Abstract
This article discusses issues relating to the design and internal administration of a case management agency for community based home care for the elderly. Included in the article are issues relating to screening procedures, assessment and case management activities, cost controls, automated management information systems, and personnel matters. The analysis is based on the experience of the National Long Term Care Demonstration (“Channeling”) which established and evaluated ten case management projects nationwide under federal funding.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 7-27 |
| Number of pages | 21 |
| Journal | Home Health Care Services Quarterly |
| Volume | 9 |
| Issue number | 1 |
| DOIs | |
| State | Published - Nov 30 1988 |
Bibliographical note
Funding Information:The research on which this article is based was funded by the Department of Health and Human Services under Contract No. HHS-100-80-0157. The authors gratefully acknowledge the assistancc and support of Peter Kemper and Randall Brown, co-principal investigators of the evaluation of the National Long Term Care Channeling Demonstration, and Mary Harahan, ,DHHS Project Officer for the evaluation. We are also thankful for the contributions that Raymond Baxter, James Callahan, Jr., and Stephen Day made to this project. This article summarizes portions of a much larger document: Carcagno, G. et al., The Evaluation of the National Long Term Care Dernonc~ration: The Planning and Operational Ex- perience of the Channeling Projects, Vols. 1 and 2, Mathernatica Policy Research, Princetnn, NJ. 1986.
