From the Executive Editor

Striking a Balance

Catherine M. Mullahy

As we move toward what hopefully will be better times this year, the past year made us realized what truly matters most. We continue to cope with the realities of the pandemic, and, sadly, perhaps the loss of some of our colleagues, friends, and family, but we also have the promise of

spring, the season of new beginnings, and the enjoyable days of summer to look forward to. And now many of the celebrations that accompany these special times of the year will happen in a close-to-normal environment. Days to honor moms and dads, graduations, family reunions, concerts, fairs, and so much more! It’s challenging to keep everything in perspective, especially as we try to strike that sometimes elusive work-life balance. We do need, however, to look forward to these occasions and to take the time to truly engage not only with family and friends but to nourish our inner selves so that we can return to our professional responsibilities with renewed energy.

As professionals, we remain committed to providing the best that we can for our patients, although we all too often take unfinished business home with us. What can we do when so much remains on our increasingly longer to do list? How do we decide just what to do, when is enough really enough, and what should be the decision-making process to determine that? Understanding the issues is part of the case management process, to be sure, but the complexity of some patients, especially when it seems that all our patients are complex, can be overwhelming. Accepting that case management is essentially a risk-management

strategy (ie, identifying, assessing, and managing risk factors such as medical, behavioral, and of course the increasingly important social determinants of health), the experienced case manager will be able to ascertain which of those require immediate attention and which can be delegated to others on the team. Ahhh, yes…the team. Who is on that team? Are case managers the leaders on those teams or are we hoping that someone else steps up to provide vision and collaborative synergy? When we don’t get the results we’re seeking, it’s all too easy to blame others, but effective leaders in case management can not only envision success but can create and communicate the pathway that will optimize the potential to achieve success.

In this issue, there are several compelling illustrations of collaboration, communication, and the leadership characteristics that underscore the contributions that case managers make. Articles in this issue explore the importance of culturally appropriate care for those in the LBGTQ+ communities, introduce a truly innovative COVID-19 family action plan created by a children’s hospital serving a highrisk and complex pediatric population from newborns through adolescents, and explore how depression in the geriatric population differs from that

in other age groups. The perspective, expertise, and leadership demonstrated by the authors will not only engage you but will encourage you to explore new solutions to complex problems.

Although these articles provide you with CE opportunities, you should keep yourself updated by reading the columns. CARF considers the importance of participating in the process of updating standards and suggests that professionals should be engaged in the creation of these standards as well as in the review process. CMSA has embraced many changes that members and the organization have encountered, refers to 2021 as the “changing year,” and encourages readers to join the organization and participate in its diverse initiatives. CDMS examines the challenges facing an aging workforce, including those in case management. Finally, the VHA has its second column in this issue and discusses its innovative and successful program as individuals

Articles in this issue explore the importance of culturally appropriate care for those in the LGBTQ+ communities, introduce a truly innovative COVID-19 family action plan created by a children’s hospital serving a high-risk and complex pediatric population from newborns through adolescents, and explore how depression in the geriatric population differs from that in other age groups

continues on page 36