For years, the triad model, comprised of nurse case managers, social workers, and utilization review nurses, served as the three-legged stool supporting the model for hospital case management.
Designed in the 1990s to meet regulatory and inpatient care demands, it provided a structured, role-defined approach to patient care coordination. However, as healthcare systems face mounting pressures from staffing shortages, complex patient populations, and increasing throughput demands, the triad model has shown its age.
In my recent article published in CMSA Today, I explore how the traditional triad model is no longer equipped to handle the current volume, complexity, and transitional demands of patient care. The limitations of the traditional model are clear, as many case management leaders have already introduced workarounds to address its misalignment with today’s healthcare environment.
Originally developed in an era in which more patients were hospitalized, allowing for a slower pace, the model also emerged before the widespread presence of physician advisors. Today, the model struggles with redundant responsibilities, an overly narrow focus on inpatient discharge planning, and insufficient use of technology and non-licensed professionals.
Most critically, it no longer reflects the broader scope of care delivery that spans emergency departments, outpatient surgery, and post-acute transitions.
The Adaptive Case Management Model offers a bold and necessary alternative. This framework integrates non-licensed professionals, such as patient navigators, case management assistants, and community health workers into the core team. These individuals take on logistical, administrative, and social tasks, allowing licensed professionals to focus on clinical decision-making and care progression.
In addition, the Adaptive Model fully leverages technology to drive efficiency. Automation, artificial intelligence (AI)-driven identification tools, and telehealth expand the reach and impact of case management.
Utilization review, once embedded in the triad, has now migrated into the revenue cycle, a critical recognition of its growing focus on payer relations, medical necessity, and denials management.
The Adaptive Model is not just a structural change; it’s a cultural one. It calls for a workforce skilled in communication, technology, interprofessional collaboration, and medical and social complexity, regardless of professional license. It shifts case management upstream to engage patients before formal admission, and spans across the continuum, emphasizing effective care transitions.
In today’s environment, clinging to an outdated model may no longer be viable. I propose that we lean into the realities of this post-pandemic model that embraces physician advisors, technology partners, and non-licensed professionals as integral team members.
Additionally, we must acknowledge that utilization review, an increasingly specialized function within utilization management, has evolved beyond the traditional scope of case management.
The Adaptive Model represents the next generation of case management: flexible, inclusive, technology-enabled, and above all, patient-centered.
Programming note: Listen live on Talk Ten Tuesday today at 10 am Eastern, when Tiffany Ferguson reports this story.
One of the greatest challenges facing case management today is not a lack of clinical expertise; it is a lack of time. Case managers are
Hotly anticipated performance targets and payment amounts for the Centers for Medicare & Medicaid Services (CMS) Advancing Chronic Care with Effective, Scalable Solutions (ACCESS) Model
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