The Commission

What does it take to build a workforce that can keep up with change? For more than 30 years, our organization has built trust by providing high quality certification and professional development opportunities . That remains central to who we are, and when we rebranded and became The Commission™ in February 2026, we did not change that commitment to excellence. We are now better positioned to serve the broader community of client advocacy professionals while staying true to what has always defined The Commission. The standards, rigor, best practices and relevance behind our credential and education programs remain strong. Our nonprofit status, accredited programs, leadership, governance and commitment to rigorous ethical standards remain firmly in place. The CCM® and CDMS® programs continue to represent a trusted professional distinction for more than 50,000 client advocacy professionals, signifying a commitment to professional and ethical practice. As employers place greater emphasis on upskilling and reskilling, certification plays a key role in validating the skills professionals need as part of a future-ready workforce. Moving forward, The Commission's expanded mission will support client advocacy professionals through additional programs and offerings. Employers that support a culture of learning, equip employees with digital tools and encourage experimentation with AI will rely on external validation of skills prior to hiring. At The Commission, we recognize that skill validation alone is not enough. Professionals must also be resilient, adaptable, and prepared to work effectively in a changing environment. Building and sustaining a future-ready workforce demands employers and certifying bodies support professionals throughout their careers through lifelong learning opportunities. That is why The Commission is committed to working with like-minded employers and other organizations who invest in their workforce through certification, recertification, customized training and professional development on an ongoing basis. A future-ready workforce must be continuously nurtured through a supportive environment. To stay effective, client advocacy professionals need opportunities to deepen skills, adapt to new expectations, and strengthen their knowledge. The Commission is committed to creating continuous learning opportunities using digital tools, learning modalities and instructional design that support how professionals learn today . The Commission uses the research findings from its job task analyses to update the credentialing exams and develop related education offerings that reflect current best practices for client advocacy professionals. If you are an employer looking to better support and cultivate a learning culture for your organization, The Commission can help! Our goal is to work alongside employers and government agencies, and related organizations to support and develop a future-ready workforce of client advocacy professionals.

In my experience, some of the best outcomes happen when client advocacy professionals work together across settings and across disciplines. My career has shown me that the case management skill set has always had value far beyond traditional clinical environments. My path into this work has never been limited to just one title. I have worked in case management, training, rehabilitation counseling, workers compensation, disability management and community-based support, and over time I came to understand that the principles behind the CCM® are as valuable in homes and communities as they are in more traditional systems of care. People need client advocacy professionals who recognize how to communicate with people of all races, educational and economic backgrounds. This reinforced what I already understood: case management is not just about what happens in a hospital, clinic or office. It is about assessment, coordination, problem-solving, communication and persistence helping people to build safer, more independent and stable lives. One of the more memorable examples of community support alongside case management that has stayed with me was when I worked with a young paraplegic individual who was living in a nursing home. To coordinate home and community-based support, I coordinated with property managers, furniture stores, utility companies, churches, social service programs, and home health agencies to help ensure a safe transition into the community. The successful transition only happened because many people were working towards the same goal: assisting, supporting and empowering the client with a successful transition into the community. Community health workers (CHWs) are an important part of the broader picture of client care because they bring trust, presence and local knowledge that can strengthen care in real and practical ways. Case managers often focus on care coordination, system navigation, and service planning, while CHWs build trust within the community, engage clients on a personal level and ensure their voices are heard. Together, they collaborate to bridge gaps that optimize the client experience and outcomes, as illustrated in a recent webinar produced by The Commission. It features Julie Smithwick, MSW, CHW, and offers a helpful look at how Board-Certified Case Managers and community health workers can strengthen that kind of community-based support in practice. Looking back, I see that I was bringing case management principles into home and community-based work all along. The CCM skill set has never been limited to traditional clinical settings. It has always been about understanding people, navigating systems, building relationships, coordinating support and helping individuals move toward greater stability and independence. Today, as we talk about client advocacy professionals and the need for a future-ready workforce we have an opportunity to recognize that this work occurs in all settings in which case managers and CHWs practice. As technology and AI contribute to shape the future of care, the focus remains the same: knowing the community, listening to people, and helping them access the support they need to live with dignity and self-determination. As healthcare systems continue to evolve, collaboration between case managers and community health workers is essential. I have seen, time and again, that meaningful outcomes for our clients depend on people working together across settings, disciplines and communities.

During National Nurses Week, The Commission™ is shining a light on the many ways nurses serve as client advocacy professionals and the lasting difference they make for clients and families. To celebrate their impact, The Commission is sponsoring a contest in their honor. Answer the question below for a chance to win: Tell us about a time when your client advocacy skills helped change the course of care, support or outcomes for an individual or family you were serving. The Commission will offer $50 VISA e-gift cards to 2 lucky winners. Contest ends May 22, 2026. How to participate: click here to submit your answers and enter to win About the Sponsor The Commission is the first and largest nationally accredited case management certification organization, credentialing more than 50,000 professional case managers and disability management specialists.

For the new Rooted in Excellence video series, the Commission for Case Manager Certification® (CCMC®) wants to highlight the excellence behind every client advocacy professional. To show their gratitude, CCMC is sponsoring a contest. Answer the Questions Below for a Chance to Win: What keeps you grounded as a client advocacy professional? Is it your clients? Your community at work? What areas have you been able to excel in your role as a client advocacy professional? Excellence isn't built overnight. Tell us what got you here. The Commission will offer $50 VISA e-gift cards to 2 lucky winners. Contest ends December 5, 2025 How to participate: click here to submit your answers and enter to win About the Sponsor The Commission for Case Manager Certification is the first and largest nationally accredited case management certification organization, credentialing more than 50,000 professional case managers and disability management specialists. Email link: https://conta.cc/46cLJHy

In honor of National Case Management Week 2025 (Oct. 12-18), the Commission for Case Manager Certification® (CCMC®) is highlighting the journeys of case managers and how you continue to put your clients first. To show their gratitude, CCMC is sponsoring a contest for case managers. Answer the Questions Below for a Chance to Win What is the toughest obstacle you have had to overcome on your journey as a case manager? What do you always keep top of mind when guiding clients through an ever-changing healthcare system? The Commission will offer $50 VISA e-gift cards to 2 lucky winners. Contest ends October 30, 2025 How to participate: click here to submit your answers and enter to win. About the Sponsor The Commission for Case Manager Certification is the first and largest nationally accredited case management certification organization, credentialing more than 50,000 professional case managers and disability management specialists. Email link: https://conta.cc/46rnOoR

Early in my career, I considered myself understanding of diversity, equity, and inclusion, but I hadn't yet directly seen the impact of health disparities. I was conducting in-home achievement testing for employers to assess employees' cognitive abilities. One day, I visited a residence in a chaotic neighborhood with excessive loud noise, too many people without enough space, and children running in and out. Conditions were not conducive to administer the testing, but there were no other options for the employee. I was not surprised to see the employee's scores were poor. Knowing their environment, I was obligated to share my concerns that the scores were affected by external factors. I shared my broader concerns with my manager regarding the environmental and economic factors that were not only impacting the test scores but the overall care and success for this employee. I was told that those concerns were outside of the scope of services we were contracted to perform, and we had no basis on which to support my opinion. I was very concerned that the current care and support the employee was getting was not optimal, ultimately impacting the outcome of their case, possibly impacting their ongoing benefits and return to work. I was compelled to tell the employer and explained that the results were not representative of true performance, advocating for another round of testing for the employee. The decision-makers reacted poorly, and my manager was not pleased, but when I stepped back to evaluate the situation, I stood by my actions. I didn't have the resources to improve the employee's care and conditions myself, but I knew the best I could do was to fairly and accurately convey the employee's situation to the employer. As board-certified case managers and disability management specialists, it's our duty to ensure that everyone involved in a client's care understands the social determinants of health (SDOH) affecting their return to work, to play, and to living. This requires us to be aware of equity, work to help them overcome barriers to access, and counter potential implicit bias. At CCMC's 2022 Virtual Symposium1, I discussed this subject with a panel of CCMC Commissioners —certified case managers and disability management specialists — exploring the various nuances of equity in their work. The panel included R. Keith Franklin, PhD, LPC-S, LCDC, ACS, CEAP, CCM; Kendra Greene, MSN, MBA/HCM, RN, CCM; and Rebecca Fisco, CDMS. How CCM and CDMS Certificants Demonstrate Fairness, Impartiality, and Justice in Daily Practice Most of my career has been spent working with people different from myself. Cultivating awareness of those differences and my implicit biases enables me to better serve clients. It takes conscious effort to examine our daily experiences and how they differ from those of our clients, as affected by race, abilities, income, environment, and other such factors. To accomplish this, we must understand the impact of SDOH, or common challenges impacting our communities such as lack of access to resources or care. We must frequently assess and understand our clients' unique backgrounds to customize the services we provide and help bridge gaps. Bridging these gaps requires us to constantly educate ourselves and others on issues factoring into equity. It's our responsibility to communicate key information to stakeholders and connect clients with relevant resources. Disability management specialists representing employers can educate companies on gaps in their benefit offerings or income replacement offerings. We can ensure employees are aware of the level of care they should expect and have everything they need to understand their benefits. Case managers and disability management specialists can assess client needs and get them help from relevant community organizations to meet needs like transportation, nutrition, language translation, or financial assistance. Identifying and Addressing Our Own Biases is Fundamental We must evaluate how we're perceived and how we perceive the world around us to ensure implicit bias doesn't influence our interactions. I try to challenge my assumptions and check my gut reactions, gauging whether they are appropriate or exhibit bias. I also try to learn from my surroundings and be aware of how I am treated compared to others. For instance, when flying at a U.S. airport, if I raise an issue, it may be addressed differently than someone who speaks a different language. As another hypothetical example, a person of color who comes into an emergency care setting with a mental health crisis might behave similarly to a white patient but be treated differently from a white person, with staff being more likely to call security. Assessing these situations and analyzing bias that can negatively impact outcomes is an important step to counter inequities. Implicit bias quizzes and training can illuminate types of biases to identify within ourselves. We should always assume positive intent from clients and support them regardless of our own beliefs or backgrounds. Acknowledging moments when we display bias facilitates growth. Strategies to Improve Client and Provider Awareness of SDOH and Equity Education and communication are fundamental to drive awareness. As a field case manager, it has often been my responsibility to help employers understand challenges pertaining to SDOH. If an employer didn't feel that an employee was progressing from an injury or illness in the way they perceived the employee should, often they weren't recognizing the factors that might be affecting those outcomes. I've been fortunate to work for organizations with strong approaches to addressing health equity issues, from which we can glean valuable lessons, including in my work as a disability management specialist. These employers: Hold insurers and providers accountable for quality and accessibility of care; Empower employees through education and training to know what they should expect from care; Solicit feedback from employees to identify specific community challenges; and Take active steps to bridge gaps while continuing to solicit feedback on progress. This approach can also apply to case managers, though the situation can be more delicate, as case managers often represent a provider or insurer. Generally, case managers should always: Understand how SDOH impact clients, which requires staying up to date on current research while asking questions and listening to clients; Maintain open lines of communication between stakeholders about SDOH affecting clients; Identify quality of care, access, and resource challenges within communities served or those faced by clients; Empower clients in acute or recovery phases to navigate challenges by providing them with information and connecting them with resources; and Ensure the improved health outcome is sustained beyond the duration of the case management episode of care. Case managers must set clients up for independent success managing their health. For example, once a case manager is no longer working with a client, it's possible that the former client may experience a mental health crisis and require help from a counselor. The former client may be able to evaluate quality of care and identify potential workarounds if the right provider is not in the network. If they need to travel out of network for the right provider, they may be able to successfully attain transportation and make the case for coverage to their insurer. We must strive to educate and empower clients so they can navigate the health care system without us. Partnerships with community groups, public health organizations and local leaders can drive awareness of gaps in access, as Kendra2 noted in the Virtual Symposium session. Insurers often have social responsibility teams that arrange these partnerships, such as with local food banks. Case managers can assess how clients are affected by SDOH and share information back with key decision makers to inform initiatives addressing SDOH in their communities. Identifying Equity Tools and Resources Interpersonal connections can yield resources for our own learning and for our clients, as can actively seeking out tools through research; community engagement; networking; and serving on professional organizations, committees, and boards. There are many online resources that can be helpful, including through the CDC and Health and Human Services. In my experience, employee resource groups are an excellent way to share tools and for employees to discuss how to bridge gaps. I am currently in one of these groups and employees post there to discuss challenges and exchange resources. This grassroots-level effort demonstrates how open dialogue can fuel change. The Value of Education and Empowerment - Understanding Health Benefits While education drives knowledge we have and share, we must also empower clients to understand their health plans and benefits and equip them to manage their care on their own. We must empower clients to embrace responsibility for understanding and using their own benefits, encouraging them to ask questions and seek help when they need it. It's also fundamental to keep cultural competency in mind, listening and tailoring our approaches to fit our clients. At one of my former roles, we organized health fairs. One such fair was attended largely by a LatinX population. We communicated outcomes to participants to drive behavioral changes but we soon identified the participants were not the health care decision makers which drove us to ask questions. Through that exploration, we identified the decision makers and built into our process a release to share health information with the employee's respective partner and decision maker and we began to see change and get positive feedback from participants. We wouldn't have known without asking questions, listening to them, and responding accordingly — a lesson that should always be applied in client interactions. Ongoing Learning and Skill Development The Commission for Case Manager Certification offers many avenues for continuing education on health equity and social determinants of health, including this webinar on the latest health equity data3 from the Commonwealth Fund, or this issue brief on social determinants of health4. I encourage you to explore them and share these tools. Building a culture of tolerance, understanding, and diversity requires a lifelong commitment to learning, and that makes case managers and disability management specialists valued resources in this fast-paced, evolving landscape. By ED Quick, MA, MBA, CDMS References / Resources 1Fisco R., Greene K., Keith Franklin R., Quick E. Better You, Better Team, Better Outcomes: The "E" in Diversity, Equity and Inclusion. Digital presentation at the Commission for Case Manager Certification Virtual Symposium; October, 2022. 2 Kendra Greene, MSN, MBA/HCM, RN, CCM 3CCMC Health equity: Access-to-care data helps us understand racial and ethnic disparities | Commission for Case Manager Certification (CCMC) CMLearning Network® Webinar. 4A call to action: Case managers can help build healthy, equitable communities. Commission for Case Manager Certification CMLearning Network® Issue Brief. Published December 2020. CCMC: Social Determinants of Health CCMC 2022 Virtual Symposium CDC, Minority Health and Health Equity Health and Human Services

Sudden illness and injury can be extraordinarily stressful, sparking worries about recovery time, treatment costs, and lost time at work. The complexity of the health care system and leave-of-absence programs can compound these concerns to worsen anxiety. That's where Board-Certified Case Managers (CCM) and Certified Disability Management Specialists (CDMS) come in. With unique skills and expertise, they help clients streamline their return to work and access to care, mitigating distress and serving as client advocates to ensure clients heal and return to daily life. The roles of a CCM and CDMS are distinct and complementary. These professionals share a common goal in supporting clients to facilitate optimal wellness and function. For instance, a CDMS may interview a client while a CCM coordinates care, or a CCM may provide a CDMS with medical information to support leave-of-absence and transitional work planning. Understanding the unique scope of knowledge and experience of our CCM and CDMS colleagues lays the foundation for meaningful collaborations and exceptional person-centered care management. Case Study: A CCM and CDMS Collaborated to Help a Client with Cancer Let's consider "Ray", whose cancer diagnosis led to months of chemotherapy that prevented him from working. An oncology CCM informed him and his wife of state leave and reimbursement programs that could help cover his wife's lost work time spent driving him to sessions. The CCM then worked with a workplace CDMS and helped Ray and his wife apply to the programs. After he received his first round of chemo, the CCM learned through an interview that Ray had nausea and recommended a dietitian referral. After a few weeks of treatment, the CDMS reached out to assess his future readiness for transitional work before sharing his job description with his CCM. The CCM and Ray's health care provider outlined return-to-work restrictions, which the CDMS shared back with the employer. Ray's employer agreed to the temporary accommodations until he returned to regular work. Ray's case is one of many scenarios in which CCM and CDMS practitioners collaborate to drive recovery. Together, they provide integrated, holistic case management to fulfill client needs. If you're not immersed in this work, the differences between a CCM and CDMS might seem hazy. It's no wonder, as they both help clients recover and return to productivity. However, while a CCM and CDMS may share a vital end goal, their roles are distinct. CCM and CDMS Defined: Key Distinctions CCM CDMS Role Optimizing health care delivery and outcomes so clients can recover. Minimizing economic impact of lost time at work and prioritizing clients' return to productivity. Responsibilities High-quality care coordination and helping clients navigate the health care system. May also work in workers' compensation and chronic care management. Connecting clients with employer resources and coordinating with employers. Informing clients based on their expertise in leave and absence programs, income replacement, and return to transitional work. Works with Health care providers, health insurers, third-party administrators, and CDMS. Leave and disability insurers, third-party administrators, employers, vocational rehabilitation programs, and CCM. The Growing Need for Case Managers and Disability Management Specialists The need for professional case managers is rising as the percentage of the population with chronic conditions grows, spurring the need for care coordination. 52% of adults in the U.S. have at least one chronic condition and 27% have multiple, according to the CDC.1 Healthcare staffing issues pose an additional need. Many essential workers are over age 50 and approaching retirement age2, healthcare worker burnout spiked during the COVID-19 pandemic, and nursing program enrollment is declining. Professional case managers help streamline care to reduce stressors and wear many hats to ensure clients' needs are always met. The role of the disability management specialist has also grown with the expansion of employer benefits and complex programs varying by employer. Many of those facing injury or illness are anxious to get back to work. Disability management specialists help determine how they can work transitionally within employers' temporary work restrictions. How CCM and CDMS Certification Drive Lifelong Learning These front-facing professionals keep up-to-date by getting certified and maintaining their certifications, leading to lifelong learning. Some practitioners carry both the CCM and CDMS credentials. Many earn additional certifications to enhance their learning, strengthen their expertise and advance in their careers. The Commission for Case Manager Certification recently hosted a webinar exploring how a CCM and a CDMS each function uniquely—and, sometimes, collaboratively—to drive recuperation. If you are interested in becoming a CCM and/or CDMS or renewing your certification, the Commission for Case Manager Certification exam offers the oldest and most recognized certification program with our CCM® credential and oversees the process of disability management specialist certification with our CDMS® credential. Written by Teresa M. Treiger, RN, MA, CCM, FABQAURP; 2022.2023 CCMC Chair for CCMC References 1 Boersma P, Black LI, Ward BW. Prevalence of Multiple Chronic Conditions Among US Adults, 2018. Prev Chronic Dis 2020;17:200130. DOI: http://dx.doi.org/10.5888/pcd17.200130 2 Schramm J. Carlos F. The U.S. Essential Workforce Ages 50 and Older: A Snapshot. Washington, DC: AARP Public Policy Institute. October 2020. https://doi.org/10.26419/ppi.00111.001

In honor of National Case Management Week 2022 (Oct. 9-15), the Commission for Case Manager Certification (CCMC) is highlighting the great work you passionately do, putting your patients first. To show their gratitude, CCMC is sponsoring a contest for nurse case managers. 4 winners - $200.00 Total Prizes CCMC will offer $50 VISA e-gift cards to 4 lucky winners Contest ends October 30, 2022 How to Participate To participate, answer the following 2 questions (1 or both) for a chance to win a share of $200 in total prizes! What are some things you do to give yourself time to think and breathe? What do you think is the most important attribute of today's professional case manager? Post your answers in the comment section below. About our sponsor The Commission for Case Manager Certification is the first and largest nationally accredited case management certification organization, credentialing more than 50,000 professional case managers and disability management specialists.

Socioeconomic Factors Affect Clients’ Ability To Manage Their Health As experts in securing health and social services, case managers and disability management specialists understand their clients’ needs and how to help them access assistance, even when doing so proves difficult. The Commission for Case Manager Certification celebrates differences across demographics and characteristics that make each person unique. Case managers and disability management specialists who understand the diverse array of clients they serve strengthen their support and improve outcomes. People in historically marginalized racial and ethnic groups face inequities in health outcomes, access to primary care2, behavioral health care3, and dental care.4 Knowledge of this evidence can help case managers and disability management specialists better advocate for and serve their clients. We value diversity in our case manager and disability management specialist workforce, as it enables clients to work with experts who better understand their circumstances. For instance, a Latina case manager might be a strong match for a client new to this country, who needs Spanish language translation assistance and help understanding American culture. A diverse workforce can also help address health disparities, particularly when practitioners share common cultural experiences with clients by keeping that perspective in mind. For example, case managers are distinctly positioned to address inequities by ensuring clients get access to needed care. Health equity data—which showcases specific, measurable differences in health outcomes—improves care by offering detailed information about these inequities. Case managers can advocate for clients they see encountering such inequities in their daily work. To further inform the case management and disability management workforce, we recently hosted a webinar with the Commonwealth Fund, “Health Equity: Access-to-care data helps us understand racial and ethnic disparities.” The Commonwealth Fund promotes improved healthcare access for all and recently Case managers are likely well-acquainted with the impact of health inequities on their work. The United States population is diverse, and recent research showcases disparities in access to health care and health outcomes. Socioeconomic factors affect clients’ ability to manage their health. As experts in securing health and social services, case managers and disability management specialists understand their clients’ needs and how to help them access assistance, even when doing so proves difficult. The Commission for Case Manager Certification celebrates differences across demographics and characteristics that make each person unique. Case managers and disability management specialists who understand the diverse array of clients they serve strengthen their support and improve outcomes. People in historically marginalized racial and ethnic groups face inequities in health outcomes, access to primary care, behavioral health care, and dental care. Knowledge of this evidence can help case managers and disability management specialists better advocate for and serve their clients. We value diversity in our case manager and disability management specialist workforce, as it enables clients to work with experts who better understand their circumstances. For instance, a Latina case manager might be a strong match for a client new to this country, who needs Spanish language translation assistance and help understanding American culture. A diverse workforce can also help address health disparities, particularly when practitioners share common cultural experiences with clients by keeping that perspective in mind. For example, case managers are distinctly positioned to address inequities by ensuring clients get access to needed care. Health equity data—which showcases specific, measurable differences in health outcomes—improves care by offering detailed information about these inequities. Case managers can advocate for clients they see encountering such inequities in their daily work. To further inform the case management and disability management workforce, we recently hosted a webinar with the Commonwealth Fund, “Health Equity: Access-to-care data helps us understand racial and ethnic disparities.” The Commonwealth Fund promotes improved healthcare access for all and recently released a scorecard on health equity: “Achieving Racial and Ethnic Equity in U.S. Health Care: A Scorecard of State Performance.”5 The webinar explores important findings from this scorecard and provides insights into what they mean for case managers. Among these findings: In each U.S. state, health care systems do not adequately address the needs of people of color, while white residents in nearly every state experience stronger health care system performance6. Black and Asian American, Hawaiian, and Pacific Islander (AANHPI) people tend to face poorer health outcomes, including earlier deaths from preventable diseases and higher maternal mortality rates, as well as less insurance access and lower use of primary care7. Case managers can help address disparities by encouraging risk-reduction measures and helping clients navigate the health system while understanding barriers to access. The Commonwealth Fund scorecard also examines the following dimensions of these inequities: affordable access, health care quality and use, as well as health outcomes. Affordable Access Economic inequities and the racial wealth gap also drive health care disparities. Affordable health care access is a crucial factor determined by whether clients have insurance coverage and a regular health care provider. Additionally, these economic considerations also may include whether clients avoid seeking care due to cost concerns and large portions of their income being potentially spent on health expenses. The health equity scorecard uncovered that white populations have more access to care than people of all other races. Although the expansion of the Affordable Care Act has improved coverage gaps, uninsured rates remain high among certain groups. Available insurance coverage contributes heavily to access to care by reducing financial risk. In addition, predominantly Black or Latinx neighborhoods are less likely to have primary care providers, and variations in providers’ acceptance of different insurance options can create additional barriers to affordable care access. Health Care Quality and Use It’s essential to determine whether clients receive high-quality care and necessary services to prevent future health problems and manage chronic conditions, as well as how often they use costly settings such as emergency departments when primary care would suffice. Black, Latinx/Hispanic and AANHPI people have comparatively lower use of primary care than white people, who receive better overall care. 7 Primary care access improves health outcomes, and thus greater access and quality for these groups should be a priority. Recommending the right service, care and provider matters. For instance, cancer is often diagnosed later for Black adults, but regardless of the diagnosis stage, they experience lower five-year survival rates than do white adults, indicating critical inequities in quality of care8. Health Outcomes Health outcomes gauge earlier deaths from treatable and/or preventable causes, as well as the prevalence of risky behaviors or conditions (e.g., smoking or obesity). Health outcomes are also measured by mortality rates and prevalence of health problems. In most states, they are worse for Black and AANHPI people than white and Latinx/Hispanic populations9. In most states, white people are less likely to die of preventable causes than Black people. The Commonwealth Fund’s scorecard dives into a metric called mortality amenable to health care, referring to deaths prior to age 75 due to treatable causes such as diabetes. This rate is higher among Black people (and sometimes even double) the overall rate among U.S. adults. This can be attributed to lower treatment rates and various missed points of potential intervention throughout the care process, including differences in prescribed medications and procedures. Patient Journeys: How Case Managers Can Help Navigate This data may seem disheartening, but case managers and disability management specialists can play a fundamental role in improving care access and outcomes. For example, many obstacles in the U.S. health care system are administrative—selecting insurance, finding the right provider who takes one’s insurance, and understanding prior authorizations. Case managers and disability management specialists can help clients surpass these hurdles while keeping potential disparities in mind. Case managers and disability management specialists must recognize their own implicit biases that may affect clients. This requires thinking through and acknowledging any underlying associations one’s mind may make relating to a client’s age, appearance, disability, ethnicity, gender identity, location, nationality, professional level, race, religion, sexual orientation, and/or socioeconomic status. Everyone has implicit biases, and fostering awareness of potentially harmful ones makes all the difference. Challenging personal thought processes can bolster client support, foster empathy and improve outcomes. It’s crucial to remember that external social determinants of health may limit clients’ access to transportation, healthy food, social services, and language translation. Case managers and disability management specialists are uniquely positioned to recognize and address how these factors coincide and to navigate the system to benefit each individual client. For example, case managers can keep in mind external hurdles while connecting clients with care providers, ensuring access to preventive services, and helping them overcome administrative barriers. I’d like to take a moment to commend the case managers and disability management specialists who regularly confront health inequities in their work. I encourage you to learn more about his important data from the Commonwealth Fund to further inform and propel efforts to ensure everyone gets the care they need. To view the free webinar, click here. References 1 David C. Radley et al., Achieving Racial and Ethnic Equity in U.S. Health Care: A Scorecard of State Performance (Commonwealth Fund, Nov. 2021). 2 Arnett MJ, Thorpe RJ Jr, Gaskin DJ, Bowie JV, LaVeist TA. Race, Medical Mistrust, and Segregation in Primary Care as Usual Source of Care: Findings from the Exploring Health Disparities in Integrated Communities Study. J Urban Health. 2016 Jun;93(3):456-67. doi: 10.1007/s11524-016-0054-9. PMID: 27193595; PMCID: PMC4899337. 3 Behavioral Health Equity Report 2021. Substance Abuse and Mental Health Services Administration, 2021. 4 Han C. Oral health disparities: Racial, language and nativity effects. 5, 6, 7, 8 David C. Radley et al., Achieving Racial and Ethnic Equity in U.S. Health Care: A Scorecard of State Performance (Commonwealth Fund, Nov. 2021).

Have you ever broken a promise? With my kids, I take care to only make promises that I can keep. Their trust in me is too important to overpromise and underdeliver. As a CEO, I carry that same high standard to promises made to my team. Does that high standard also apply to promises you make to yourself? I’ve been thinking about this question a lot since the Commission’s Case Management Week contest that asked the question, what is your “why” when you need to reignite your passion for the job? One of our winning answers spoke of making a promise to herself “to be a part of making the world better for tomorrow.” That statement is more than just a lofty goal; it includes some vexing specificity. It calls for a daily assessment and a call to accomplish something that improves life for someone, in some way, every single day. If I were of a glass-half-empty mindset, I would call that an invitation to break a self-promise on a regular basis. How could one possibly expect to make the world better for tomorrow, seven days a week? Fortunately, I live in the glass-half-full camp, and my mind has seized upon this as a brilliant means to stoke the fire of self-fulfillment and psychological wellbeing every day. Most case managers are inspired to take on the role because of their passion to help others improve their health and well-being. In fact, our other contest winner said her driving passion was “making a positive difference in the lives of individuals who may be in the most difficult times of their lives.” Case managers guide clients through unknown territory every day, making sense of a health care system that is often famous for its complexity and barriers. If your daily goal is to make the next step for the client clearer, to remove one challenge, to make an important new connection on their behalf, or to show compassion and ease a difficult journey, then the passion for the work is reignited. This mindset is also an opportunity to focus on the wins. It’s easy to lament the hour spent waiting to get the right referral or to unwind a reimbursement tangle. But you can just as easily celebrate a referral made and a client’s relief that they can access the care they need. When you choose to celebrate the fruits from time and effort spent, you’ve also kept that promise to yourself to make the world better for tomorrow. For me, such a promise is also a reward because it offers a distinct sense of purpose. Research shows that purpose in life is connected to better health and longevity. It also enables us to find meaning in our experiences—both positive and negative—and is a mechanism for our ability to be resilient when stressful situations arise. Purpose helps us to frame the here-and-now in the context of the bigger picture so we can deal with challenges more productively. Research also has identified a virtual cycle in this resilience-to-purpose relationship; the better our ability to recover from a negative experience, the stronger the feeling of purpose over time. There’s one more gem hidden within this promise to make the world better for tomorrow, and it relates to our second contest question, what does “self-compassion” mean to you? There are days when the burdens are overwhelming, when the client takes two steps back for every step forward and when the defeats outnumber the victories. These are days for self-compassion. As one contest winner wrote: “Self-compassion means extending yourself some grace. Being kind to yourself. Knowing that you will make a mistake but use that as an opportunity for growth. Think of your mistakes as lessons. Take care of yourself, mind, body and spirit. Love on yourself.” For those days, it’s all right for the compassion to flow to yourself. Your purpose remains improving the world for tomorrow; it’s accomplished by taking the time to nourish your soul and refresh your body and mind. Our second winner states this so well: “Self-compassion means accepting your faults and celebrating your victories. Supporting others without judgment while maintaining empathy, warmth and kindness.” Self-compassion is the action that fuels resilience—our ability to bounce back even when things go wrong. Practicing self-compassion is critical to combat the mental and physical fatigue present during this ongoing pandemic. Through the Commission’s “Push Pause” video series, I hope you take advantage of the opportunity to soak in encouragement and positive advice from experts offering brief tips on the topics of self-care, passion, purpose and resilience. I am grateful to the many case managers who took a few moments to reflect on their passion for the job and their definition of self-compassion and share their thoughts with us. Article written by... MaryBeth Kurland, CAE, Chief Executive Officer, Commission for Case Manager Certification