The Commission for Case Manager Certification (CCMC) conducted its third case managers' role and functions study in 2004 for the purpose of validating the currency and relevancy of the certified case manager examination. The results of this study are shared in an article of 2 parts. Part I, which was published in the previous issue of this journal, discussed the process the CCMC used for the development of the Case Managers' Role and Functions Survey Instrument and the identification of new 6 essential functions and 6 knowledge areas that describe case management practice. These findings were based on the survey of a large national sample of practicing case managers. Part II continues the analysis of the results and focuses on identifying the empirical (statistically derived) activity and knowledge domains of case management practice, using exploratory factor analysis. It discusses the similarities and differences found among various subgroups of case managers who were compared on the basis of certain demographic variables. In addition, Part II summarizes future changes in the field of case management as perceived by those who participated in the study.
Hussein A. Tahan, DNSc, RN, CNA, is the Executive Director of Quality and Performance Excellence International, New York Presbyterian Hospital, New York. He also is the immediate past chair of the Commission for Case Manager Certification (CCMC), chair of CCMC Exam and Research Committee, and a member of the editorial board of Lippincott's Case Management. In addition, he is the coauthor of The Case Manager's Survival Guide: Winning Strategies for Clinical Practice.
William T. Downey, PhD, CCM, CRC, is the Adjunct Assistant Professor at University of Arizona in Tucson, where he teaches rehabilitation counseling and case management in the Rehabilitation Program. He has been a part of CCMC since its inception. He is also a current member of CCMC's Exam and Research Committee.
Diane L. Huber, PhD, RN, FAAN, CNAA,BC, is a Full Professor at the College of Nursing and the College of Public Health, the University of Iowa, Iowa City, teaching and doing research in case management and nursing administration. She is a past chair of CCMC and a current member of the Exam and Research Committee. She is the editor of the book Disease Management: A Guide for Case Managers and a member of the editorial board of Lippincott's Case Management.
Address correspondence to Hussein A. Tahan, DNSc, RN, CNA, Executive Director of Quality and Performance Excellence International, New York Presbyterian Hospital, New York, NY 10022 (email@example.com).
This article was written on the basis of the report of the Commission for Case Manager Certification's (CCMC's) 2004 Case Manager Role and Function Study conducted in consultation with Thomson Prometric, Inc.
The authors have no conflict of interest.
The authors thank the CCMC for funding this research, and the contributions of Dr. Linda Montgomery of Thompson Prometric, Inc., for her consultative services on this study. We also extend special thanks to all the CCMC commissioners and headquarters' staff, especially Cheryl Gross and members of the Exam and Research Committee.