Case Management W2 Flashcards
1
Q
What is a model
A
- Simple direction of a system
- Help us to process something in a certain way
2
Q
Criteria of evaluating a model
A
- Consistent with SW professional values and ethics
- Make sense to consumers
- Facilitate assessment decision making processes
- Provide guidance through CM process
- Based on sound theoretical understandings
3
Q
Contemporary models of CM can be classified according to
A
- Target group
- Employing body and its philosophy and goals
- Purpose (why CM is being used and what it’s meant to achieve)
- Professional orientation (clinical or general focus)
- Setting (organisation, funding, who makes decisions)
4
Q
Categorising models of CM
A
- Client focused
- Service focused
- Goal focused
- Role focused
These models significantly influence how CM functions are performed and where the scope of authority lies
5
Q
CM Model types
A
- Clinical model
- Brokerage model
- Strengths - based model
- Recovery model
6
Q
Clinical model
A
- Used with clients diagnosed with more severe mental health issues
- Includes specialist expert and practice
- Long-term as opposed to short term and assistance
- Effects of de-institutionalisation has promoted the need for this model
7
Q
Clinical CM important resources
A
- May require decision making with, on behalf of client because they are unable to do so for themselves
- Links individual into formal and informal networks of support
- Provides advice and counselling
8
Q
Core of Clinical model
A
- Develop genuine and trusting relationship
- Relationship is further developed into a therapeutic alliance
- Targeted to specific client group
9
Q
Clinical model central principles
A
- Continuity of care
- Development of collaborative relationships
- Flexibility - changing nature of need
- Facilitation of client resourcefulness
- Formal/informal resources
10
Q
Clinical CM Model
A
- Focus on changes, options and pacing of relationships to obtain successful
- Remains aware of clinical mental health understandings throughout case management process
11
Q
Clinical Model strengths
A
- Improve administration efficiency
- Improve case coordination and continuity of care
- Team case review can lead to increased clinical accountability
- Reduction of costs due to reduction of readmissions
- Can involve low case loads to offer a more intensive service
- Clinical documentation to improve service provision
12
Q
Clinical Model limitations
A
- Can involve untimely bureaucratic process
- Requires specialist knowledge and skills
- It may not consider the person holistically
- May not be client-directed
- Influences by medical model
- Can involve high case loads
- Lack of transparency of clinical records
13
Q
Brokerage Model 2 essential factors
A
- Appropriate responses by service providers
2. Frequent advocacy by CM
14
Q
Brokerage Key principles
A
- Identifying and matching needs of clients to resources in the community
- Development of services and packages from community services and resources
- CM has little control over services, needs strong knowledge of services and appropriateness to client
- Effective CM must be appropriate responses/services and CM constantly advocate
15
Q
Brokerage Model considers
A
- Estimated/expected costs of delivering specific services
- Desired client outcomes within specified time frames
16
Q
Brokerage model is “fiscal” model of CM
A
- Dictate the way services are organised and delivered (determined by cost)
- Goals of org may take precedence over individualistic goals (i.e. budget constraints)
- CM management roles may be determined by administrative responsibilities more than professional imperatives
17
Q
Brokerage model limitations
A
- CM experience can limit approach
- CM has little control over the services they refer to
- Useful if required services are not available within one service provider/systems (changing nature of HS)
- Places lots of responsibility on te client to evaluated usefulness of the service
- Relationship is not as a major focus
