulative average MPR of 0.922 was observed. Following implementation of the case management service (n = 56), a non-statistically significant (p = 0.199) increase in MPR to 0.941 was identified. For patients categorized as non-adherent, a nonstatistically significant (p = 0.214) decrease from 15% to 7% was identified following the introduction of the case management service. Conclusion Study results from this retrospective review indicate that case management services provided through an outpatient specialty pharmacy may have the potential to improve patient adherence to oral antineoplastic agents.

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