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Integrated Social Services: Reaching the Most Vulnerable. Training package for case managers

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Module 2

Module 2


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  • 1. CASE MANAGEMENT TRAINING PACKAGE Module 2.The institutional and organizational context for the effective implementation of Case Management methodology
  • 2. The best institutional context for enforcing Case Management Case Management must not be “a house built nowhere”. Case Management enhances an institutional context where several agreements among involved institutions (beyond social protection service) already exist. Because case management is the professional skill to implement several individual social projects involving the informal and formal network of the user, it is clear that pre- existing agreements among the institutions involved – directly or indirectly – in social support and protection (health services, schools, law & order, economic subjects, municipalities, NGOs, and so on) can significantly facilitate the work of the Case Manager; in fact, the Case Manager can use these agreements as the basic buildingblocks for giving his own contribution when a specific coping network (the network which is trying to help a family in a social need situation) implements a shared coordinated project of intervention. These institutional agreements can take the shape of a comprehensive plan: the Local Social Plan. Case Management – module 2 – slide 2
  • 3. Case Management and Local Social Plan In order to produce many different individualized social projects (that isthe ultimate role of a case manager) itis necessary to have an “engine” which almost automatically produces the component parts of them. This engine is the Local Social Plan. Case Management – module 2 – slide 3
  • 4. • strategic goals • how to arrange the • priorities social services • tools • which financial, Municipalities material and human • means resources are available • data collection and How to ensure the information system coordination (administrative, • modalities to ensure organizational and an integrated system professional) among the of social services different bodies involved Drafting of in the Local Plan the LOCAL PLAN • ensuring a flexible • ensuring the best way system of social of spending public services money • defining criteria for • foreseeing training splitting up the processes for theLocal Health Unit expenses among all the practitioners in order public and private to address identified bodies involved priorities Case Management – module 2 – slide 4
  • 5. Local plan management structure “support to “support to parenthood” disabled board people” board “fight against “promotion of Local Plan social exclusion, the children and General Board mental disease young people’s and poverty” rights” board board “support to “fight against elderly people” alcohol and board drugs abuse” boardThe “Local Plan General Board” can decide the promotion of projects sharedamong the different Boards (i.e.: a project for work inclusion; a projectfor home care, and so on) Case Management – module 2 – slide 5
  • 6. Steps towards building a local plan • convening all the involved bodies1 step • analysing the social needs of the community • considering the available resources • defining goals and priorities2 step • drafting the Local Plan • Signing of the Local Plan by all the3 step involved bodies •Building administrative tools Case Management – module 2 – slide 6
  • 7. The best institutional context for enforcing Case Management Case Management is a methodology that not only tries to get the people in need out of their bad situation, but also tries to avoid the waste of public economic resources. For Case Management methodology it is important that the human and economic resources are well administered: like in a well- functioning family.It is important that there is a check on:1) the workload of each Case Manager; 2) methodological coherence among all the CaseManagers; 3) an exchange of experiences among the Case Managers working in thesame social protection service; 4) the outcomes of the cases treated by CaseManagement methodology; and 5) the allocation of economic resources among thedifferent cases.Case Management, unlike traditional and bureaucratic social work, foresees a partiallydiscretionary use of the economic resources and service provision: for this reason, ageneral control is necessary on the criteria used by each Case Manager. Case Management – module 2 – slide 7
  • 8. Case Management and organizational context"Every spade must have its handle” This proverb means that a complex body, like a Social ProtectionService, has to be guided by a “single organizational liabilitycentre”, usually a general director with its staff. This liabilitycentre has to supervise:1. The budget management;2. The human resources management;3. The management of administrative procedures;4. The management of partnerships among external institutions;5. The organizational quality of the Service. Case Management – module 2 – slide 8
  • 9. FACTORS DETERMINING THE QUALITY OF A SOCIAL SERVICE UNIT MAKINGACCESS TO SERVICES UPDATING EASIER SOCIAL SERVICES IMPROVING SERVICE PROVISION CHECKING AND ADJUSTING SERVICE PROVISION Case Management – module 2 – slide 9
  • 10. MAKING ACCESS TO SERVICES EASIER Openness: Information: Welcoming: Ensuring theLet the services be known transparency of the Welcoming and orientation of the administrative and beneficiaries technical praxis Creating geographically Creating a users‟ guide Advertising the spread receptions to the available social rights of for providing services citizens and the information and available social gathering requests services for service provision Case Management – module 2 – slide 10
  • 11. IMPROVING SERVICE PROVISION Speed:Making the service provision faster Comfort: Helping the users through the administrative Clarity: praxis Using an Managing waiting understandable lists: language Making the Personalization: waiting time Adjusting theIncrease the number shorter and services to the of welcoming points lighter needs of people in the community; extend the working hours Creating one and one only Using more user- administrative friendly office for all the application Ensuring alternative services: modules services if the Several front requested one is Delivering services offices, one back not available through more office creative methodologies and different providers Case Management – module 2 – slide 11
  • 12. CHECKING AND ADJUSTING SERVICE PROVISION Readiness of Standardisation: Listening: Reliability: response:Prevent and reduce ensuring a long- Listening to Managing poor lasting quality of users and errors services and services letting them unforeseen evaluate the events services Delivering services through more creative methodologies and Management control, different providers quality control, managing human and professional Periodical Team work, resources customer supervision and satisfaction advisory services surveys Case Management – module 2 – slide 12
  • 13. UPDATING THE SOCIAL SERVICES Enrichment: InnovationEnlarge the users community Make the role of and enrich the services public services Focus on „special‟ clients‟ evolve groups: Strengthen services For marginalised and At-risk groups Implementation of Pre-setting of coordinated activities operational protocols among several Promote new based on the analysis service provider coordination modalitiesof clients‟ satisfaction teams with health and education services and with private services Case Management – module 2 – slide 13