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Fundamentals of Case Management Practice : Skills for the Human Services,9780534511678

Fundamentals of Case Management Practice : Skills for the Human Services

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Edition:
2nd
ISBN13:

9780534511678

ISBN10:
0534511678
Format:
Paperback
Pub. Date:
2/23/2005
Publisher(s):
Brooks Cole
List Price: $87.66

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Summary

Part I: FOUNDATIONS FOR BEST PRACTICE IN CASE MANAGEMENT. 1. Ethics and Other Professional Responsibilities for Human Service Workers. 2. Case Management: Definition and Responsibilities. 3. Applying the Ecological Model: A Theoretical Foundation for Human Services. Part II: USEFUL CLARIFICATIONS AND ATTITUDES. 4. Cultural Competence. 5. Examining Attitudes and Perceptions. 6. Seeing Yourself as a Separate Person. 7. Clarifying Who Owns the Problem. Part III: EFFECTIVE COMMUNICATION. 8. Identifying Good Responses and Poor Responses. 9. Listening and Responding. 10. Asking Questions. 11. Bringing up Difficult Issues. 12. Addressing and Disarming Anger. 13. Putting It All Together. 14. The Effective Combination of Skills. Part IV: MEETING CLIENTS AND ASSESSING THEIR STRENGTHS AND NEEDS. 15. Documenting Initial Inquiries. 16. The First Interview. 17. Social Histories and Assessment Forms. 18. Using the DSM. 19. The Mental Status Exam. 20. Receiving and Releasing Information. Part V: DEVELOPING A PLAN WITH THE CLIENT. 21. Developing a Service Plan. 22. Preparing for Service Planning Conference or Disposition Planning Meeting. 23. Making the Referral and Assembling the Record. Part VI: MONITORING SERVICES AND FOLLOWING THE CLIENT. 24. Documentation and Recording. 25. Monitoring the Services or Treatment. 26. Developing Goals and Objectives at the Provider Agency. 27. Terminating the Case. Appendix. Wildwood Case Management Unit Forms. References and Reading List. Index.

Table of Contents

Section 1 Foundations for Best Practice in Case Management
Ethics and Other Professional Responsibilities for Human Service Workers
1(36)
Introduction
1(1)
Dual Relationships
2(3)
Value Conflicts
5(4)
Clients' Rights
9(9)
Privileged Communication
18(3)
Diagnostic Labeling
21(1)
Involuntary Commitment
21(2)
Ethical Responsibility
23(3)
Competence
26(1)
Responsibility to Your Colleagues and the Profession
26(1)
Professional Responsibility
27(1)
Summary
28(1)
Exercises: Ethics
29(2)
Exercises: Ethically, What Went Wrong?
31(6)
Case Management: Definition and Responsibilities
37(21)
Introduction
37(1)
Why Case Management?
38(1)
What Is an Individualized Plan?
38(2)
Assessment
40(1)
Planning
41(3)
Linking
44(1)
Monitoring
45(1)
Levels of Case Management
45(3)
Separating Case Management from Therapy
48(1)
Case Management in Provider Agencies
49(1)
Managed Care and Case Management
50(1)
Underlying Principles: Hope and Self-Determination
51(2)
Summary
53(1)
Exercises: Case Management
53(5)
Applying the Ecological Model: A Theoretical Foundation for Human Services
58(13)
Introduction
58(1)
Seeking a Balanced View of the Client
59(2)
The Three Levels
61(1)
Looking at What the Person Brings
61(1)
Looking at What the Context Brings
62(1)
Developmental Transitions
63(1)
Developing the Interventions
64(1)
Larger Interventions
65(1)
Summary
66(1)
Exercises: Looking at Florence's Problem on Three Levels
66(2)
Exercises: Designing Three Levels of Intervention
68(3)
Section 2 Useful Clarifications and Attitudes
Cultural Competence
71(22)
Introduction
71(1)
Where Are the Differences?
72(2)
Strangers
74(1)
Anxiety and Uncertainty
75(2)
Thoughtless versus Thoughtful Communication
77(3)
Dimensions of Culture
80(6)
Obstacles to Understanding
86(2)
Competence
88(2)
Summary
90(1)
Exercises: Testing Your Cultural Competence
90(3)
Examining Attitudes and Perceptions
93(17)
Introduction
93(1)
Basic Helping Attitudes
94(4)
Reality
98(1)
Discouragement
98(1)
Ways to Motivate and Encourage
99(2)
How Clients Are Discouraged
101(4)
Summary
105(1)
Exercises: Demonstrating Warmth, Genuineness, and Empathy
105(4)
Exercises: Recognizing the Difference---Encouragement or Discouragement
109(1)
Seeing Yourself as a Separate Person
110(7)
Introduction
110(1)
Seeing Yourself and the Client as Completely Separate Individuals
110(2)
Poor Assumptions
112(1)
Transference and Countertransference
112(1)
Summary
113(1)
Exercises: Blurred Boundaries
114(3)
Clarifying Who Owns the Problem
117(11)
Introduction
117(1)
If the Client Owns the Problem
118(3)
If You Own the Problem
121(1)
If You Both Own the Problem
122(1)
Summary
123(1)
Exercises: Who Owns the Problem?
123(2)
Exercises: Making the Strategic Decision
125(3)
Section 3 Effective Communication
Identifying Good Responses and Poor Responses
128(14)
Introduction
128(1)
The Twelve Roadblocks to Communication
129(4)
Useful Responses
133(6)
Summary
139(1)
Exercises: Identifying Roadblocks
140(2)
Listening and Responding
142(17)
Introduction
142(1)
Defining Reflective Listening
143(1)
Responding to Feelings
143(4)
Responding to Content
147(2)
Positive Reasons for Reflective Listening
149(1)
Points to Remember
150(1)
Summary
151(1)
Exercises: How Many Feelings Can You Name?
151(1)
Exercises: Finding the Right Feeling
152(1)
Exercises: Reflective Listening Exercises
153(6)
Asking Questions
159(13)
Introduction
159(1)
When Questions Are Important
160(1)
Closed Questions
160(1)
Open Questions
161(1)
Questions That Make the Client Feel Uncomfortable
162(2)
A Formula for Asking Open Questions
164(1)
Summary
164(1)
Exercises: What Is Wrong with These Questions?
165(2)
Exercises: Which Question Is Better?
167(1)
Exercises: Opening Closed Questions
167(3)
Exercises: Try Asking Questions
170(2)
Bringing Up Difficult Issues
172(16)
Introduction
172(1)
When to Use Confrontation
173(1)
The ``I'' Message in Confrontation
174(1)
The Rules for Confrontation
175(4)
Asking Permission to Share Ideas
179(1)
Confronting Collaterals
180(1)
On Not Becoming Overbearing
181(1)
Summary
182(1)
Exercises: What Is Wrong Here?
182(2)
Exercises: Expressing Your Concern
184(2)
Exercises: Expressing a Stronger Message
186(2)
Addressing and Disarming Anger
188(12)
Introduction
188(1)
Common Reasons for Anger
188(1)
Why Disarming Anger Is Important
189(1)
Avoiding the Number One Mistake
190(1)
Erroneous Expectations for Perfect Communication
191(1)
The Four-Step Process
192(2)
What You Do Not Want to Do
194(2)
Look for Useful Information
196(1)
Managing an Angry Outburst
196(1)
Summary
197(1)
Exercises: Initial Responses to Anger
197(1)
Exercises: Practicing Disarming
198(2)
The Effective Combination of Skills
200(15)
Introduction
200(1)
Combining Skills and Attitudes
201(1)
When People Change
202(1)
Trapping the Client
203(1)
Using Your Skills to Help People Change
204(5)
From Adversarial to Collaborative
209(2)
Case Manager Traps
211(3)
Summary
214(1)
Putting It All Together
215(7)
Introduction
215(1)
Exercises: Putting It All Together
215(7)
Section 4 Meeting Clients and Assessing Their Strengths and Needs
Documenting Initial Inquiries
222(9)
Introduction
222(1)
Guidelines for Filling Out Forms
223(1)
Steps for Filling Out the New Referral or Inquiry Form
223(3)
Steps for Preparing the Verification of Appointment Form
226(2)
Summary
228(1)
Exercises: Intake of a Middle-Aged Adult
229(1)
Exercises: Intake of a Child
229(1)
Exercises: Intake of an Infirm, Older Person
229(2)
The First Interview
231(8)
Introduction
231(1)
Your Role
232(1)
The Client's Understanding
232(1)
Preparing for the First Interview
232(1)
Your Office
233(1)
Meeting the Client
234(1)
Taking Notes
235(1)
Collecting the Information
235(1)
Asking for More Clarification
235(1)
What Information to Collect
236(1)
Client Expectations
237(1)
Social Histories and Forms
237(1)
Wrapping Up
237(1)
The Client Leaves
238(1)
Summary
238(1)
Social Histories and Assessment Forms
239(19)
Introduction
239(1)
What Is a Social History?
240(1)
Layout of the Social History
240(1)
How to Ask What You Need to Know
241(6)
Capturing the Details
247(1)
Who Took the Social History
248(3)
Social Histories in Other Settings
251(1)
Using an Assessment Form
252(1)
The Next Step
253(1)
Summary
254(1)
Exercises: Practice with Social Histories
254(1)
Exercises: Assessment of a Middle-Aged Adult
255(1)
Exercises: Assessment of a Child
255(1)
Exercises: Assessment of an Infirm, Older Person
256(1)
Exercises: Creating a File
257(1)
Using the DSM
258(18)
Introduction
258(2)
Background Information
260(4)
Using the DSM
264(5)
Making the Code
269(3)
Summary
272(1)
Exercises: Using the DSM
272(4)
The Mental Status Examination
276(22)
Introduction
276(1)
What to Observe
277(1)
How to Observe
277(1)
Documenting Your Observations
277(2)
Mental Status Examination Outline
279(16)
Summary
295(1)
Exercises: Using the MSE Vocabulary
295(3)
Receiving and Releasing Information
298(7)
Introduction
298(1)
Sending for Information
298(1)
If You Release Information
298(1)
Directions for Using Release Forms
299(2)
Examples of the Release Forms
301(1)
When the Client Wants You to Release Information
301(1)
When the Material Is Received
301(3)
Summary
304(1)
Exercises: Intake of a Middle-Aged Adult
304(1)
Exercises: Intake of a Child
304(1)
Exercises: Intake of a Frail, Older Person
304(1)
Exercises: Maintaining Your Charts
304(1)
Section 5 Developing a Plan with the Client
Developing a Service Plan at the Case Management Unit
305(11)
Introduction
305(1)
Using the Assessment
306(1)
Creating the Treatment or Service Plan
307(1)
Involving the Client and the Family
308(1)
How to Identify the Client's Strengths
309(1)
Individualized Planning
310(1)
Sample Goal Plan
311(3)
Summary
314(1)
Exercises: Broad Goal Planning
314(2)
Preparing for Service Planning Conference or Disposition Planning Meeting
316(8)
Introduction
316(1)
What You Will Need to Bring to the Meeting
317(1)
Goals for the Meeting
317(1)
Preparing to Present Your Case
318(1)
Making the Presentation
319(2)
Collaboration
321(1)
Follow-Up to Meeting
321(1)
Summary
322(1)
Exercises: Planning
322(2)
Making the Referral and Assembling the Record
324(7)
Introduction
324(1)
Determining Dates
325(1)
Sample Referral Notification Form
326(1)
The Face Sheet
326(3)
Summary
329(1)
Exercises: Assembling the Record
330(1)
Documentation and Recording
331(18)
Introduction
331(1)
Writing Contact Notes
332(1)
Labeling the Contact
333(1)
Documenting Service Monitoring
333(1)
Documentation: The Finishing Touches
334(3)
Government Requirements
337(1)
Do Not Be Judgmental
338(1)
Distinguish between Facts and Impressions
339(1)
Give a Balanced Picture of Your Client
339(1)
Provide Evidence of Agreement
339(1)
Making Changes to the Plan
339(1)
Summary
340(1)
Exercises: Recording Your Meeting with the Client
340(1)
Exercises: Recording a Client Contact
340(7)
Exercises: Using Government Guidelines to Correct Errors
347(1)
Exercises: Spotting Recording Errors
348(1)
Section 6 Monitoring Services and Following the Client
Monitoring the Services or Treatment
349(6)
Introduction
349(1)
What Is Monitoring?
350(1)
Purpose of Monitoring
350(2)
Collaboration
352(1)
Leave the Office
352(1)
Summary
353(2)
Developing Goals and Objectives at the Provider Agency
355(11)
Introduction
355(1)
Expect Positive Outcomes
356(1)
Writing the Goals
357(1)
Objectives
357(1)
Combining Goals and Treatment Objectives
357(2)
Finishing Touches
359(2)
Client Participation/Collaboration
361(1)
Summary
361(2)
Exercises: Developing Goals and Objectives
363(3)
Terminating the Case
366(8)
Introduction
366(1)
A Successful Termination
367(1)
The Discharge Summary
368(4)
Summary
372(1)
Exercises: Termination of a Middle-Aged Adult
372(1)
Exercises: Termination of a Child
372(1)
Exercises: Termination of a Frail, Older Person
372(2)
Appendix Wildwood Case Management Unit Forms
374(21)
Face Sheet
375(1)
New Referral or Inquiry
376(1)
Verification of Appointment
377(1)
Request/Release of Information
378(1)
Release of HIV--Related Information
379(1)
Intake Assessment Form
380(7)
Planning Conference Notes
387(1)
Treatment or Goal Plan
388(2)
Referral Notification Form
390(1)
Contact Notes
391(1)
Contact Notes for Children
392(1)
Discharge Summary
393(2)
References 395(1)
Index 396


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