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Case Management

Case Management. The Salvation Army Community Services Port Augusta. Outline. Service Agreement obligations Session focus Case Management Overview Engagement Assessment Planning Case Note Recording. Outline. Assessment of competence Evidence from actual work practice Assessments

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Case Management

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  1. Case Management The Salvation Army Community Services Port Augusta

  2. Outline • Service Agreement obligations • Session focus • Case Management Overview • Engagement • Assessment • Planning • Case Note Recording

  3. Outline • Assessment of competence • Evidence from actual work practice • Assessments • Case Plans • Evidence from training sessions • Role Plays • Scenarios • Group Work • Written Assignments

  4. Policy All case management must include: • Holistic support • Engaging people at their point of need • A planned approach using a flexible framework • A thorough needs assessment • A mutually agreed action plan • Direct support, advocacy, referral, regular review of progress

  5. Principles • Client self determination (choice) • Flexibility • Creation of options • Accountability • Outcomes focus • Review

  6. Process • Entry Screening – ensuring the client is linked to appropriate service resources • Needs Assessment – information gathering that identifies the client’s hopes and needs within their social context • Planning – determination of the intervention and the steps to be undertaken (action plan)

  7. Process • Intervention – action taken to achieve the goals identified in the action plan • Review – evaluation of progress being made in implementation of the action plan • Closure – planned withdrawal of support in response to the clients achievements and needs

  8. Intervention Resistance

  9. Case Management Timeline 0 wks 2 wks 4 wks 8 wks Engagement Assessment Planning Review & Update Plan Review & Update Plan Implementation

  10. Timeline detail • 0 - 2 weeks – Engagement • Negotiation of worker & client expectations • Formalised agreement signed • 1 - 3 weeks – Assessment • Identification of the gap between current and ideal situation (Issues) • Issues formally agreed between worker & client

  11. Timeline detail • 2 - 4 weeks – Planning • Clarification of the intervention type • Support Action Plan formally agreed • 4 - 5 weeks – Review • Meeting of worker, client/s and sometimes Team Leader • Clarification of progress and quality of engagement • Plan modified in response to the review

  12. Timeline detail • Intervention • Development of the action steps in response to the Support Action Plan • Follow through on the action steps • 4 weekly – Review • Ongoing meetings between worker, client/s and Team Leader • Clarification of outcomes and support level required • Support Action Plan modified as needed

  13. Case Management Engagement

  14. Meeting people.. What happens between two people when they first meet? Consider yourself…. • How do you feel? • What thoughts do you have? • How do you decide what happens?

  15. Engagement • The process of forming a relationship between the client and worker… • …that supports quality case management • Stages • Meeting/Impressions • Testing/Negotiation • Commitment • Evaluation • Issues • Power • Perspectives • Personalities

  16. Meeting/ImpressionsTesting/NegotiationCommitmentEvaluation

  17. Meeting/Impressions • What considerations need to be given to the first meeting you have with your new client? • Location - Office or Home visit • Style – Formality • Purpose - Outcome wanted (Family Function)

  18. Testing & Negotiation From our agencies perspective… • What do most of our clients seem to want? • What do most our clients seem to need?

  19. Testing & Negotiation We are an intrusion into our client’s life. • They will invariably test the limits • Good negotiation skills needed • What is the potential for manipulation?

  20. Commitment • Need to secure it early in the relationship • Should be genuine commitment through mutually agreed expectations • Documenting the commitment is necessary for accountability • Regular evaluation of the quality of commitment helps to maintain case work momentum

  21. Evaluation Ongoing process Checking the level of engagement Adjustment of strategy in response to changes in engagement

  22. PowerPerspectivesPersonalities

  23. Power • What do you notice? • Who is the client? • What is the impact on worker/client relationship? • What can be done to equalise the power difference?

  24. Perspectives • Whose perspective is being considered? • What may be some of the differences in perspective for • Workers • Clients

  25. Personalities • What are the personality preferences involved? • Introvert/Extrovert • Sensing/Intuitive • Thinking/Feeling • Judging/Perceiving • How do these differences impact on working together?

  26. Exercise You are meeting your client for the first time. • Conduct an initial meeting role play • Complete the provided “Support Agreement” as part of the role play • Observer feedback to be provided

  27. Assessment Entry Screening & Needs Assessment

  28. ENTRY SCREENING Checking that the client and the services requested match the Centre’s target group and service capacity NEEDS ASSESSMENT Understanding the gap between the current situation and the “ideal situation” Clarification of the holistic needs associated with this gap Two stages… The Salvation Army Community Services

  29. ENTRY SCREENING

  30. Entry ScreeningBest Practice Principles • Respond within an appropriate time • Provide non-threatening, comfortable, private environment for the client • Explain the entry/screening process and how decisions are made • Feedback acceptance or non-acceptance as quickly as possible • Inform of rights and responsibilities

  31. Entry Screening Process

  32. Intervention Strategies The Salvation Army Community Services

  33. Information needed for decision making • Does the client match our target group? • Are they seeking services we provide? • Are our services available? • Are there other/better options? • How at risk is the client?/How urgent are the services needed? • What are the implications if we decline access? The Salvation Army Community Services

  34. Key discussion points… • Client’s current situation • Client’s housing history • Issues impacting on the family, including those placing the family at risk of homelessness • Formal and Informal supports • Client preferences The Salvation Army Community Services

  35. During the Entry Screening Clients get… • Opportunity to tell their “Story” • Clarification of their needs • Information on services that are available • Connection to most appropriate services • Clarification of support able to offered by the Centre • Information on their rights and responsibilities The Salvation Army Community Services

  36. Role Play Entry Screening Interview

  37. Role Play Critique Checklist

  38. NEEDS ASSESSMENT

  39. Needs AssessmentBest Practice Principles • Client actively involved in the assessment process – Client’s Assessment • All decisions made will reflect the client’s wishes • The process is holistic • Accompanied children are also considered in the assessment • Where the client’s interests are served, external agencies are involved The Salvation Army Community Services

  40. Assessment Framework The Salvation Army Community Services

  41. Assessment Framework • Establish the client’s current situation • Explore the client’s hopes and aspirations • Identify the client’s strengths – driving forces • Identify the client’s limitations – restraining forces • Identify the issues and to be addressed and preferences for priority The Salvation Army Community Services

  42. Assessment Ideal Situation NEEDS Current Situation

  43. Assessment • IDEAL – How the client would like their life and living to be • CURRENT – How the client sees their current situation • NEEDS – The issues that block the client/s moving from the current to ideal situation

  44. Assessment Tools • Gap Analysis • Genogram • Eco-Map • Pie-Chart (Sharon McCallum Training) The Salvation Army Community Services

  45. Support Worker’s Role • PICTURE: Understand the client’s perspective (Current + Hopes/Dreams + Strengths & Restraints) • PRIORITIES: Understand what are the most important ‘bits’ for the client • POWER: Understand how much energy and commitment the client has for moving forward The Salvation Army Community Services

  46. Planning • Document the issues to be addressed • Document the support plan • Record the achievements The Salvation Army Community Services

  47. Discussion My style… My tools….

  48. Workers Perspective – “Our Centre Family Function Policy” Healthy family functioning exists when the family members experience a sense of safety and security at home and relate to each other with attitudes of respect and trust with each person’s contribution to family decision making valued.

  49. Family Function Measures • Zero violence and abuse between all family members • Zero substance abuse (illicit and prescription) • Zero reliance on non-prescription medication for coping • All members feel safe and secure • Assertive management of conflict • Respectful, democratic parenting • Regular, quality family time together • Effective problem solving • Positive view of the future (Hope focus) • Effective budgeting The Salvation Army Community Services

  50. Family Function Measures • Payment of rent, utilities and debt servicing on time • Minimal use of emergency relief support • Debt level does not cause excessive anxiety • Informal support networks have positive influence on the family • Actively contribute to the community • Non-offending behaviours • Meeting statutory and legal obligations • Healthy nutrition • Healthy hygiene – personal and housing The Salvation Army Community Services

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