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E-grāmata: Case Management of Long-term Conditions: Principles and Practice for Nurses

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(Deputy Director of Corporate Performance & Standards, NHS Sefton)
  • Formāts: PDF+DRM
  • Izdošanas datums: 05-Jan-2010
  • Izdevniecība: Wiley-Blackwell
  • Valoda: eng
  • ISBN-13: 9781444319873
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Case Management of Long-term Conditions: Principles and Practice for NursesPalielināt
  • Formāts: PDF+DRM
  • Izdošanas datums: 05-Jan-2010
  • Izdevniecība: Wiley-Blackwell
  • Valoda: eng
  • ISBN-13: 9781444319873
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The importance of appropriate and effective management of patient with long term chronic conditions cannot be underestimated, and both the Department of Health and the public are expecting much from the improvements and changes outlined in the recently published review by Lord Darzi.

Case Management of Long Term Conditions aims to provide all appropriate practitioners across all the professions (nurses, pharmacists, physiotherapists including social care practitioners) who might be involved in delivery of proactive case management with a practical understanding of how their knowledge and skills can be utilised to improve outcomes for people with Chronic Long Term Conditions. The text contains some broad reflections on care and service delivery based on reviews of evidence and views from clinicians in the use of these skills and competencies to deliver improved outcomes for these clients.
Introduction ix
Background to the Implementation of Case Management Models for Chronic Long-Term Conditions within the National Health Service
1(17)
Introduction
1(1)
Primary care management of long-term conditions
2(1)
How management approaches have been developed
3(1)
Developing and delivering care
4(1)
Future of care
5(1)
The impact and cost of chronic disease
6(1)
Identifying patients who require case management
7(1)
National guidelines and evidence-based practice
8(1)
Embedding evidence in practice
8(1)
Making progress in the management of chronic conditions
9(1)
Modernising care in the National Health Service
10(1)
Developing case management and care delivery
10(1)
Case management in the National Health Service
11(2)
Promotion of self-management and self-care
13(1)
Partnerships and expectations
13(2)
Conclusion
15(1)
References
15(3)
Case Management Models: Nationally and Internationally
18(25)
Introduction
18(2)
The context for case management in the NHS
20(1)
Impact of managed care models
21(1)
International models of care reviewed
22(1)
The Alaskan Medical Service
22(2)
Kaiser Permanente (North California)
24(1)
Group Health Cooperative (Seattle, Washington)
25(1)
Health Partners (Minnesota)
25(1)
Touchpoint Health Plan (Wisconsin)
26(1)
Anthem Blue Cross and Blue Shield (Connecticut)
26(1)
United Health Europe Evercare
26(1)
Amsterdam HealthCare System (the Netherlands)
27(1)
Outcome intervention model (New Zealand)
28(1)
National model of chronic disease prevention and control (Australia)
28(1)
Guided Care (United States)
28(1)
PACE (United States)
28(1)
Veterans Affairs (Unites States)
29(1)
Improving Chronic Iliness Care (Seattle)
29(1)
Expanded Chronic Care Model (Canada)
29(1)
Pfizer (United States)
29(1)
Green Ribbon Health: Medicare in health support (Florida)
30(1)
What do these models provide?
30(1)
Models in use in England
30(2)
Care management in social care
32(1)
Case management models in the NHS
32(4)
Joint NHS and social care
36(1)
Data for case mangement
36(2)
Evaluation
38(2)
Conclusion
40(1)
References
41(2)
Competencies for Managing Long-Term Conditions
43(23)
Introduction
43(1)
Development of the competency framework
44(2)
What the competencies are expected to deliver
46(1)
The competencies: what are they?
46(1)
Advanced clinical nursing practice
47(2)
Leading complex care co-ordination
49(3)
Proactively manage complex long-term conditions
52(1)
Managing cognitive impairment and mental well-being
52(3)
Supporting self-care, self-management and enabling independence
55(2)
Professional practice and leadership
57(1)
Identifying high-risk people, promoting health and preventing ill health
58(1)
End-of-life care
59(1)
Interagency and partnership working
60(1)
What the competencies aim to do
61(1)
Developing educational models to develop competencies
62(2)
Conclusion
64(1)
References
64(2)
Outcomes for Patients-Managing Complex Care
66(19)
Introduction
66(1)
The areas of competence and deliverables for patients: Leading complex care co-ordination
66(8)
Identifying high-risk patients, promoting health and preventing ill health
74(3)
Interagency and partnership working
77(5)
Conclusion
82(1)
References
82(3)
Outcomes for Patients-Advanced Nursing Practice
85(20)
Introduction
85(1)
Advanced clinical nursing practice
85(6)
Proactively manage complex long-term conditions
91(3)
Professional practice and leadership
94(3)
Managing care at the end of life
97(4)
Conclusion
101(1)
References
102(3)
Outcomes of Case Management for Social Care and Older People
105(18)
Introduction
105(1)
Policy drivers for the care of older people
105(3)
Health and social care integration
108(1)
Cost of care for older people
109(2)
What do people expect in old age and how will these services be commissioned?
111(1)
What does case management offer to older people?
112(2)
Integrated models of care
114(1)
Impact of case management on older people
114(4)
Managing resources
118(1)
Outcomes for older people
118(1)
Conclusions
119(1)
References
120(3)
Outcomes for Patients-Cancer Care and End-of-Life Care
123(21)
Introduction
123(2)
Gold Standards Framework for Palliative Care
125(1)
Integrated Cancer Care Programme
125(2)
Preparing for the pilot programmes
127(2)
Delivering the pilots
129(1)
Programme outcomes
130(1)
Case Management and ICCP
131(1)
Case management competencies-what can/should patients expect?
132(5)
The real need for competencies
137(2)
Advanced care planning
139(1)
Preferred place of care and delivering choice programmes
140(1)
Conclusion
140(2)
References
142(2)
Leadership and Advancing Practice
144(20)
Introduction
144(1)
What is leadership?
144(1)
What does leadership provide?
145(1)
Leadership framework in the NHS
146(1)
Skills in leadership
147(1)
Political understanding and functioning
148(1)
Setting targets and delivering outcomes
148(1)
Empowerment and influencing
149(1)
Levels of competence
150(1)
Other leadership frameworks
150(3)
What does good leadership do?
153(1)
Impact on organisations
153(1)
Leadership in case management
154(1)
Leadership and change
155(1)
Leadership is in every role
156(1)
Advanced practice
157(1)
Prescribing
158(1)
Advanced practice in long-term conditions
159(1)
Conclusions
160(1)
References
161(3)
Self-Care and Patient Outcomes
164(21)
Introduction
164(1)
What is self-care?
164(3)
Self-care and practitioners
167(1)
Systems for self-care
168(1)
Expert Patient Programme
168(1)
Effectiveness of self-care programmes
169(1)
Promoting self-care: staff role
170(1)
Self-care: models
171(2)
Self-care: the evidence base
173(2)
Using information and technology for self-care
175(4)
How do we engage patients in self-care?
179(1)
Conclusions
180(3)
References
183(2)
What does this Mean for Patients?
185(22)
Introduction
185(1)
Government expectations
186(1)
What do patients want from care?
186(1)
Reported outcomes from management of long-term conditions
187(1)
Modernisation to enable outcomes for users of services
188(1)
Do patients really see improvement?
188(2)
Understanding the patient experience, how we find out?
190(2)
Public Service Agreement targets
192(1)
Other assessments of user/patient experiences
192(3)
Patient-centred care
195(1)
Allowing patients to tell their tale
195(1)
Outcomes of care and patient experience
195(2)
Experience in case management
197(2)
Partnerships with patients: impact on experience
199(1)
Quality for patients
200(1)
Impact of the provision of information on patients' views and outcomes
201(1)
Conclusions
201(2)
References
203(4)
Index 207
JANET SNODDON is Deputy Director of Corporate Performance & Standards, NHS Sefton She was the Lead for Long Term conditions at both South Sefton and Southport and Formby PCTs (organisations which have now merged into NHS Sefton), developing case management services. She is also the Non Medical Prescribing clinical lead for Northwest SHA.
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