The Integrated Case Management manual by the Case Management Society of America (CMSA) is authored by Kathleen Frasier, Rebecca Perez, and Corine Latour. The book is designed to provide guidance and support to case managers in their role. It emphasizes that it is written by case managers, for case managers, with a focus on the needs and challenges of the profession.
CMSA's Integrated Case Management manual offers valuable insights and practical advice for case managers. The authors, who themselves have experience in the field, share their expertise and knowledge throughout the book, aiming to enhance the practice of case management. The manual serves as a comprehensive resource to help case managers excel in their work and ultimately improve outcomes for their clients.
For those working in the field of case management, CMSA's Integrated Case Management manual is a highly recommended resource. Whether a novice or an experienced professional, this manual offers valuable insights that can enhance the quality of case management practice.
The main finding of the study is that implementing integrated care and case management in a suitable manner can lead to various benefits such as reducing duplication, filling gaps, enhancing healthcare, improving patient experience, and reducing costs.
According to CMSA's manual on Integrated Case Management for Case Managers, these strategies can be effective in achieving these outcomes.
This book discusses the approach of the Case Management Society of America (CMSA) for case managers to achieve the triple aim: enhancing the experience and outcome of care, improving population health, and reducing costs.
CMSA's manual, titled "Integrated Case Management - A Manual for Case Managers," elaborates on this approach.
The leadership of the case manager played a critical role in the successful cases (C and F), resulting in a reduction in emergency department visits. Their expertise in coordination, communication, and networking improved the integration of care and facilitated smooth transitions between healthcare services.
The study titled "Case Management Programs for Improving Integrated Care for Frequent" emphasizes the importance of the case manager's role in achieving positive outcomes in healthcare. The effective management of cases C and F, leading to a decrease in emergency department visits, highlights the significance of their leadership. By utilizing their coordination, communication, and networking skills, they were able to improve the integration of care and ensure smooth transitions between different health services.
When managers openly discuss their challenges, including those related to mental health, it humanizes them and makes them more relatable and courageous. Studies have indicated that authentic leadership fosters trust, enhances employee engagement, and improves overall performance. Merely expressing support for mental health is not enough. Instead, managers can take specific actions to support their employees' mental well-being.
In the article "8 Ways Managers Can Support Employees' Mental Health," hbr.org provides valuable insights on how managers can effectively assist their staff in maintaining good mental health.
Mental health significantly affects employee productivity and well-being. However, it can be challenging for employers to provide support and intervene effectively if employees do not openly discuss their struggles. To address this issue, there are several strategies that can be implemented to enhance awareness, empathy, and open communication about mental health in the workplace.
One approach is to offer training and education programs to help employees better understand mental health issues and their impact on overall well-being.
Another important step is to create a supportive and inclusive work environment where employees feel comfortable discussing their mental health concerns. This can be achieved by implementing policies that promote open communication, providing confidential resources such as employee assistance programs, and fostering a culture that values mental health as a priority.
Furthermore, employers can encourage and model self-care practices by promoting work-life balance, offering flexible working arrangements, and prioritizing stress-management initiatives. This helps to create a positive work environment that supports employees' mental health and overall productivity.
In conclusion, supporting employee mental health is crucial for enhancing productivity and well-being in the workplace. By increasing awareness, empathy, and open communication, employers can effectively address mental health concerns and provide the necessary support for their employees.
Measuring employee mental health and well-being outcomes is essential for evaluating the effectiveness of organizational efforts in promoting mental health. One way to gauge success is by tracking indicators such as increased awareness of employee assistance programs (EAPs), utilization and satisfaction with available mental health resources, and a decrease in stigma surrounding mental health.
This study explores best practices that organizations can implement to support mental health in the workplace. By adopting these practices, organizations can create a positive environment that promotes employee well-being and contributes to overall mental health improvement. The study provides valuable insights into effective strategies that can be used to enhance mental health initiatives within organizations.
In conclusion, measuring employee mental health outcomes and implementing organizational best practices can help establish the impact of mental health efforts in the workplace. By prioritizing employee well-being and reducing the stigma associated with mental health, organizations can create a supportive environment that fosters a positive mental health culture.
Managers at various hierarchical levels can exhibit supportive supervision techniques by facilitating employee collaboration in identifying and resolving stressors and mediating work-life conflicts.
Research has indicated that this approach is linked to favorable outcomes such as increased employee job satisfaction, improved physical well-being, and enhanced workplace productivity.
According to a study published in PubMed, it was found that over 25% of the population in the United States is affected by a depressive disorder. In the healthcare system and among payer sources, there is a division between mental and physical health. However, professional case managers who practice holistically aim to integrate both aspects of health by assessing the whole person.
The HIV Case Management program is focused on providing client-centered care. As a result, occasional travel is required for home visits, medical appointments, and training purposes.
The individual in this position will need to possess a valid driver's license and have access to a dependable vehicle. Mileage reimbursement is available for travel that is necessary for work-related activities.
Mental health case managers need to have a minimum of a bachelor's degree in psychology, social work, counseling, sociology, or a related field as their educational requirement.
A mental health case manager is responsible for coordinating and advocating for the care and treatment of individuals with mental health issues.
They require skills such as excellent communication, problem-solving, and organizational abilities to effectively serve their clients.
The Department of Homeland Security (DHS) has temporarily suspended the requirement for in-person case management visits in light of the COVID-19 peacetime emergency. Instead, case managers are allowed to fulfill this requirement through phone or video communication. This waiver applies to CBSM, AC, and ECS case management in the Minnesota Department of Human Services.