FUNDAMENTALS OF

CASE MANAGEMENT
PRACTICE:
SKILLS FOR THE HUMAN
SERVICES
FIFTH EDITION
Nancy Summers

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 Chapter 1
Case Management:
Definition and
Responsibilities
Fundamentals of Case Management Practice:
Skills for the Human Services
5th edition
Nancy Summers

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rights reserved.
CASE MANAGEMENT
Case management is a process for assessing
the client’s total situation and addressing the
needs and problems found.
Case management seeks to improve the
quality of life for the client.

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USING STRENGTHS,
PREVENTING PROBLEMS
Case management does not focus on just
one problem but on the many issues,
strengths and concerns the client brings.
The client’s strengths and needs are used to
improve the overall situation.
Case management seeks ways to prevent
current problems from growing worse.

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EARLY CASE MANAGEMENT
HISTORY
In the late 1800s, there was a need to
formally organize services given to people in
need.
The Charity Organization Society took over
control of this approach and developed case
work as a useful means of tracking progress
of clients.

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RECENT CASE MANAGEMENT
HISTORY
In the 1960s, individuals once housed in
institutions came into the community to live
and needed intense monitoring to adjust.
In the 1980s, the term caseworker became
case manager and case managers took on
more responsibility to give support and find
innovative solutions.
Today, case managers are a significant part
of most social service settings.

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WHY WE USE CASE
MANAGEMENT
Case management is a method for
determining an individualized plan for each
client, then monitoring that plan to be sure it
is effective for the client.
Case management is a process used to
ensure that the money being spent for the
client’s services is being spent wisely and in
the most efficient manner on behalf of the
client.

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THE INDIVIDUALIZED PLAN

Each client receives a plan that is unique to

that client.
Each client’s plan should include:
◦ Elements that take advantage of the client’s
strengths and supports.
◦ A means to address the most immediate and
pressing problems for that client.
◦ Elements that take advantage of the client’s social
supports, such as family, friends, teachers, or
synagogue.
◦ An understanding of the client’s goals and
preferences.

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THE 4 CASE MANAGEMENT
TASKS
Assessment
Planning
Linking
Monitoring

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ASSESSMENT

A case manager’s assessment is meant to be

comprehensive and thorough.
Assessment covers many different aspects of
the client’s life in an attempt to develop an
accurate profile of the client and the client’s
problem.

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ASSESSING THE PRESENTING
PROBLEM
First, the case manager assesses the initial
or presenting problem.
◦ Does the problem interfere with the client’s
functioning at work or socially or interfere with self-
care?
◦ What is the background to this problem?
◦ How long has this problem gone on?
◦ Are there other social, emotional or medical
problems that exacerbate the presenting problem?

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ASSESSMENT OF NEEDS
A discussion of the problem uncovers what
the client needs.
What does the client need to bring stability
to his or her life?
What would be the best way to resolve the
problems the client faces?

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ASSESSMENT OF THE CLIENT
Is the client able to think clearly and
understand options?
How would you characterize the person’s
general mood?
What strengths or impediments will you have
to work with in the client’s environment?
The information from the assessment helps
us to formulate a plan for the client.

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PLANNING

A good plan looks at a variety of resources:

◦ Formal agencies
● Agencies set up to deal with specific problems
◦ Generic resources
● Entities everyone can use such as clinics, recreational
programs, or social groups like Lions Club
◦ Other established community resources
● Seminars and support groups which are often free of
charge
◦ Peer support
● Individuals who previously had the same problem helping
those who need support
◦ Informal and folk support systems
● Neighbors, churches, family, and others in the client’s life
or likely to be available in the client’s life to support the
client
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CONTINUED PLANNING

Planning with clients is ongoing:

◦ Clients improve and may need an advanced level of
planning.
◦ Clients’ situations may interfere with progress.
◦ Circumstances in the client’s life or the community
change.
◦ Crises can occur that need to be addressed before
continuing the plan.

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LINKING
The client is linked to the services and
supports that will best meet the client’s
needs.
Once there is a plan, the case manager links
the client to the services or persons who will
carry out the plan.
The case manager does not carry out the
plan, but monitors the plan to be sure others
are carrying it out.

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REFERRAL
Linking the person to services is often
referred to as a referral.
You indicate on your referral the amount of
time you expect the service to take to
complete the client’s goal and what service
you are seeking for your client.

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MONITORING

It is the case manager’s responsibility to

monitor the services being given.
When you monitor a client’s service or
treatment plan, you do so to:
◦ Be certain the treatment or service you authorized
for this client is in fact the treatment or service
that is being given.
◦ Keep track of the client’s progress toward the
goals you developed with the client.
◦ Be aware of the times when modifications and
revisions are necessary.

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CASE MANAGEMENT IS NOT
THERAPY
Case management is therapeutic in that it
benefits clients.
Case managers do not do clinical therapy for
long-standing emotional problems or
pervasive affective disorders.
Only those specifically trained to do therapy
should act as therapists.

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DEALING WITH AN MCO
An MCO is a managed care organization.
An MCO makes money available for the care
of specific populations.
An MCO can be a private insurance company
or one that deals with public money.
Case managers often need to seek
permission from MCOs to obtain money for
treatments and services for their clients.

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