Experience In Management Of Cases Research Articles

Experiences of mpox illness and case management among cis and trans gay, bisexual and other men who have sex with men in England: a qualitative study

The 2022-2024 global mpox outbreak, occurring primarily in the sexual networks of gay, bisexual and other men who have sex with men (GBMSM), has not been accompanied by a focus on patient perspectives of illness. We explore the experiences of GBMSM diagnosed with mpox in England to understand needs for social and clinical support. In-depth interviews (March/July 2023) were conducted with 22 GBMSM diagnosed with mpox in 2022, randomly selected from a national mpox surveillance database, and 4 stakeholders from clinical/community-based organisations. Interviews covered experiences of illness, testing, diagnosis, treatment and contact tracing, and were recorded, transcribed and analysed with a thematic framework. Media coverage drawing on homophobic stereotypes around sex between men contributed to feelings of stigma and shame. GBMSM living with HIV appeared to cope better with mpox stigma, drawing on their experiences of being diagnosed with HIV for resilience. Younger GBMSM with less experience of stigmatising illness found mpox diagnosis more traumatic and sometimes required support beyond what was provided. Accessing testing could be complicated when healthcare professionals did not recognise mpox symptoms. Men felt information on course of illness, isolation and vaccination after recovery was often inconsistent and contradictory. GBMSM described that care from sexual health and infectious disease units usually better met their emotional and medical needs. This was frequently linked by men to these services having skills in working with the GBMSM community and managing infection risk sensitively. General hospital services and centralised contact tracing could increase feelings and experiences of stigma as some staff were perceived to lack skills in supporting GBMSM and, sometimes, clinical knowledge. Long-term impacts described by men included mental health challenges, urethral/rectal symptoms and life-changing disability. In this study stigma was a central feature of mpox illness among GBMSM and could be exacerbated or lessened depending on the clinical and social support provided. Involving communities affected by outbreaks in co-producing, planning and delivering care (including contact-tracing) may help improve support provided. TCW, AJR, AS and FMB received support from the National Institute for Health and Care Research (NIHR) under its Programme Grants for Applied Research Programme (Ref: NIHR202038). CS and JS receive support from the National Institute for Health and Care Research Health Protection Research Unit (NIHR HPRU) in Blood Borne and Sexually Transmitted Infections at UCL in partnership with UKHSA; RV receives support from the NIHR HPRU in Emerging and Zoonotic Infections and NIHR HPRU in Gastrointestinal Infections. The views expressed are those of the author(s) and not necessarily those of the NIHR, UK Health Security Agency, World Health Organization or the Department of Health and Social Care.

Chronicles of A.I. Pospelov Moscow Society of Dermatovenerologists and Cosmetologists (MSDС was founded on October 4, 1891) Bulletin of the MSDС № 1155

On December 19th we held our last meeting of Moscow Society of Dermatologists and Cosmetologists named after A.I. Pospelov in person.
 There were 137 participants and no applicants.
 Professors, teachers and doctors from leading dermatovenerological clinics in Moscow were invited to take part in the anniversary meeting of the MSDС.
 Our agenda included two clinical cases. Both of them were based on speakers’ personal experience and included nail and facial skin disorders. This kind of analysis may boost doctors’ experience in diagnosis and management of challenging clinical cases.
 There were no scientific reports of the meeting.

Dilemmas and support strategies in dementia care: Experiences of case managers in Taiwan.

Objective: This study aimed to examine the dilemmas encountered and the countermeasures adopted by case managers, who care for individuals with dementia. The study also aimed to identify the types of support and assistance case managers require.Methods: In this qualitative study, the researchers conducted semi-structured interviews with 10 case managers, six from integrated dementia care centers and four from community-based dementia care centers in Taiwan.Results: The results are as follows: (1) Case managers providing services for individuals with dementia primarily encountered two major dilemmas, including cognitive differences (such as a lack of understanding of dementia, differences in ideas about dementia care, and distrust of the professionalism of case managers) with family members and their own insufficient professional capabilities, which made it difficult to reach a consensus on caregiving with family members and address the diverse conditions of individuals with dementia. (2) In response to these dilemmas, case managers adopted various approaches to enhance families' understanding of dementia and facilitate reaching a consensus on care. They also improved their professional capabilities through team discussions and resource networking. (3) The support and assistance required by case managers are continuous learning, the enhancement of their professional competencies, organizational support, and workload management.Conclusion: The findings of this study contribute to an understanding of the dilemmas faced by case managers in Taiwan's centers for integrated dementia care and community-based dementia care centers during policies implementation, as well as the strategies they adopted and the assistance they required. These results can also offer recommendations for policies, professional training, dementia services, and resources to reduce the disparity between policy and practice.

Can History Change Our Future Course? Lessons From Case Managers Across Time.

Purpose/Objectives: History can tell us a lot. Through the lens of case management history, we can appreciate how our practice has evolved and what have been the sticking points along the way. We can better understand how our practice became knitted into the fabric of the health care system, and why we apply certain functions and processes of case management across different practice settings. Historical lessons captured by national case management organizations or found in the literature can help us think about how to improve the future, as well as the care we deliver today. Higher education is another good resource for honing our skills. As the complex care of patients has evolved over time, there has been growth in advanced case management education (P. Stark, 2020). Yet, not everyone has access to formal education. Primary Practice Settings(s): Practical knowledge gained from the experiences of other case managers is not only free but also valuable. When we are exposed to the practical experiences and advice of seasoned case managers, we create an opportunity for knowledge sharing and reverse mentoring, which can result in leadership development (S. Powell, 2013). This article provides a historical glance into the evolution of today's case management practice, as well as provides salient lessons and advice from senior case managers who share practical tips and stories for tomorrow's case management leaders. Mentors share their career-long experiences in hospital case management, rehabilitation case management, pediatric case management, military case management, and hospice case management. Findings/Conclusions: Valuable lessons can be learned from reviewing case management's history that can be applied to improve current and future case management practice. Sources of information can be obtained from national organizations as well as from a review of the literature. Senior case managers who have dedicated their careers to case management can also be a vital resource, lending insights into pitfalls to avoid and best practices to implement in everyday practice. Implications for Case Management Practice: The case management mentors in this article have imparted the following key points to assist tomorrow's case management experts in maximizing their value:

Veterans and Case Management Assessment.

Lynn S. Muller, JD, BA-HCM, RN, CCM, is a nurse attorney, independent professional case manager, and managing partner of Muller & Muller. She is an adjunct professor in the MSN and DNP programs at Saint Peter's University of New Jersey. Lynn is a registered nurse and a board-certified case manager with extensive nursing and case management experience. Her law practice includes defense of health care professionals before the state licensing boards, consultant on such issues as regulatory compliance and accreditation, civil litigation, Wills, Trusts and Estates, and Family law. Lynn is the author of more than 60 articles and the legal chapters of the fourth edition of Case Management: A Practical Guide for Education and Practice and the second and third editions of the CMSA Core Curriculum for Case Management. Lynn is a contributor to the CCM Body of Knowledge (CMBOK), CMSA Career & Knowledge Pathways Project, and CMSA Standards of Practice for Case Management (2016) and is the contributing editor of Professional Case Management. She is as a former commissioner for the Commission for Case Management Certification (CCMC), and now serves on the Professional Development and Education Committee and is a facilitator for CCMC's 360, the immersion study course. Address correspondence to Lynn S. Muller, JD, BA-HCM, RN, CCM, Muller & Muller, P.O. Box 164, Bergenfield, NJ 07621 ([email protected]). Disclaimer: The information contained in this department is for educational purposes only. It is not legal advice, which can be given only by an attorney admitted to practice in the jurisdiction/state(s) in which you practice. Do you have a question or issue you would like addressed here? Questions are always welcome. We encourage ALL readers to submit questions and/or manuscripts, as well as topics you would like to see addressed in this department. Questions and other inquiries are accepted by email at: [email protected]. If you have an idea you would like to discuss, send your contact information by email and you will be contacted via your preferred method. The author reports no conflicts of interest.

Health Sciences students’ experience of COVID-19 case management and contact tracing in Cape Town, South Africa

BackgroundCOVID-19 has challenged health and higher education systems globally. Managing the epidemic in Cape Town, South Africa (SA), required partnerships with universities and setting up of de novo systems for mass case and contact tracing (C&CT). Health sciences, predominantly medical students, as well as social work and psychology students formed the core of this telephone-based work over the 18 months when SARS-CoV-2 caused severe disease.MethodsThis qualitative study aimed to elicit students’ motivations for becoming involved in C&CT, their experiences, and recommendations for C&CT and curricula. After Cape Town’s first COVID-19 wave, six on-line focus groups comprising 23 students were conducted, and a further four were conducted with 13 students after the second wave. As the researchers were predominantly educators previously involved in undergraduate health sciences education, the study’s purpose was to reflect on students’ experiences to make educational and health system recommendations.ResultsStudents were largely motivated to mitigate the impact of the epidemic on society and support people affected by COVID-19, as well as hone their professional skills. While these motivations were realised, students also needed to learn new skills – to autonomously work remotely, using novel communication strategies to engage those affected and use virtual groups to connect with colleagues. They managed responsibilities within the healthcare systems that did not always work smoothly, distressed cases who were financially insecure, difficult employers, and language barriers. They were prepared through training, and supported by virtual, yet effective teamwork and debriefing opportunities. Although the work was sometimes physically and emotionally exhausting, students found the work personally meaningful. They embraced public health’s role to protect population and individuals’ health.ConclusionNew teaching and learning practices adopted due to Covid-19 lockdowns enabled this digital C&CT project. It facilitated students to become confident, work autonomously and navigate challenges they will encounter as young professionals. The programme demonstrated that novel opportunities for rich student learning, such as in telehealth, can be embedded into public health and clinical functions of health services in contexts such as in SA, deepening partnerships between the health services and universities, to mutual benefit.

Having the Talk: Meaningful Use of Legal Documents.

Lynn S. Muller, JD, BA-HCM, RN, CCM, is a nurse attorney, independent professional case manager, and managing partner of Muller & Muller. She is an adjunct professor in the MSN and DNP programs at Saint Peter's University of New Jersey. Lynn is a registered nurse and a board-certified case manager with extensive nursing and case management experience. Her law practice includes defense of health care professionals before the state-licensing boards, consultant on such issues as regulatory compliance and accreditation, civil litigation, Wills, Trusts and Estates, and Family law. Lynn is the author of more than 60 articles and the legal chapters of the fourth edition of Case Management: A Practical Guide for Education and Practice and the second and third editions of the CMSA Core Curriculum for Case Management. Lynn is a contributor to the CCM Body of Knowledge® (CMBOK), CMSA Career and Knowledge Pathways Project, and CMSA Standards of Practice for Case Management, and is the contributing editor of Professional Case Management. She is a former commissioner for the Commission for Case Manager Certification (CCMC), serves on the Professional Development and Education Committee, and is a facilitator for CCMC's 360®, the immersion study course. Address correspondence to Lynn S. Muller, JD, BA-HCM, RN, CCM, Muller & Muller, P.O. Box 164, Bergenfield, NJ 07621 ([email protected]). Disclaimer: The information contained in this department is for educational purposes only. It is not legal advice, which can be given only by an attorney admitted to practice in the jurisdiction/state(s) in which you practice. Do you have a question or issue you would like addressed here? Questions are always welcome. We encourage ALL readers to submit questions and/or manuscripts, as well as topics you would like to see addressed in this department. Questions and other inquiries are accepted by email at: [email protected]. If you have an idea you would like to discuss, send your contact information by email and you will be contacted via your preferred method. The author reports no conflicts of interest.

Empathetic Leadership to Coach and Support Interprofessional Teams.

Vivian Campagna, DNP, RN-BC, CCM, ICE-CCP, is the Chief Industry Relations Officer of the Commission for Case Manager Certification (CCMC), the first and largest nationally accredited organization that certifies more than 50,000 professional case managers and disability management specialists with its CCM and CDMS credentials. With more than 30 years of case management experience, Vivian spent much of her professional career in acute care case management, before joining the Commission. Ellen Mitchell, MA, RN, CCM, is the Director for Industry Relations for CCMC. Ellen has more than 25 years of experience in the field of hospital case management and has presented nationally on topics of interest to the specialty. Ellen holds a master's degree in Acute Care Nursing. Address correspondence to Vivian Campagna, DNP, RN-BC, CCM, Commission for Case Manager Certification, 1120 Route 73, Ste 200, Mount Laurel, NJ 08054 ([email protected]). The authors report no conflicts of interest.

치매안심센터 사례관리자의 맞춤형사례관리 실천 경험에 관한 현상학적 연구

This study aims to find the direction of case management practice for dementia clients and their families by analysing case management experiences of case managers in dementia safety centers. Eleven case managers (nurses and social workers) from six dementia safety centers who had performed customized case management for more than one year and agreed to participate in this study were selected as study subjects. The researcher guided subjects to describe their experiences through face-to-face and online in-depth interviews. The Colazzi method was used for qualitative analysis of interview data as this method focused on deriving common attributes of all study participants rather than individual ones. Results revealed that the structure of experiences of study participants could be categorized into four groups by identifying 17 topic collections among 44 constructed meanings. These four categorized groups were: organizational environment, stress, coping, and growth. As a result of this study, it was confirmed that organizational reorganization, such as resetting the evaluation system and standard work manual, was necessary in order to promote positive changes of the customized case management performance in a dementia safety center. This study also suggests that a public case management referring system and a cooperation model for dementia should be developed. In addition, follow-up studies are needed to establish a supervision system that can continuously monitor and improve work guidance, psychological and educational support for the case management practice process in dementia safety centers.

조직환경이 사례관리자의 전문성에 미치는 영향

This purpose of this study was to investigate the effect of organizational environment on the case manager expertise and the mediating effect of organizational commitment. The subjects were 300 case managers among social workers working at three welfare centers for the elderly, disabled, and social welfare centers in Seoul. As general characteristics of case managers, gender, age, case management experience, job title, number of concentrated cases, and case management training were examined. Data analysis was conducted using frequency analysis, correlation analysis, Baron & Kenny's relation analysis, and Sobel test by applying SPSS 25.0. As a result of the study, it was statistically confirmed that there is a positive (+) correlation between the case manager's professionalism, organizational commitment, and organizational environment. As a result of the Sobel test analysis, the complete mediating effect of organizational commitment was confirmed, on the effect of the organizational environment on the professionalism of case managers. In terms of demographic characteristics, 30's, three and five years in case management experience, and five and ten years in institutional experience accounted for the highest proportions. The ratio of front-line social workers in position was the highest, and six or more cases yearly in the number of case management was the highest. Two to three cases or six cases or more in the number of intensive case management was similarly distributed. Based on these results, the importance of case manager expertise was recognized, and basic data were provided to establish an organizational environment response system for effective case management intervention, as well as to present an effective practice model.

Regional Impact of COVID-19 on Acute Case Management Practice.

Nadine M. Carter, MBA, BSN, RN, CDMS, CCM, has acquired cumulative health care experience in the areas of case management, utilization management, transitional management, nursing leadership, and personnel performance. Nadine has 30 years of case management experience. Nadine's passion is evident in her work with the Case Management Societ of America (CMSA), where she has served as president and board member to CMSA NJ, various national committees, and currently serves on the CMSA Board in Georgia and is the Secretary of the CMSA and a member of the Editorial Review Board for the Professional Case Management Journal. Marianne DiMola has more than 25 years of experience in health care human resources management and career development. Her experience includes branch directorships with two of the country's leading home health care organizations, Bayada Nurses and Nursefinders. She is a founding member of CMSA's TriChapter New York Conferences and served as the Executive Director of the New York City Chapter of CMSA for 20 years. Ms. DiMola is active with CMSA on national committees. Ms. DiMola is currently President and founder of Global Care Management, specialist in care management staffing and consulting. In addition, Marianne is one of the founders of Pathway Medical Staffing, a nationally recognized leader providing case management recruitment and retention advisory services, HEDIS staffing, and project management. Address correspondence to Nadine M. Carter, MBA, BSN, RN, CDMS, CCM, 3345 Hunting Creek Pass, Douglasville, GA 30135 ([email protected]; [email protected]) Disclaimer: The information contained in this department is for educational purposes only. It is not legal advice, which can only be given by an attorney admitted to practice in the jurisdiction/state(s) in which you practice. Do you have a question or issue you would like to be addressed here? Questions are always welcome. We encourage ALL readers to submit questions and/or manuscripts, as well as topics you would like to see addressed in this department. Questions and other inquiries are accepted by email at: [email protected]. If you have an idea you would like to discuss, send your contact information by email and you will be contacted via your preferred method. The authors report no conflicts of interest.

Changing Legal Landscape Observations Post-COVID-19.

Lynn S. Muller, JD, BA-HCM, RN, CCM, is a nurse attorney, independent professional case manager, and managing partner of Muller & Muller. She is an adjunct professor in the MSN and DNP programs at Saint Peter's University of New Jersey. Lynn is a registered nurse and a board-certified case manager with extensive nursing and case management experience. Her law practice includes defense of health care professionals before the state licensing boards, consultant on such issues as regulatory compliance and accreditation, civil litigation, Wills, Trusts and Estates, and Family law. Lynn is the author of numerous articles and the legal chapters of the fourth edition of Case Management: A Practical Guide for Education and Practice and the second and third editions of the CMSA Core Curriculum for Case Management. Lynn is a contributor to the CCM Body of Knowledge (CMBOK), CMSA Career & Knowledge Pathways Project, and CMSA Standards of Practice for Case Management and is the contributing editor of Professional Case Management. She is as a former commissioner for the Commission for Case Management Certification (CCMC) and serves on the Professional Development and Education Task Force and is a facilitator for CCMC's 360, the 2-day immersion course. Address correspondence to Lynn S. Muller, JD, BA-HCM, RN, CCM, Muller & Muller, P.O. Box 164, Bergenfield, NJ 07621 ([email protected]). Disclaimer: The information contained in this department is for educational purposes only. It is not legal advice, which can only be given by an attorney admitted to practice in the jurisdiction/state(s) in which you practice. Do you have a question or issue you would like addressed here? Questions are always welcome. We encourage ALL readers to submit questions and/or manuscripts, as well as topics you would like to see addressed in this department. Questions and other inquiries are accepted by e-mail at: [email protected]. If you have an idea you would like to discuss, send your contact information by e-mail and you will be contacted via your preferred method. The author reports no conflicts of interest.

A Qualitative Case Study on the Practical Experience of Case Managers in the Public Sector

본 연구의 목적은 공공영역 사례관리자의 실천 경험을 심층적으로 탐색하고, 이를 통해 공공영역 사례관리 실천의 현황과 과제 및 관련한 개선방안을 제시하는데 있다. 이를 위해 희망복지지원단 소속 통합사례관리사를 중심으로 공공영역에서의 사례관리 실천 경험과 의미를 탐색하였으며, 연구방법은 질적 사례연구방법을 활용하였다. 연구참여자는 대전과 충남지역에서 3년 이상 통합사례관리사로 활동하고 있는 10명을 선정하였다. 수집된 자료의 분석결과 연구참여자들의 경험은 총 72개의 의미 단위와 9개의 하위범주, 3개 영역의 주제로 도출되었다. 구체적으로 각각의 주제는 ‘축적된 경험을 통한 전문직 정체성의 확립’, ‘공공영역 사례관리의 특성과 장점’, ‘지속 가능한 실천을 위한 과제’로 나타났다. 이러한 연구결과를 토대로 공공영역 사례관리 사업과 관련하여 일관된 정책 방향의 제시 및 통합사례관리사를 위한 법적 제도적 지위 개선, 사례관리 실천역량을 강화하기 위한 제도화된 교육과 수퍼비전 체계의 현실화 등을 제언하였다.This study aims to explore the practice experience of case management in the public sector in-depth, and to analyze the current status, tasks and suggest ways to improve case management practice in the public sector. For this purpose, The experiences and meaning of case management practices in the public sector were explored within the integrated case managers of the Heemang Welfare Support Team using a qualitative case study method. The study selected 10 participants who were working as an integrated case managers for more than 3 years in the Daejeon and Chungnam area. As a result of analysis of collected data, 72 semantic units, 9 subcategories, and 3 topics were derived from participants experiences. The topics are establishment of professional identity through accumulated experience , characteristics and merits of case management in the public sector , and tasks to uphold sustainable practice . Based on these findings, the study suggests consistent policy directions related to case management program in the public sector, legal and institutional status improvement of integrated case managers, institutionalized education to strengthen case management practices, and realization of a supervision system.

Experiences of Community-based Case Management for Early Psychosis: Focusing on Social Treatment for Early Psychosis (STEP) Program

Purpose The purpose of this study was to explore the experience of case management for early psychosis and identify factors influencing care management. Methods We conducted in-depth interviews with 10 mental health professionals who implemented the Social Treatment for Early Psychosis (STEP) program. The collected data were analyzed using qualitative content analysis. Results The findings consisted of 4 categories and 15 subcategories. Case management should develop expertise considering the desires of young adults, and grew as experts by promoting family cooperation and coping with mental crises. Administrator's support and peer support programs had a positive impact, while the absence of collaborative systems with psychiatric institution were identified as limitations in the operating system of the basic center. Consulting and monitoring of the metropolitan center provided a foundation for case management at the basic center, while the government's support policy is needed to improve of working environment and set up the youth-friendly early intervention system. Conclusion The results suggest that case management for early psychosis requires multilateral and cooperative efforts by strengthening the capabilities of case managers, establishing an integrated case management network of basic and metropolitan centers, and expanding the government's human and physical infrastructure. Key words: Case management; Community mental health services; Early psychosis; Qualitative research 주요어: ì¡°ê¸°ì •ì‹ ì¦, 사례관리, ì§€ì—­ì‚¬íšŒì •ì‹ ê±´ê°•ì„œë¹„ìŠ¤, ì§ˆì ì—°êµ¬

The experiences of newly-appointed case managers

The objective of study is to explore the experience of the new case managers in carrying out their duties in the hospital. This study used a phenomenological approach by in-depth interview to 10 case managers (in a referral hospital in Jakarta, Indonesia) and Colaizzi's analysis method were used. Results of the study are new case managers go through a challenging adaptation process; carrying out the case manager role and functions requires extensive knowledge and skills; case managers work in a highly-structured and systematic way; case managers work to fulfill the needs of patients and families holistically. A hospital that has just established a case manager system needs to increase support case manager's skills and knowledge upgrading; Newly-Appointed Case Managers need skill in inter-professional collaboration, service coordination, and a holistic patient care approach.

Experience in management of emergency and severe cases of non-COVID-19 during the outbreak of COVID-19

In China, the COVID-19 epidemic has had a definite turning point under the nationwide efforts to combat it. The battle against the epidemic has lasted for more than one and a half months and will continue in the short term. Severe infectious risks, massive consumption of medical personnel and materials bring unprecedented challenges to the treatment of non-COVID-19 with emergency and severe cases. To improve the management of emergency and severe cases of non-COVID-19 during the epidemic period, attention should be paid not only to "cure" but also to "prevent." Through the prehospital triage and in-hospital buffer, this paper provides the admission and treatment experience for emergency and severe cases of non-COVID-19, expecting to provide a valuable reference for saving more patients during the outbreak of COVID-19.

Adherence to Multidrug Resistant Tuberculosis Treatment and Case Management in Chongqing, China - A Mixed Method Research Study.

AimThis paper evaluated the treatment adherence for multidrug-resistant tuberculosis (MDR-TB) and MDR-TB case management (MTCM) in Chongqing, China in order to identify factors associated with poor treatment adherence and case management.MethodsSurveys with 132 MDR-TB patients and six in-depth interviews with health care workers (HCWs) from primary health centers (PHC), doctors from MDR-TB designated hospitals and MDR-TB patients were conducted. Surveys collected demographic and socio-economic characteristics, as well as factors associated with treatment and case management. In-depth interviews gathered information on treatment and case management experience and adherence behaviors.ResultsPatient surveys found the two main reasons for poor adherence were negative side-effects from the treatment and busy work schedules. In-depth interviews with key stakeholders found that self-perceived symptom improvement, negative side-effects from treatment and financial difficulties were the main reasons for poor adherence. MDR-TB patients from urban areas, who were unmarried, were female, had migrant status, and whose treatments were supervised by health care workers from primary health clinics, had poorer treatment adherence (P<0.05). Among the MDR-TB patients surveyed, 86.7% received any type of MTCM in general (received any kind of MTCM from HCWs in PHC, MDR-TB designated hospital and centers of disease control/TB dispensaries and 62.50% received MTCM from HCWs in PHC sectors). Patients from suburban areas were more likely to receive both MTCM in general (OR=6.70) and MTCM from HCWs in MDR-TB designated hospitals (OR=2.77), but female patients (OR=0.26) were less likely to receive MTCM from HCWs in PHC sectors, and patients who were not educated about MTCM by TB doctors in designated hospitals were less likely to receive MTCM in general (OR=0.14). Patients who had not been hospitalized were less likely to receive MTCM from HCWs in MDR-TB designated hospitals (OR=0.21).ConclusionStronger MTCM by HCWs in PHC sectors would improve treatment adherence among MDR-TB patients. Community-based patient-centered models of MTCM in PHC sectors and the use of digital health technology could help to improve case management and thereby improve adherence.

COVID-19 Changes in Laws and Regulations.

Lynn S. Muller, JD, BA-HCM, RN, CCM, is a nurse attorney, independent professional case manager, and managing partner of Muller & Muller. She is an adjunct professor in the MSN and DNP programs at Saint Peter's University of New Jersey. Lynn is a registered nurse and a board-certified case manager with extensive nursing and case management experience. Her law practice includes defense of health care professionals before the state licensing boards, consultant on such issues as regulatory compliance and accreditation, civil litigation, Wills, Trusts and Estates, and Family law. Lynn is the author of numerous articles and the legal chapters of the fourth edition of Case Management: A Practical Guide for Education and Practice and the second and third editions of the CMSA Core Curriculum for Case Management. Lynn is a contributor to the CCM Body of Knowledge (CMBOK), CMSA Career & Knowledge Pathways Project, and CMSA Standards of Practice for Case Management and is the contributing editor of Professional Case Management. She is as a former commissioner for the Commission for Case Management Certification (CCMC) and serves on the Professional Development and Education Task Force and is a facilitator for CCMC's 360, the 2-day immersion course. Address correspondence to Lynn S. Muller, JD, BA-HCM, RN, CCM, Muller & Muller, P.O. Box 164, Bergenfield, NJ 07621 ([email protected]). Disclaimer: The information contained in this department is for educational purposes only. It is not legal advice, which can only be given by an attorney admitted to practice in the jurisdiction/state(s) in which you practice. Do you have a question or issue you would like addressed here? Questions are always welcome. We encourage ALL readers to submit questions and/or manuscripts, as well as topics you would like to see addressed in this department. Questions and other inquiries are accepted by e-mail at: [email protected]. If you have an idea you would like to discuss, send your contact information by e-mail and you will be contacted via your preferred method.

드림스타트 아동통합사례관리사의 사례관리 경험에 관한 현상학적 연구

드림스타트 아동통합사례관리사의 사례관리 경험에 관한 현상학적 연구

Creating a Digital Bridge: Lessons and policy implications from a technology access and distribution program for low-income job seekers

Lower income households, significantly less likely to have a computer or internet at home, were disproportionately impacted by the historic job losses in the Spring of 2020. In response, a Seattle-based workforce development nonprofit in partnership with the City of Seattle launched a program called Digital Bridge. The program distributed 197 refurbished computers and 174 internet hotspots and gave participants access to the Northstar Digital Literacy Assessment, online curriculum, and a technical support phone line. To understand Digital Bridge recipient needs, program impacts, and experiences of case managers implementing the program, we conducted a mixed methods study using a survey, Northstar Digital Literacy assessments, audio diaries, interviews, and a focus group.We found that most Digital Bridge participants needed individualized training and structured support to complete online training and look for employment. Case managers became participants’ default help desk without sufficient training and time allocated to properly support their clients. Participants did not use the technical support line but relied on family, friends, and their case manager when they needed assistance. Participants also wanted more structured support such as one-on-one walk throughs of their new devices and formal digital literacy training.After the initial pandemic shutdowns, more temporary federal funding has been allocated to support digital inclusion efforts. This study found that simply distributing technology will not get someone meaningfully connected; recipients want and need assistance from programs and people that they know and trust. Organizations implementing these programs need additional funding to support the time intensive personnel costs; funding cannot be limited to distributing the technology. Additionally, programs addressing digital inequalities need to work with broader social and economic assistance programs for their participants to access living wage careers.