Hi Ron et al,

Vent away!

I think that the increasing trend towards case management is based on the
practice in the insurance industry of using case management to contain
costs.   However, this practice in the healthcare setting is fatally flawed:
Case Managers succeed in the insurance industry because they simply contain
costs (while quality tends to be given lip/ink service on glossy brochures).
I have been trying to promote the idea of case auditors instead.  So far it
has been a one man campaign, but I believe that it needs to replace the use
of case managers.

The difference between case managers and case auditors would be this:

Currently case managers are trained in a health profession (usually nurses
by sheer numbers).  They try to interpret the administrative restriction of
resources to the clinical recommendation of services.  That is a pointless
exercise.  If there are not enough resources to support certain services, or
to cap certain services, then that is a very simple clerical function that
can be filled by a clerical role once the policy is established.  By using
more expensive personell to try to second guess the clinical judgement of
the clinician who has assessed and recommended treatment, money is wasted.

I would suggest that as clinicians we put our licence on the line and risk
criminal prosecution if we act fraudulently, or practice in a substandard
way.  Case auditors would be a smaller number of individuals who would be
specifically trained to recognize indicators of quality in the different
professions (probably being members of the different, relevant professions.)
Case Auditors, instead of baby-sitting every case to second-guess the
clinical judgement, would only review a case only if it deviated from
pre-defined quality indicators (e.g. 3 OT visits for an uncomplicated knee
replacement without a relevant secondary diagnosis)

In Ontario (Canada) our homecare system (called Community Care Access
Centres or CCAC) have mushroomed out a massive bureaucracy of case managers
who "assess" things like ADLs by interview alone.  They over-ride specific
recommendations by various professions routinely.  While the number of case
managers was increasing, the number of direct treatment providers was being
choked to a minimum.

Case managers do not recieve sufficient training to be able to make
competent judgements about other professions.  If they did have the adequate
training to be able to make those judgements, then they would be far too
expensive to be efficient for the system.

We are in quite a bind here, but we need to be able to advocate effectively
to increase the quality of healthcare.

There is my rant.

Let me know what you think.

Greg


----- Original Message -----
From: "Ron Carson" <[EMAIL PROTECTED]>
To: <[EMAIL PROTECTED]>
Sent: Tuesday, August 05, 2003 4:48 PM
Subject: [OTlist] Large Fl. Hospital Case Managers and OT referrals


> Hello:
>
> This  morning,  I  met  with one of Central Florida's largest hospital's
> case  manager  staff.  I  personally  asked  with  approximately 10 case
> managers  and  asked if the refer their d/c'd patients for OT. Every one
> of  them  said something like: "not too much for OT, but quite a bit for
> PT".
>
> How  can  it be? How can a large hospital's case manager staff not refer
> to  OT,  except  in  rare cases?
>
> I  get  so  frustrated with such scenarios because, in my experience, it
> happens all the time. It is so rare to speak with someone in the medical
> field that utilizes OT for clients with occupational performance issues.
> On  those  rare occasions that someone does mention OT, it has been from
> an  orthopedic  setting  and  they  refer  to  OT  for  upper  extremity
> issues.... YUCK!
>
> Ron
>
> P.S. Just needed to vent!
>
>
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