BackgroundDisease Management has evolved from managed care, specialty capitation and health service demand management, and refers to the processes and people concerned with improving or maintaining health in large populations. As opposed to epidemiology, which is generally concerned with sudden or persistent virulent outbreaks of disease, disease management is concerned with common chronic illnesses, and the reduction of future complications associated with those diseases. See also chronic care management. Illnesses that disease management would concern itself with include: Coronary heart disease, kidney failure, hypertension, heart failure, obesity, diabetes mellitus, asthma, cancer, arthritis, clinical depression, sleep apnea, osteoporosis, and other common ailments. In the United States, disease management is a large and growing segment of health care, with many companies and organizations represented. Disease management is of particular importance to health plans, agencies, trusts, associations and employers who offer health insurance. A Mercer Consulting study indicated that the percentage of employer-sponsored health plans offering disease management programs grew to 58 percent in 2003, up from 41 percent in 2002.[2] ProcessThe underlying premise of disease management is that when the right tools, experts and equipment are applied to a population, then labor costs (specifically: absenteeism, presenteeism and direct insurance expenses) can be minimized in the near term, or resources can be provided more efficiently. The general idea is to ease the disease path, rather than cure the disease. Improving quality and activities for daily living are first and foremost. Improving cost, in some programs, is a necessary component, as well. However, some disease management systems believe that reductions in longer term problems may not be measureable today, but may warrant continuation of disease management programs until better data is available in 10 to 20 years. Most disease management vendors offer return on investment (ROI) for their programs, although there are literally dozens of ways to measure ROI. Recognizing this, DMAA: The Care Continuum Alliance, in 2006, launched a project to build industry consensus on measuring clinical and financial outcomes in population-based health improvement programs, such as disease management. DMAA published a first volume of its widely recognized "Outcomes Guidelines Report" in December 2006 and, in September 2007, produced a second volume, with a greater emphasis on clinical outcomes (the first focused mostly on financial measures). A third volume, expanding on the first two and exploring new measurement areas, such as wellness, is scheduled for publication in September 2008. The tools of population-based health improvement programs include Web-based assessment tools, clinical guidelines, health risk assessments, outbound and inbound call-center-based triage, best practices, formularies and numerous other devices, systems and protocols. Experts include actuaries, physicians, medical economists, nurses, nutritionists, physical therapists, statisticians, epidemiologists, and human resources professionals. Equipment can include mailing systems, Web-based applications (with or without interactive modes), monitoring devices, or telephonic systems. See alsoReferences
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