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Management Services (management + services)
Selected AbstractsMorrison healthcare food services finds the key ingredients in operational excellence and great customer serviceGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 1 2007Andrea Seidl Although its new initiative had met three-year goals for customer service and operating excellence in just two years, MHFS discovered it had uneven acceptance and implementation in the field. By making associate engagement, pride, and empowerment part of the new customer service strategy, MHFS is finally getting the results it wants. The organization appropriated talent and tools from other industries, got some outside help, and leveraged a powerful grass-roots program to make customer service relevant, compelling, and actionable for its mostly hourly field associates in 450 facilities. This article is printed by permission of Morrison Management Services. © 2007 Morrison Management Services. [source] Improving Heart Failure Self-Management Support by Actively Engaging Out-of-Home Caregivers: Results of a Feasibility StudyCONGESTIVE HEART FAILURE, Issue 1 2008John D. Piette PhD The benefits of heart failure (HF) care management have been demonstrated, yet health systems are often unable to meet patients' needs for support between outpatient visits. Informal care provided by family or friends is a low-cost, and potentially effective, adjunct to care management services. The authors evaluated the feasibility of augmenting HF care management with weekly, automated assessment and behavior change calls to patients, feedback via the Internet to an out-of-home informal caregiver or CarePartner (CP), and faxes to the patient's health care team. The program included 52 HF patient-CP pairs participating for an average of 12 weeks. Patients completed 586 assessments (92% completion rate) and reported problems that might otherwise have gone unidentified. At follow-up, 75% had made changes in their self-care as a result of the intervention. The CP program may extend the impact of HF telemonitoring beyond what care management programs can realistically deliver. [source] Testing mechanisms of action for intensive case managementADDICTION, Issue 3 2008Jon Morgenstern ABSTRACT Aim This study identified factors that predict, mediate or moderate the effects of intensive case management (ICM) on longer-term drug abstinence outcomes in women on welfare. Design In a parent study women were assigned randomly to usual care (UC) or intensive case manangement (ICM). Treatment was provided for 12 weeks and follow-up continued for 15 months after study intake. A set of hypothesized mediators was assessed at month 3 and a rigorous four-step mediational model was tested using outcomes in months 4,15. Participants Participants were 302 drug-dependent women applying and eligible for federal welfare and not currently in drug abuse treatment. Interventions ICM provided intensive treatment engagement including voucher incentives for treatment attendance and case management services; UC provided primarily referral to community treatment programs. Measurement Substance use outcomes were assessed using the time-line follow-back interview and confirmed using biological and collateral measures. Findings Participants in ICM had more case manager contacts, better treatment engagement and more self-help attendance than did those in UC. Each of these variables predicted, and was shown to be a mediator of outcome, but case management contact was an especially robust mediator. Further, ICM effects were strongest for those who attended treatment least. Contrary to prediction, greater psychopathology and environmental stressors did not predict worse outcomes. Conclusions Findings suggest that case management is an active intervention that may both facilitate and substitute for formal drug abuse treatment. [source] Partnering Managed Care and Community-Based Services for Frail Elders: The Care Advocate ProgramJOURNAL OF AMERICAN GERIATRICS SOCIETY, Issue 6 2003Kathleen H. Wilber PhD OBJECTIVES: To describe a demonstration program that uses master's-level care managers (care advocates) to link Medicare managed care enrollees to home- and community-based services, testing whether referrals to noninsured services can reduce service usage and increase member satisfaction and retention. DESIGN: Using an algorithm designed to target frail, high-cost users of Medicare insured healthcare services, the program partners PacifiCare's Secure Horizons and four of its medical groups with two social service organizations. SETTING: Three care advocates located in two community-based social services agencies using telephone interviews to interact with targeted elders living in the community. PARTICIPANTS: Three hundred ninety PacifiCare members aged 69 to 96 receiving care from four PacifiCare-contracted medical groups. INTERVENTION: The 12-month intervention provides telephone assessment, links to eight types of home- and community-based services, and monthly follow-up contacts. MEASUREMENTS: Sociodemographic characteristics of intervention participants, types of service referrals, and acceptance rates. RESULTS: Lessons learned included the importance of building a shared vision among partners, building on existing relationships between members and providers, and building trust without face-to-face interactions. CONCLUSION: The program builds on current insured case management services and offers a practical bridge to community-based services. [source] Optimizing Coding and Reimbursement to Improve Management of Alzheimer's Disease and Related DementiasJOURNAL OF AMERICAN GERIATRICS SOCIETY, Issue 11 2002Howard Fillit MD The objectives of this study were to review the diagnostic, International Classification of Disease, 9th Revision, Clinical Modification (ICD-9-CM), diagnosis related groups (DRGs), and common procedural terminology (CPT) coding and reimbursement issues (including Medicare Part B reimbursement for physicians) encountered in caring for patients with Alzheimer's disease and related dementias (ADRD); to review the implications of these policies for the long-term clinical management of the patient with ADRD; and to provide recommendations for promoting appropriate recognition and reimbursement for clinical services provided to ADRD patients. Relevant English-language articles identified from MEDLINE about ADRD prevalence estimates; disease morbidity and mortality; diagnostic coding practices for ADRD; and Medicare, Medicaid, and managed care organization data on diagnostic coding and reimbursement were reviewed. Alzheimer's disease (AD) is grossly undercoded. Few AD cases are recognized at an early stage. Only 13% of a group of patients receiving the AD therapy donepezil had AD as the primary diagnosis, and AD is rarely included as a primary or secondary DRG diagnosis when the condition precipitating admission to the hospital is caused by AD. In addition, AD is often not mentioned on death certificates, although it may be the proximate cause of death. There is only one ICD-9-CM code for AD,331.0,and no clinical modification codes, despite numerous complications that can be directly attributed to AD. Medicare carriers consider ICD-9 codes for senile dementia (290 series) to be mental health codes and pay them at a lower rate than medical codes. DRG coding is biased against recognition of ADRD as an acute, admitting diagnosis. The CPT code system is an impediment to quality of care for ADRD patients because the complex, time-intensive services ADRD patients require are not adequately, if at all, reimbursed. Also, physicians treating significant numbers of AD patients are at greater risk of audit if they submit a high frequency of complex codes. AD is grossly undercoded in acute hospital and outpatient care settings because of failure to diagnose, limitations of the coding system, and reimbursement issues. Such undercoding leads to a lack of recognition of the effect of AD and its complications on clinical care and impedes the development of better care management. We recommend continuing physician education on the importance of early diagnosis and care management of AD and its documentation through appropriate coding, expansion of the current ICD-9-CM codes for AD, more appropriate use of DRG coding for ADRD, recognition of the need for time-intensive services by ADRD patients that result in a higher frequency of use of complex CPT codes, and reimbursement for CPT codes that cover ADRD care management services. [source] Perceptions about services and dropout from a substance abuse case management programJOURNAL OF COMMUNITY PSYCHOLOGY, Issue 5 2007Michael R. Sosin This article uses event history analysis to examine certain determinants of dropout from a case management program that serves homeless adults with substance abuse problems. The examined determinants are perceptions of conventional treatment services: (a) client perceptions concerning the value of the conventional services that case managers help them to obtain, (b) the views of use services held by social contacts, and (c) client perceptions of the legitimacy of conventional services. The findings, some of which involve statistical interactions, suggest that clients drop out of case management services more slowly (a) when they favor pursuit of particularly efficacious conventional programs; (b) when they find conventional programs to be of low legitimacy; (c) when, under special conditions, they perceive that conventional services are less caring; or (d) when social contracts do not pressure them. These findings generally imply that clients look to case management services when they are more skeptical about conventional services. The variables predicting dropout from case management poorly predict continuation in conventional substance abuse services, indicating that dropout is linked to perceptions of services in context-specific ways. © 2007 Wiley Periodicals, Inc. J Comm Psychol 35: 583,602, 2007. [source] Validation of the quality of The National Pain Database for pain management services in the United KingdomANAESTHESIA, Issue 11 2008G. C. Hall Summary Data on specialist pain management is scarce. We evaluated PainDB, a database which aggregates this information from UK pain clinics. PainDB entries for 1120 patients (2648 consultations) were compared to records at 30 pain clinics. Staff were surveyed about normal practice at 28 sites. First consultations (17 135) on the aggregated PainDB were analysed for 2003 for omissions. Those consultations included on PainDB (54.6%) showed good concurrence with written notes (88.1%), with no pattern for the missing visits. Questionnaire responses were often absent from notes (56%) and diagnosis was most frequently omitted from PainDB (12.4,18.4%). Clinic staff overestimated completeness. Despite commitment, PainDB is currently unsuitable for research or audit. As routine hospital data should provide information on activity, specific questions on severity and outcome could be answered by short-term recording of predefined variables. [source] Asthma management in rural New South Wales: Perceptions of health care professionals and people with asthmaAUSTRALIAN JOURNAL OF RURAL HEALTH, Issue 4 2009Biljana Cvetkovski Abstract Objective:,To investigate the perceptions and attitudes towards asthma management of general practitioners, pharmacists and people with asthma in a rural area. Design:,Qualitative semistructured interviews. Setting:,Small rural centre in New South Wales. Participants:,General practitioners, pharmacists and people with asthma in a rural area. Results:,General practitioners perceived that the patient provided a barrier to the implementation of optimal asthma services. They were aware that other health care professionals had a role in asthma management but were not aware of the details, particularly in relation to that of the pharmacist and would like to improve communication methods. Pharmacists also perceived the patient to be a barrier to the delivery of optimal asthma management services and would like to improve communication with the general practitioner. The impact of the rural environment for the health care professionals included workforce shortages, availability of support services and access to continuing education. People with asthma were satisfied with their asthma management and the service provided by the health care professionals and described the involvement of family members and ambulance officers in their overall asthma management. The rural environment was an issue with regards to distance to the hospital during an emergency. Conclusions:,General practitioners and pharmacists confirmed their existing roles in asthma management while expressing a desire to improve communication between the two professions to help overcome barriers and optimise the asthma service delivered to the patient. The patient described minimal barriers to optimising asthma management, which might suggest that they might not have great expectations of asthma care. [source] Greening from the front to the back door?BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 3 2010A typology of chemical, resource management services Abstract Though services and product,service systems have been promoted as a promising way towards more eco-efficient and sustainable societies, they have not turned into reality as expected. Chemical and resource management services are among the few operational examples. They aim to align the service provider's and customer's actions to reduce chemical usage and waste, improve supply chain management and increase resource efficiency. Arguably, they also create new business and higher profit margins compared with merely selling chemicals or handling industrial waste. Thus far they have been viewed as a single business model. In contrast, this study shows through the construction of five ideal types that the actual services and their focus vary. They range from the management of the chemical supply to operations, waste reduction, combined logistics services, process management, IT and other technologies. Consequently this affects the value creation, organization and environmental efficiencies of these services. Copyright © 2008 John Wiley & Sons, Ltd and ERP Environment. [source] On the Productivity of Public Forests: A Stochastic Frontier Analysis of Mississippi School Trust Timber ProductionCANADIAN JOURNAL OF AGRICULTURAL ECONOMICS, Issue 2 2007Matthew H. Bonds This paper presents the results of a stochastic frontier analysis on the technical efficiency of school trust timber production in Mississippi. The state of Mississippi has a 200-year history of managing public trust lands designated to generate funds for public schools. Local school boards became the trustees of sixteenth section lands in the 1970s and have since supervised substantial increases in timber receipts. The majority of the timber management services are contracted to the Mississippi Forestry Commission (MFC),a state agency responsible for, among other things, overseeing sixteenth section timber management. The school districts and the MFC are legally required to maximize revenue from these lands. However, school districts are also legally permitted to outsource forestry services to private vendors and do so on a regular basis by recommendation from the MFC. This paper finds that the average technical efficiency of the sixteenth section lands is 46%, and there is a positive and statistically significant increase in total timber receipts when a higher proportion of management services are outsourced. Le présent article présente les résultats d'une analyse frontière stochastique de l'efficacité technique de la production de matières ligneuses sur les lots réservés aux écoles publiques dans l'État du Mississippi. Cet État possède deux cents ans d'histoire en gestion de terres publiques destinées au financement des écoles publiques. Les conseils scolaires locaux sont devenus les administrateurs des lots numéro 16 dans les années 1970 et gèrent depuis des augmentations substantielles de revenus tirés de la forêt. La majorité des services de gestion des matières ligneuses sont confiés à la Mississippi Forestry Commission (MFC), agence d'État chargée, entre autres, de la gestion de la matière ligneuse des lots numéro 16. Les arrondissements scolaires et la MFC sont légalement tenus de maximiser les revenus de ces lots. Les arrondissements scolaires peuvent, en vertu de la loi, confier les services forestiers à des entreprises privées, ce qu'ils font régulièrement sur recommandation de la MFC. Les résultats du présent article ont montré une efficacité technique moyenne des lots numéro 16 de 46% et une augmentation statistiquement significative et positive des revenus totaux tirés de la forêt lorsqu'une grande partie des services de gestion étaient impartis. [source] | |||||||||||||