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

In honor of National Case Management Week 2021 (Oct. 10-16), the Commission for Case Manager Certification (CCMC) is putting the spotlight on passion for your profession and self-compassion! To show their gratitude, CCMC is sponsoring a contest for nurses and nurse case managers. 4 winners - $600.00 Total Prizes 2 Winners (First Place Prize): $200 Gift Card each 2 Winners (Second Place): $100 Gift Card each Contest ends October 17, 2021 To participate go to this FORM to submit your answer to the following 2 questions: What is your “why” when you need to reignite your passion for your job? What does “self-compassion” mean to you? Submit Your Answers! Contest results and email addresses will be shared with CCMC. Prizes will be distributed by CCMC. 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. The Commission is a nonprofit, volunteer organization that oversees the process of case manager certification with its CCM and CDMS credentials. Offering an extensive portfolio of certification and professional advancement activities, the Commission is the most active and prestigious certification organization supporting the practices of case management and disability management. For more information, visit ccmcertification.org and cdms.org, connect with the Commission on facebook or follow us on Twitter @CCM_Cert.

The year 2021 began with such promise. New COVID-19 vaccines had not only gained Federal Drug Administration Emergency Use Authorization, but those at highest risk were eagerly snapping up every available dose. As more vaccines rolled out, millions of American adults—and then teenagers—rolled up their sleeves. But a large minority of Americans expressed lack of confidence in vaccination from the start. According to a rolling survey fielded by the Kaiser Family Foundation, many were taking a “wait and see” attitude because of the newness of the vaccine. Others said they would only get the shot if it was required, and some said they would “definitely not” get vaccinated, even if it was required. Today, for reasons that predate the COVID-19 pandemic—including concern about side effects and a lack of trust in the government or the scientific community—three out of four of those who lacked vaccine confidence in January have not changed their minds. As we near the end of August, just over half of American adults are fully vaccinated. The Vaccination Divide The vaccination divide in our country is an important conversation for case managers and certified disability management specialists. It has been identified that this is a clear public health risk with mitigating factors that can include vaccination, herd immunity, masking, and social distancing. Voluntary efforts have not yet achieved this goal. For employers, the need to protect employee health and to mitigate lost productivity drives some to push for vaccination and other safety measures; perhaps without full consideration of individual beliefs and barriers. As professionals in the field know, there is enormous potential for differences in opinion about vaccination to cause stress and increase tensions among peers at the workplace and with clients who may not share their vaccination viewpoint. Being aware of the differences of opinion, as well as the science related to vaccination, can help case managers and disability management specialists navigate the client’s journey. COVID-19 vaccination has been presented as a personal choice. And, as former Surgeon General Jerome Adams said in a July 25, 2021, interview, choices have consequences. (It may be recalled that Adams was a keynote speaker at the 2018 CCMC New World Symposium.) Today, with just over half of American adults fully vaccinated, the deadly and highly contagious Delta variant of COVID-19 has taken hold. Virus case rates jumped in just a month to pre-vaccine levels, according to information from the Centers for Disease Control and Prevention. In July, Adams warned: “This pandemic is spiraling out of control yet again, and it’s spiraling out of control because we don’t have enough people vaccinated. So, get vaccinated because it helps your neighbors, but get vaccinated because it’s going to help every single American enjoy the freedoms that we want to return to.” Surgeon General Dr. Vivek Murthy, agrees, stating, “That is ultimately how we are going to save lives and overcome the [Delta] variant.” We all agree that we want the freedom to gather without social distancing and go out without a mask, whether it be for work, school, or entertainment. Yet just two days after this interview, the CDC updated its guidance for the fully vaccinated, recommending they wear masks in public indoor places once again. Although there’s no indication of a future federal mandate for vaccination, there are daily reminders that decision-makers in business and local governments are willing to up the stakes in favor of vaccination. New York City announced the first week in August that diners and theater-goers would be required to show proof of vaccination before entering venues. A growing list of employers—from health care plans to big-box stores, airlines, high-tech innovators, and entertainment giants—announced vaccination requirements for on-site workers. And, some companies that had been planning to have their employees return to the office have now extended their remote work schedules through the end of the year. Listen with Empathy and Understanding For case managers and certified disability management specialists, it’s critical to remember that our Codes of Professional Conduct require us to respect the rights and dignity of our clients. Our own vaccination viewpoint may be in complete opposition to theirs, but our professional role is to listen with empathy and understanding. Several real barriers to vaccination have been identified. The recent final approval of the Pfizer vaccine by the FDA may help to eliminate some of these concerns, but some are still available reluctant due to the rapid development of the current vaccines. Others may have a strongly held religious objection. Or perhaps an individual fears side effects from vaccination that could impact their ability to work and, in turn, affect their financial well-being. Respond with Empathy By responding with empathy, case managers may have an opportunity to offer information that could help clients make an informed decision. Listening will also contribute to your understanding of the individual’s readiness to consider their options. It’s critical that you remain non-judgmental in your client relationships. Assess their willingness to receive information about vaccination and be supportive in providing information when desired so clients can consider choices and make an informed decision. Build Trust and Support Both board-certified case managers and disability management specialists have an ethical responsibility to the principles of beneficence (to do good to others) and non-maleficence (to do no harm). We are charged with honoring the client’s desires and their right to make their own decisions (the principle of autonomy). By listening rather than judging, we have the opportunity to build trust and support our clients in their decisions, even if we disagree. Article written by... MaryBeth Kurland, CAE, Chief Executive Officer, Commission for Case Manager Certification

Written by Vivian Campagna, MSN, RN-BC, CCM, Chief Industry Relations Officer, Commission for Case Manager Certification Mentoring has long been a crucial link in the chain of professional development for case managers. Over the course of my own career, mentors nurtured my development and shared real wisdom to help me become a better case manager. And mentoring others—watching them overcome challenges large and small and seeing them advance to positions of authority in their own right—has been among my greatest joys. A casualty of the pandemic, mentoring has slipped down the priority list for many as a host of new concerns soak up time and energy. For the mature case manager, increasing workloads crowd out time that used to be set aside for mentoring. And for many younger case managers, mentorship competes with new work and family demands. Isolation and requirements to be physically distant have created more reasons to simply put mentoring on hold. The Commission for Case Manager Certification has kept its finger on the pulse of the pandemic’s impact on certificants personally and professionally. It’s not just about the virus and its direct impacts; surveys reveal a range of negative financial, physical and emotional effects. Rather than internalizing these challenges and fighting the battle in isolation, mentorship is a means to share concerns and solutions. Case managers should be renewing rather than suspending mentorship. When feeling overwhelmed or defeated, a front-line case manager may not always believe that they can go to their manager for advice. It could be perceived as complaining or weakness, especially when everyone is feeling the strain. In contrast, connecting with a mentor can refresh like water in the desert. Who should reopen the mentoring conversation? Both mentors and mentees should feel inspired to take the first step. For the mentee, re-engaging with a mentor can be energizing and liberating—a personal statement that circumstances will not defeat you. Even if setting up regular mentorship sessions can’t be immediate, formulate a timeline that’s reasonable for both parties to get your mentorship back on a regular cadence. Then assess your goals (both short-term and long-term) and start planning. Create a list of questions or topics to discuss with your mentor. This is designed to be your growth opportunity, so you should be driving the agenda and identifying the areas for advice and guidance. From the mentor’s viewpoint, I can tell you that there is nothing so energizing as giving counsel and support to another case manager. If you are a mature case manager and have not been mentoring lately, it’s time to pay it forward again. The rewards will both surprise and delight you. For example, my colleague Ellen Mitchell and I have been connecting with CCM exam takers to help them build skills and knowledge needed for success. These small outreach opportunities are not just dry, informative sessions to educate the case manager on the other end of the telephone line. We ask them about questions or concerns they may have. We want them to set the focus for the call. And while we encourage their professional growth, they’re keeping us sharp and reinvigorating us, too. Mentors far and wide tell us that they get more from mentoring than they believe their mentees receive. It’s an ancient form of passing along knowledge, and its success record is well documented. And at times I learn some new knowledge and ways to practice along the way! You don’t have to have a formal relationship to gain from mentoring another case manager. Consider how encouraging it is to be on the receiving end of a call or email from a past mentor who is just checking in on you. And then, there is the joy of an unexpected message from someone you mentored in the past and have lost touch with that brings back warm feelings. At this unprecedented time, the warmth of human relationships has never been more valuable. The next generation of case managers needs good mentors. But before you pick up the phone or write that email, be sure to take stock of your own stressors and assess your self-care efforts first. Are you taking time to breathe and focus on the positives in your life? It’s critical to ensure you’re leading from strength rather than need. If the answer is yes, then be ready with some concrete stress-relief tips your mentee can use, too, like taking a walk, practicing mindfulness and getting enough sleep. The Commission’s Push Pause video series can offer both inspiration and techniques to pass along. Mentorship is a relationship built with trust and time. Although it often includes teaching a new skill or offering advice, the mentor is also the person who listens, offers emotional support and brings perspective. Especially during the pandemic, mentors should lead with a status check: “How are you doing?” and “What’s keeping you up at night?” followed by a wide-open invitation to express feelings and fears. It may be the most valuable lesson of your mentoring career.

So glad you enjoyed it!

By MaryBeth Kurland, CAE, Chief Executive Officer, Commission for Case Manager Certification Across industries and professions, we’ve been hearing a lot of talk about how the pandemic requires a new type of leadership. I suppose I agree, but the type of leadership we need today is the same that we’ve needed, and nurses and case managers have been embracing, for years. Here’s a definition of leadership, one I like because it captures the spirit of teamwork so essential to what we do: “Leading is influencing, guiding in a direction, course, action, or opinion.”1 We often think of a leader as the one in charge—a boss. But we all know that not every boss is a leader. And, of course, not every leader is a boss. Case management and nursing leaders guide and influence, facilitating collaboration between the team members—including doctors, social workers, pharmacists, NPs, PAs, etc. There are many different leadership styles. Leadership is complex and informed by individual circumstances. With this in mind, let’s look at six characteristics of nursing and case management leaders in the context of COVID-19. 1. Leaders are visionary—not consumed by the immediate. It’s easy to be overwhelmed by the immediate impact of the COVID-19 crisis. Leaders need to focus on the future as well as the present. In fact, a recent issue of Professional Case Management took this on. The conclusion applies to nurses as well as case managers: That also applies to nurse leaders. 2. Leaders communicate They communicate early and often, using different modes of communication. They collaborate with team members providing input and offering feedback. Leaders promote transparency, alleviating fear. Accept the fact that you may not have the answer for every question; exercise vulnerability, admit what you do not know, obtain the answer and close the loop. Spend appropriate time listening to the team members. 3. Leaders are empathetic In a 2019 Harvard Business Review article, Stanford Professor Jamil Zaki—author of The War For Kindness: Building Empathy in a Fractured World—talks about the relationship between empathy and leadership. He stated that it’s not just that leaders are empathetic; they foster empathy. That’s important because people conform to other’s good and kind behaviors. In other words, empathy is contagious. 4. Leaders are mentors, even when things are uncertain In fact, it’s probably when things are uncertain that mentors are needed the most. Challenges and unprecedented times offer important learning opportunities for mentors and mentees. 5. Leaders are visible. They step up It’s tempting to turn inward and attempt to avoid the challenges. During unpredictable times, leaders need to be present. Nursing and case management leaders confront these challenges. To cite the Professional Case Management article again, That talk of kindness leads to the next point. 6. Leaders embrace self-care and practice compassion for themselves and their teams. They look for signs of burnout and sadness. They recognize when their team members need help, and they facilitate team members' access to these services when needed.4 The Commission for Case Manager Certification has compiled a robust list of resources for those seeking support—or those simply looking for some self-care tools. We’ve also invited some of the nation’s top inspirational speakers to record moments of wisdom to inspire hope and resilience. (See them here.) 7. Finally, leaders are nimble So much in health care is in flux now, from how we work with patients and clients to how we collaborate with our teams. The arrival of a vaccine along with a new administration will bring more changes. Leaders must be able to pivot—and take their teams with them. Actually, it’s less of a pivot and more of a dance. The music keeps changing, but if we listen carefully, we can make sure that we keep dancing the right steps. References 1Leaders: The strategies for taking charge, by Warren Bennis and Burt Norifice. New York: Harper & Row, 1985, 244 pp 2Tahan HM. "Essential Case Management Practices Amidst the Novel Coronavirus Disease 2019 (COVID-19) Crisis: Part 2; End-of-Life Care, Workers' Compensation Case Management, Legal and Ethical Obligations, Remote Practice, and Resilience." Prof Case Manag. 2020;25(5):267-284 3Tahan HM. Op cit. 4Tahan HM. Op cit.

Case management nurses make a positive difference every day. The Commission for Case Manager Certification (CCMC) would like to promote resilience among case managers and nurses during these trying times. Answer one or both of the questions below for a chance to win a share of the $500 in total prizes! It’s as simple as submitting an answer to one or both of the questions in the linked form below. We will select winners and reward a total of $500 in gift cards. It’s that easy. Submit your answers by Oct. 23 at 11:59 PM eastern time. Submit Your Answers Today | CCMC Contest Resilience is the capacity to recover quickly from difficulties—toughness. We invite you to share what you do to maintain resilience or a saying that keeps you going when things get tough. Contest sponsored by: CCMC | Commission for Case Manager Certification

COVID Anxiety and StressIt’s been a difficult few weeks, regardless of your professional background—nursing, social work, disability management or another discipline—or care setting. Clients are growing more anxious, their caregivers more stressed and your colleagues more isolated. In addition to dealing with the pressures associated with COVID-19 at work and tending to the needs of their clients, many case managers are also juggling their own family pressures and obligations at the same time. And yet, there you all are, providing advocacy and support. Making connections. Ensuring clients receive the care they need when they need it. Coordinating care in a strange and confusing time. And I know many case managers are on the front lines of the pandemic, caring for clients and working to keep the rest of us safe. On behalf of the Commission, “Thank you,” and know that we are here for you. Operational ChangesWhile we are all practicing social distancing: we telecommute, and all meetings are conducted remotely; we also continue to maintain regular business hours (8:30 am - 5 pm EDT). Of course, the COVID-19 social distancing requirements have made it necessary for us—like so many other organizations—to make operational changes. To keep you apprised of these changes we have created a dedicated webpage to update you regarding how to get certified and stay certified. HighlightsApril 2020 CCM exam administration moved to August for those professional case managers who want to get certified: As you may also already know, we have canceled the April CCM exam. Those originally scheduled to take the exam in April are now eligible to do so between Aug. 1 and Sept. 19 as part of an extended testing window.Spring 2020 CCM Renewal window extended so you can stay certified: If your CCM is due to expire May 31, 2020, you will now have until June 30, 2020 to complete the CE requirements and apply for renewal.2020 New World Symposium: Did you change your attendance from in-person to virtual due to COVID-19? By now, you should have received information on how to access seven complimentary CEs. This gives you the full number of CEs originally offered through the in-person conference. If you haven’t received any notifications, please let us know at [email protected] to help you cope focused on COVID-19 response podcasts: In our next few podcasts, we’ll discuss ways to manage stress, relieve anxiety, cope with isolation and support caregivers during this pandemic. These ”Take a Listen” podcasts, as well as our library of previous recordings, are available here.Speaking of stress…A stress response can suppress the immune system and contribute to anxiety and depression. The Commission wants to help. Here are a few tips and strategies to help you manage your stress levels. Limit media consumptionUncertainty provides a fertile breeding ground for anxiety, but so can paying too much attention to the coronavirus-related news and social media. While we should all stay informed to stop the spread, it is important to strike a balance and reduce our media consumption. For me, that may mean listening to reliable news sources a couple of times a day and checking www.CDC.gov for updates. For you, it may mean avoiding social media altogether for a couple of days. Find that balance that brings you peace. BreatheYes, I know. That always seems to be the go-to therapy for stress. But it works! We know breathing exercises, like this one here, help us relax, reduce tension and de-stress. Did you know the breathing center directly influences higher-order brain function? Scientists even know which neural pathway controls this process. (It’s a fascinating read, if you’re interested: Science 31 Mar 2017). Interested in trying some new techniques? WebMD lists several stress-reducing breathing techniques.This Medical News Today article explores “4-7-8 breathing.”Harvard Health discusses how breath control can help “quell errant stress response” and provides guidance on getting started.Consider adding a meditation app to your phone, such as the “Calm” appPractice social distancing, not social isolationWe all need to keep our physical distance and wear gloves, masks, etc. But that does not mean we need to live and work in isolation. You may already be using video tools to stay in contact with clients, colleagues and friends. If not, think about setting up a video chat. You could even go old school with a phone call to bridge that gap. Even for the most introverted among us, isolation is unhealthy. So, as the old AT&T commercial says, “Reach out and touch someone.” Just don’t touch them. A note of gratitudeFinally, I want to thank every one of you on the front lines of this pandemic. Your fierce compassion and almost-unimaginable courage inspire us all. Words are inadequate, but Fred Rogers came close: “When I was a boy and I would see scary things in the news, my mother would say to me, ‘Look for the helpers. You will always find people who are helping.’ To this day, especially in times of ‘disaster,’ I remember my mother’s words and I am always comforted by realizing that there are still so many helpers—so many caring people in this world.” All that’s left to say is, again, “thank you.”

Authored by Vivian Campagna, MSN, RN-BC, CCM, Chief Industry Relations Officer (CIRO) for The Commission for Case Manager Certification Every day, our clients turn to us to help them find their way through a health challenge they or their loved ones are facing. Often, they come to us when they are anxious, scared, confused and not feeling well. Always, they come to us for help in navigating the system. To be the one who will help them make sense of the situation and to support them with whatever decision they make. The satisfaction and pride we feel from being that guiding light or that port in the storm is priceless. But what happens when the shoe is on the other foot? What happens when WE are the ones feeling stressed, anxious, worried about the future? What keeps us going? How do we keep EACH OTHER going? Mentorship can take many forms from the formal developmental programs at school or work, to the support that happens between supervisors and employees, to the informal daily words of encouragement we give to each other -- words matter. We recently sponsored a contest on allnurses.com to see what words matter most. What do we say to help build each other up? What do we say to each other to keep others going? How we are developing others? The response was incredible – we received more than 150 submissions in just over a week! The quotes shared don’t just say something about how much case managers value mentorship. They also say something about what’s most important to us as professionals and as people. We share words of wisdom and encouragement to help each other persevere, take pride in our work and remember our “why” for pursuing this vocation. What quotes do you use to motivate colleagues? Overcoming adversity “Together, we are strong and the work lighter! We have your back!” “Lean in, come alongside, and finish strong!” “When ‘I’ is replaced with ‘we’ even illness can become wellness.” “The bamboo that bends is stronger than the oak that resists” (Japanese proverb). This quote encourages team members to remain resilient and flexible in the challenges that we face daily…being resilient is at the core of a great care manager and we should all work towards instilling this quality in our clients as we facilitate their care and empower them.” “It isn’t just a caseload. There are people behind each number, all who are dealing with challenges in their lives. Be compassionate, be creative in your solutions, but most of all, be human.” “We all understand the importance of asking for help, but those who achieve big things are the ones who accept it when it’s offered” (Simon Sinek). “If it doesn’t challenge you, it won’t change you.” The pride of making a difference “We get to do this!” “To leave the world a bit better, whether by a healthy child, a garden patch, or a redeemed social condition. To know even one life has breathed easier because you have lived. This is to have succeeded.” “You are…the first line of defense, vocal, a warrior, devoted and a mender. You are a case manager.” “Walk in the shoes of those we serve and strike to leave no stone unturned.” “When I think about all the patients and their loved ones that I have worked with over the years, I know most of them don’t remember me nor I them, but I do know that I gave a little piece of myself to each of them and they to me and those threads make up the beautiful tapestry in my mind that is my career in nursing and case management.” What were some words of wisdom or advice you’ve received from a mentor that most influenced you? Don’t stop reaching for your goals “Once you find your mountain, no giant will stop you, no age will disqualify you, no problems will defeat you!” “You will learn more from failure than success. Don’t let it stop you, failure builds character.” “Never let time, distance or money stop you from your goals.” Be kind to yourself “Put your oxygen mask on first in case of an emergency. Remember to take care of yourself. You cannot help others be at their best if you are passed out from lack of oxygen.” “When I was first starting, I was so nervous I would forget a resource or make a mistake. My mentor told me, ‘It’s OK. It’s their first time they’ve seen the show.’ That has helped me in many new situations at work and at home!” “Believe in yourself. You have all it takes.” Remembering your “why” “One of the greatest gifts we can provide someone in a time of need is direction. Being a case manager allows you to simplify a daunting task or circumstances with one step at a time.” “Rejoice in your work. Never lose sight of the nursing leader you are now and the nursing leader you will become.” “You are the voice of the patient who cannot speak for themselves, you are a patient advocate at all times.” I hope that you find these quotes as uplifting and motivating as we did at the Commission. For all who submitted quotes, thank you! For everyone, I hope that you’ll set these aside and use them often. Also, remember that the Commission has many resources that you’ll find useful in your own professional and leadership development—and for helping to develop others. Our next generation of case managers surely will benefit from all the experience, support and words of wisdom we can give them! And in closing, I leave you with my favorite inspirational quote. “At the end of the day, people won’t remember what you said or did, they will remember how you made them feel” (Maya Angelou).

By MaryBeth Kurland, CAE CEO, Commission for Case Manager Certification Over the last few years, we’ve witnessed growing appreciation for board certification, especially from employers. They don’t merely prefer case managers who are board certified; increasingly, they require them: 44 percent of employers require the Board-Certified Case Manager (CCM®) credential, and 58 percent pay for the exam.(1) None of this happens in vacuum: New models of care delivery emphasize care coordination, team-based care, and other case management roles. That’s only part of the picture, though. It ultimately comes down to the clients’ needs: I am convinced the pace and direction of population growth will heighten the need for case managers who are prepared to inform, support and engage. We know: Baby Boomers are aging.An increasing number of chronically ill patients are maintaining an improved quality of life through newly developed drugs and requiring complex, ongoing treatment.More people are on the move, making care coordination more difficult.As a nation, we’re more ethnically, racially and culturally diverse.With an emphasis on patient-centric care, case managers are fueling an information and engagement-focused evolution in healthcare. Professional case managers are in a unique position to enhance the ability of their teams—even their organizations—to deliver culturally competent care to individuals of all ages. Health systems need professionals who can engage with patients, meet them where they are and help them navigate the increasingly complex system. The numbers support the relevance of the CCM. Our recent survey of CCMs found: Salaries are on the rise for those who are board certified, with the majority earning more than $80,000 annually.88% say certification has had a positive impact on their career.94% have recommended the CCM to other case managers.75% of supervisors who are CCMs highly prefer or require the CCM when hiring experienced case managers.At the Commission, we’re working to ensure that the professional case manager’s role is acknowledged as essential to the delivery of quality, cost-effective and efficient care. One of my personal goals is to increase the number of talented people choosing case management as a profession, and who seek certification as a differentiator. Board certification demonstrates that a case manager has the experience and knowledge it takes to advocate for clients with complex challenges, collaborating with peers in today’s team-based care environment. The CCM validates professional readiness and competency. It underscores allegiance to ethical practice – that’s important to employers, clients and other members of the health team. As the only cross-setting, cross-discipline case manager credential for health care and related fields that is accredited by the National Commission for Certifying Agencies, the CCM is the gold standard for case manager excellence. Another important goal is to make the connection for employers and other health care leaders that the CCM credential designates case manager readiness and competency. Employers and other organizations look to care coordination and well-managed care transitions across the continuum as key components to successful client outcomes. The credential’s inter-disciplinary focus enhances every board-certified case manager’s ability to negotiate solutions in concert with others on the team. That’s important for problem-solving as care settings become more integrated. Those three little letters – the CCM behind the board-certified case manager’s signature – represent preparedness to meet today’s challenges and leverage tomorrow’s breakthroughs for improved health outcomes, a better patient experience, smarter spending, and greater professional satisfaction. Are you ready to join over 46,000 board-certified case managers who have a lifelong, fulfilling career they are proud to renew for decades? If the answer is yes, review the eligibility requirements to become a better case manager and to invest in you! (1) All data in this article is from 4,683 responses to the survey, “Health2 Resources and CCMC, Professional and Demographic Characteristics of CCMs” January 2019.

Authored by Vivian Campagna, MSN, RN-BC, CCM, chief industry relations officer (CIRO) for The Commission for Case Manager Certification for CCMC My work as chief industry relations officer at the Commission for Case Manager Certification doesn’t involve day-to-day case management or even supervision of case managers. But it’s funny how being a certified case manager becomes part of your being. As an experienced case manager, I have the ability to help people understand their needs and preferences, navigate through the complicated maze of our health care system and access the resources they need for optimal health. And as a certified case manager, I embody the knowledge, capability and skill required for the role. Friends and colleagues trust me to help them along their path to self-management, self-advocacy and recovery. I am bound by high professional standards and a code of conduct. Those three letters behind my name validate my qualifications to employers, providers and peers. As the Commission approached its 25th anniversary as a certification body for case managers, we sought out seasoned case managers and asked them why, even beyond their retirement years, they maintain the continuing education and renew the credential. What we hear strengthens my personal and professional understanding of the value of the credential to make us a “better case manager, a better YOU.” Today, it’s my desire and my dedication to see a growing, diverse cadre of case managers achieve certification and earn the peer, employer and client respect it engenders. The Commission’s research and commitment to ensure the exam remains practice-based and relevant also supports a health care industry motivated to employ knowledgeable, qualified case managers. That ongoing commitment positively impacts the hopes, dreams and careers of more than 45,000 board-certified case managers. The numbers support the relevance of the CCM. Our recent survey of CCMs found Salaries are on the rise for those who are board certified, with the median salary between $80,000 - $85,000 annually.88% say certification has had a positive impact on their career.94% have recommended the CCM to other case managers.Employers recognize the importance of the CCM by paying for the exam or renewal and often requiring the credential.Supervisors who are CCMs highly prefer hiring those who are certified.Are you ready to join the more than 45,000 certified case managers who have a lifelong, fulfilling career they are proud to renew for decades? If the answer is yes, review the eligibility requirements to become a better case manager, a better you!