1. BUILDING AND MAINTAINING AN EFFECTIVE CASE MANAGEMENT SYSTEM Sundra Franklin

2. CASE MANAGEMENT SYSTEM A standardized process for delivering services which has been developed to achieve a primary end goal: long-term employability. 10/14/20152

3. CASE MANAGEMENT PRACTICE A client-centered, goal-oriented process for assessing the strengths and needs of an individual for particular services; developing a plan to attain their goals; assisting him/her to obtain the determined services and facilitating their use of services in obtaining their goals (education; goal-focused employment – i.e., long term employability) 10/14/20153

4. BUILDING A CASE MANAGEMENT SYSTEM Organized to serve manage numbers of participants Serve small and large numbers of participants Monitor participant progress Correct participant challenges or enhance participant accomplishments as they advance toward their goals 10/14/20154

5. BUILDING A CASE MANAGEMENT SYSTEM Why a System is Needed: Standardization of Services What happens to a participant should not be based upon which case manager they get Performance objectives are more realistically developed and achieved 10/14/20155

6. A systematic approach to service delivery that delivers a strategy for: Coordinating the provision of services (system level) Utilizes a participant-centered, goal oriented progress for assessing strengths and needs Assists participants to utilize necessary services to achieve individual and programmatic goals (participant level) (Source: Center for Youth and Communities, Brandeis University) 10/14/20156 UTILIZING A BI-LEVEL APPROACH

7. System Level Responsibilities:. Ensure the availability of commonly needed services. Ensure that case managers know what they can and cannot promise participants. Empower case managers to “requisition” services and resources across institutional boundaries. Revise traditional modes of operations when they do not work in the participants’ best interest 10/14/20157 UTILIZING A BI-LEVEL APPROACH

8. Identify and prioritize personal strengths and needs, and translate them into a set of realistic goals Develop a plan of action for achieving the goals Access the resources needed to pursue those goals across institutions Successfully complete a “customized” set of services among a variety of institutions Help the participant access services on his or her own thereby reducing dependency on the case manager 10/14/20158 UTILIZING A BI-LEVEL APPROACH Client Level Responsibilities:

9. DISENGAGING COORDINATING ACCESSING RESOURCES PLANNING ASSESSING ENGAGING START 10/14/20159 PHASES OF CASE MANAGEMENT INTERVENTION

10. MANAGEMENT RELATIONSHIP Partnership with the Participant Establishing and maintaining a partnership with participants should be both the initial and sustaining focus and function of the case manager/participant relationship 10/14/201510 PARTNERSHIP: THE ESSENTIAL CASE

11. MANAGEMENT RELATIONSHIP A dynamic approach to case management establishes a partnership with participants and makes a “Demand for Work” at all phases of the relationship 10/14/201511 PARTNERSHIP: THE ESSENTIAL CASE

12. Why a Partnership? Growth and change on the part of the partnership is usually required to meet case management goals Growth and change require the active involvement of an individual Workers should not be working harder on a person’s life than they are 10/14/201512

13. MAKING A DEMAND FOR WORK Start the case management relationship with an expectation of partnership and your expectations Model the expectation of partnership during the initial interview as well as throughout your work together Be prepared to define the participant’s work throughout the process Do not accept failures to produce Do not advance when work has not been completed 10/14/201513

14. PARTNERSHIPS, LINKAGES AND COLLABORATION No single agency is equipped to provide the range of services required for an individual goal achievement Effective community-wide partnerships and sharing resources are necessary for success. 10/14/201514

15. ORGANIZATIONAL PARTNERSHIPS There are two types of organizational partnerships: Internal and External Internal: between peers (work teams; between front-line workers and administrators) Dynamic partnerships are essential for both direct case management functions and interactions between front-line workers and administrators Front-line workers and administrators must work together and in teams to manage the successful movement of participants through the case management phases Front-line workers often identify community partners and establish relationships with counterparts in other organizations Program administrators must be receptive to follow-through and to legitimize these relationships via MOU’s, contracts, cross-trainings, etc.) 10/14/201515

16. There are five core functions: Recruitment and Intake – The participant invitation, enrollment and application process Assessment – The foundation of case management. Includes developing an assessment strategy, is ongoing so that progress can be measured, identifies strengths, assets, abilities, aptitudes, interests, occupational and employability levels, assesses barriers and determines supportive service needs and resources Planning- a specific individualized plan of action. This is the first tangible outcome of the assessment process Coordination and Using Resources- the full range of community services and resources that are needed to guide the participant to his final goals Documentation- utilization of Case Management MIS systems which track client status and success and maintaining case files and quality case notes which are accurate and timely 10/14/201516 CASE MANAGEMENT IS THE FOUNDATION OF ALL PROGRAMMATIC CORE FUNCTIONS

17. ACCOUNTABILITY AND DOCUMENTATION RECORD KEEPING IF IT’S NOT WRITTEN, IT DIDN’T HAPPEN! 10/14/201517

18. RECORD KEEPING Good records/case notes are concise, specific, relevant, clear, logical, meaningful, useful, grounded in facts, well-organized and well written. CASE NOTES TELL A STORY!! Poor records are unfocused, vague, aimless, biased, speculative, imprecise, tardy, mistaken in facts, unorganized and poorly written The case note is the primary focal point and accountability to the participant and to the organization. The Individual Service Strategy provides a strategy for services, goals and outcomes 10/14/201518

19. CASE MANAGER TOOLS The dynamic “Use of Self” Dialogue that is in depth, accurate, empathetic and structured Inventories, checklists, worksheets and the internet Formal, standardized tests Capacity to develop and maintain partnerships Planning Problem solving skills 10/14/201519

20. ADAPTING AN ETHICAL, PROFESSIONAL APPROACH Ethical Issues for Workforce professionals ETHICS - Principles of honor and morality Accepted Rules of Conduct The moral Principles of an individual EFFICACY - The power to be ethical Personal effectiveness at performing according to the rules of conduct EXCELLENCE - Remarkably good; of superior merit 10/14/201520