Module 6 chccm504 d promote high quality case management v 3.5.13

(c) Copyright CTA CHC52008, MODULE 6 Version Date: 3.5.2013
Diploma of Community Services
(Case Management)
Module 6
CHCCM504D: Promote High Quality Case Management
1

This unit is all about...
Being a team leader or case management
supervisor
2

In charge?
 There may be a time in your case management
practice that you are IN CHARGE of other
workers and other case managers
 This requires skills in a range of further areas
 You not only need to know your own case
management skills but you need to be able to
supervise, support and lead others in the field!
3

It is a nice idea...
What exactly does it involve?
 Professional development and training
programs
 Practice reviews and audits
 Organisation policy and procedures
 Relevant program standards
 Service and professional standards, including
code of professional ethics or code of practice
 Research current trends in case management
 Analysis and evaluation of practices
 Plans for practice improvement
4

You also need to have skills in:
 role modeling
 mentoring
 facilitation of feedback
 team management
 high level report writing
and documentation
 research and analysis
5

You need to know the following:
 Theory and practice of case management
 Provisions of all relevant legislation and
statutory requirements
 Practice model of supervision
 Codes of practice/ethics
 Own value base and belief system
6

So let’s start with
what you need to know ....
Theory and practice of case management
• While case management is a relatively new
field it has grown quickly and has developed
over the last 50 years into quite a well
documented field
• There are theories that underpin case
management practice...
• Let’s look at some of these:
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Client Centred Practice: Carl Rogers
 This approach to client care revolves around the
notion that the client is their own expert and
therefore it is important to consult them about their
goals, hopes, aspirations and preferences!
 This leads on to some of the main aspects of case
management... that it is a collaborative process that
empowers clients to take control of their own lives...
 The plan is developed in collaboration with the client and
reflects their choices and preferences for the service
arrangements being developed. The goal is to empower
the client and ensure that they are involved in all aspects
of the planning and service arrangement in a dynamic
way. Case Management Society of Australia
8

Solution Focused Strength Based
Strategies: Shazer, Berg,
 These approaches to client support involve the
understanding that people grow and develop
more when they feel they are already having
success
 St Luke’s adopted the Strength Based Approach
with great success for families involved in Child
Safety
 They made their practice fun, honouring of
difference and focusing on successes rather than
on failures. It is also future orientated rather than
dwelling in the mistakes of the past
9

Solution focused brief therapy (SFBT)
Often referred to as simply 'solution focused
therapy' or 'brief therapy', is a type of talking
therapy that is based upon social
constructionist philosophy.
It focuses on what clients want to achieve
through therapy rather than on the problem(s)
that made them seek help.
The approach does not focus on the past, but
instead, focuses on the present and future
10

Strength Based Practice:
Reynolds, Saleebey, Rapp, Weick
• Strengths based practice is a social work practice
theory that emphasises people's self
determination and strengths. Strengths based
practice is client led, with a focus on future
outcomes and strengths that the people bring to
a problem or crisis. A proto-theorist for this
practice was social worker Bertha Reynolds, who
criticised the American social work tendency to
adopt a psychoanalytic approach (and the
corollary dependence on the DSM IV) with clients.
It was formally developed by a team from the
University of Kansas
11

Systems Theory:
 Systems theory relates to the understanding that
there are many diverse systems interacting in our
world, including family, work, government, health
systems, etc.
 The relationships to the eco-systems of nature
forms the understanding that one system makes
way for another until there is equilibrium
 Mind mapping techniques work well in this
framework and help us understand the many
interlocking systems that human beings are
involved in
12

Critical Theories
 Critical social work is the application of social
work from a critical theory perspective
 Critical social work seeks to address social
injustices, as opposed to focusing on individual
people's problems
 Critical theories explain social problems as arising
from various forms of oppression
 This theory is like all social work theories in that it
is made up of a polyglot of theories from across
the humanities and sciences, borrowing from
many different schools of thought including
Marxism, social democracy and anarchism
13

Theories...
 There are some arguments that theories in
the end come and go but the practices are
what remains behind..
 However as a Case Manager or Case
Management Supervisor it is important to
become acquainted with the various theories
(and there are tons of them) over time and
contemplate them and the practice that you
are in charge of
14

Is it legal?
Provisions of all relevant legislation and
statutory requirements
 One of the very important issues that you will need to
be aware of is the relevant legislation for the work in
client support and employee management
 Changing legislation is something you need to be
watching carefully
 Where can you find this easily? The internet is a
healthy source of information on changing legislation
and statutory requirements
 http://www.hreoc.gov.au/about/legislation/index.html Australian
Human Rights Commission
15

How will you supervise others?
Practice model of supervision
• There are various models of supervision
• It consists of the practitioner meeting regularly
with another professional, not necessarily more
senior, but normally with training in the skills of
supervision, to discuss casework and other
professional issues in a structured way. This is
often known as clinical or counselling supervision
or consultation. The purpose is to assist the
practitioner to learn from his or her experience
and progress in expertise, as well as to ensure
good service to the client or patient.
16

Finding one that fits ...
 Codes of practice/ethics
 We can find these again on the Internet, look up
Case Management Society of Australia…we can then
use these codes to write our own that works and
reflects our own particular values
 Leadership style: Autocratic, Democratic, Strength
Based, Laissez Faire, etc.
 Discuss: What would each of these look like in
practice?
 Discuss: How easy is it to follow the examples we
have had in our own life?
 How hard is it to choose a practice model that we
actually believe in?
17

When leading others ...
Own value base and belief system
 We never have to evaluate this more carefully
than when we have responsibility for others
 Where have our values and beliefs come from?
are they completely static?
 Have they moved over time and how well are
we able to work with others with different
ideas and values?
 Are we going to impose ours?
 Discuss
18

Then the personal skills...
Role modeling
• Monkey see, monkey do
• How will you
demonstrate the
behaviours and values
that you want to see in
others in the workplace?
19

Helping someone find their feet...
Mentoring
 How great is it to be believed in by someone in
charge… and how wonderful it is to be helped to
become all that you can be!
 This is an unselfish gift and very different to what
we see in a lot of workplaces where the focus is on
‘climbing the ladder’
20

People need to have their say!
Facilitation of feedback
• It’s not just your thoughts and words as a
supervisor that counts… we all have the need to
have input…
• But this can come as negative rabble, backbiting,
dominating etc.
• To facilitate feedback from all colleagues and all
stakeholders in case management practice is a very
important skill…
• Discuss: How do you think you can do this?
(take to the white board come up with some ideas)
21

To manage a group of people...
Team management
• Its easy to criticise a manager but it’s another
thing to have to do it yourself!
• Discuss
– What are all of the aspects of managing a
team that you can think of.
– What tools might you need to do this well?
(Use the white board)
22

If you don’t already enjoy report
writing – you soon will!
 High level report writing and documentation
 One of the hardest things to do for ‘people’ is to keep
your documentation in order and to keep on top of
writing reports
 One of the kindest things you can do for yourself and
your team is to create ‘proformas’. Proformas ensure
that all the information that needs to be documented
is easily completed
 Your team can help create the proforma
 Proformas help people who find writing things down
difficult as well as for those who have to read the and
check the documents... that’s you!
23

Thank Goodness for the Internet!
Research and analysis
As a manager you will have to find out more
information about all sorts of things:
– Specific client conditions
– Ways of doing things
– Legislation, WHS
– Codes of conduct, employee/employer relations
– Management strategies
You must be able to use the internet
We will practice this in our assessment so that
you know what you are in for!
24

In addition...
Professional development and training
programs
 Establish any up skilling and professional
development your team and/or individuals may
require
 Assist staff to create their development plan,
providing constant feedback and support
 Encourage staff involvement in training programs,
This is often a great time for team building
activities to take place
 Try to make professional development really
fun and enjoyable
25

Check ...
Practice reviews and audits
 This is kind of like a fire drill for your
paperwork and service standards
 Think about ways of getting ready for formal
reviews or audits by having ‘practice ones’:
– Let people know that you will do some ‘spot’
checks to ensure policies and procedures
are being adhered to
– for example home visits, have they
happened?
– paperwork up to date? Etc.
26

Your guidelines and the way you carry
them out:
Organisation policy and procedures
• Policies and procedures move and change over time
but somebody, namely you, needs to be in charge of
implementing and updating the changes… ensuring
everyone is aware of the changes and are on the
same page
• Sometimes it may take a disaster to identify that a
change in policy and procedure is required… but
that’s ok they are living documents and you can’t
be a crystal ball gazer. None of us know everything
that may possibly happen within a service!
27

Forming benchmarks
Relevant program standards
 This is about thinking through your programs
and working out the standards that you want
to provide your staff and clients
 For example: case managers to meet with
their clients weekly, holding weekly team
meetings, providing SMS messages for clients
to remind them of appointments
 These are the quality standards that keep your
services world class
 Discuss: What other ideas do you have?
28

Checking the big picture...
Service and professional standards,
including code of professional ethics or
code of practice
 Where can you find codes of professional
ethics or practice?
 Can you adapt these to suit your
organisation?
 Discuss
29

You don’t want to be a dinosaur
Research current trends in case
management
 Sometimes people stop their up skilling
and professional development and
continue to practice with the way they
learned it in 1932!
 As case managers we have to be on top
of updates and changes in our chosen
field… so that you may be a more
informative leader, role model and
mentor for your staff!
30

Be able to make good decisions:
Analyse and evaluate practices
Our role as a manager will be to have a good
look and evaluate at what is happening in the
organisation… and of course, implement
changes if required
31

Always getting better...
Plan for practice improvement
 Case Management practice doesn’t improve on its
own, it has to be planned for
 First you have that as your goal... set it
 Then constantly think of improvements that can
be made
 Then plan and schedule times to implement the
improvements...
 Monitor and review the changes; have the
changes had the desired effect? is any ‘fine-
tuning’ required?
32

Good luck
 Sometimes in community service organisations you
get thrown in the deep end
 You have to learn to swim...
 Should you be offered a role where you are a case
manager as well as a supervisor of other workers,
then this presentation should give you a good idea of
what is ahead of you
33

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