DEVELOP, FACILITATE AND REVIEW ALL ASPECTS OF CASE MANAGEMENT

Section 3 - Written Questions

1. (a). Identify and briefly describe each phase of the case management processes

I. Assessment Phase
This involves gathering information about the client's needs, strengths, and
resources. It includes conducting a thorough assessment to understand the
client's situation.
II. Planning Phase
Based on the assessment, a comprehensive plan is developed, outlining
the goals, interventions, and resources required for the client. It involves
collaboration with the client and relevant stakeholders.
III. Implementation Phase
The plan is put into action during this phase. Case managers work with
clients to provide necessary services, interventions, and support to achieve
the established goals.
IV. Monitoring and Review Phase
Progress is continuously monitored, and the effectiveness of the
interventions is assessed. Adjustments are made to the plan if needed to
ensure that the client's needs are met.
V. Closure Phase
Once the goals are achieved, or the client no longer requires case
management, the case is closed. A review of the process and outcomes is
often conducted.

(b). What statutory requirements do you need to consider when developing and
utilising case management procedures?

 Privacy Act 1988 (Cth)

 Common Law Duty of Confidentiality
 Disability Discrimination Act 1992 (Cth)
 Various state and territory legislation on child protection and
mandatory reporting
 National Standards for Mental Health Services
 Aged Care Act 1997 (Cth)
  National Disability Insurance Scheme (NDIS) Act 2013 (Cth)
 Working with Children Checks legislation
 Occupational Health and Safety (OH&S) Laws

2. What information may be considered private or confidential?

 Medical Records: Details of the client's health condition and
treatment.
 Personal History: Family details, financial information, and personal
experiences.
 Criminal Records: Information related to criminal history.
 Psychosocial Assessments: Evaluation of the client's mental and
emotional well-being.

3. Give three (3) examples of organisation and regulatory standards that affect your
work.

 CMSA National Standard of Practice for Case Management (3rd Revised

Edition, 2013)
 CMSA National Code of Ethics for Case Management (2nd Edition, 2013)
 Family Court Standards: Pertinent to family-related cases.

4. (a). Why is it important to include the client in the goal setting stage of case
management?

 Promotes Autonomy: Allows clients to actively participate in decisions

affecting their lives.
 Increases Motivation: Clients are more likely to work towards goals
they had a role in creating.

(b). Identify two (2) principles of effective case management and explain why
they are important in achieving this.

 Client-Centered Approach: Focusing on the unique needs and

preferences of the client.
 Collaboration and Partnership: Involving the client in decision-making
and working collaboratively with other service providers.
 5. List four (4) types of information you may have to document in formal meeting
processes.
 Meeting agenda and minutes.
 Decisions made during the meeting.
 Action items and responsibilities assigned.
 Follow-up plans and timelines.

6. List three (3) available services that you can refer clients to.
 Mental health services (psychologists, psychiatrists)
 Employment services (job training, career counseling)
 Housing assistance programs

7. (a). When planning for case management, what do you need to consider when it
comes to your client's cultural background?
 Language and Communication: Ensure effective communication considering
language preferences.
 Cultural Values and Beliefs: Recognise and respect the client's cultural values
in planning and implementing interventions.

(b). Describe three (3) possible responses to the issue of a lack of mental health care
opportunities for Aboriginal and/or Torres Strait Islander people.
 Cultural Competency Training: Provide training to existing mental health care
providers.
 Community Collaboration: Engage with local communities and leaders to
address mental health care gaps.
 Advocacy for Policy Change: Advocate for policies that address the specific
needs of Aboriginal and/or Torres Strait Islander people in mental health care.

8. What responsibilities do you have relating to each of the following?

(You may have to conduct further research to answer this)
Child protection:
Domestic violence:
Elder abuse:
Disabilities:
 Privacy and Confidentiality: Safeguarding client information and following
privacy laws.
 Aged Care Legislation: Comply with regulations and standards in the provision
of aged care services.
 Client Respect: Treating clients with dignity and respect.
 Case Plan Implementation: Ensuring the effective implementation of the case
plan.
 Cultural Competency: Adhering to principles of cultural competence in service
provision.
 Mandatory Reporting: Comply with legislation to report specific issues like child
abuse, harm, or risk of harm.
 Anti-Discrimination Laws: Provide equal access and opportunities, preventing
discrimination based on characteristics like disability.

9. What special considerations might you need to consider with the following groups of
people?
(You may have to conduct further research to answer this)
 Culturally and Linguistically Diverse (CALD)
Recognise cultural differences, language barriers, and diverse communication
styles. Provide interpreters when needed, adapt materials to diverse cultural
contexts, and foster cultural competency among staff.
 Lesbian, Gay, Bisexual, Transgender, Intersex (LGBTI)
Be inclusive, non-judgmental, and sensitive to the unique needs and challenges
faced by the LGBTI community. Create an environment that promotes
acceptance and confidentiality regarding sexual orientation and gender identity.
 Older People
Consider age-related health issues, cognitive abilities, and potential social
isolation. Implement strategies for effective communication, respect autonomy,
 and ensure that services are tailored to meet the specific needs of older
individuals.
 Children and Young People
Prioritise their safety and well-being, involve parents or guardians as appropriate,
and ensure age-appropriate communication. Understand the legal and ethical
considerations related to working with minors.

10. How can you make the process of making complaints easier for clients?
 Provide clear and accessible information on the complaint process.
 Establish multiple channels for submitting complaints (e.g., in writing, online, in
person).
 Offer support, guidance, and a responsive approach when clients express
concerns.
11. Choose a person in the decision-making process and list three (3) of their rights,
roles, and responsibilities in the table below.

Person Chosen Client

Rights Roles Responsibilities

Right to Informed Active Participation in Honesty and Openness in
Consent Decision-Making Communication

Right to Collaboration with the Adherence to the Agreed-Upon

Confidentiality Case Manager Plan
Right to Autonomy Providing Relevant Active Engagement in Goal
Information Setting

12. Describe in your own words the three (3) crucial factors that are needed for a case
manager to build a rapport with the client to facilitate information sharing.
Trust
Trust forms the foundation of any successful client-case manager relationship.
Clients need to feel confident that the case manager has their best interests at heart,
respects their confidentiality, and will act in a supportive and non-judgmental
manner. Establishing trust requires consistency, honesty, and empathy from the case
manager.
Empathy and Active Listening
 Demonstrating empathy and active listening skills helps clients feel understood,
valued, and respected. Case managers should listen attentively to the client's
concerns, validate their experiences, and show genuine empathy towards their
feelings and challenges. Through active listening, case managers can gain insight
into the client's needs, preferences, and goals, fostering a deeper connection and
rapport.
Respect and Cultural Sensitivity
Case managers must show respect for the client's autonomy, cultural background,
beliefs, and values. Recognizing and honoring cultural differences demonstrates
sensitivity and inclusivity, which are essential for building trust and rapport. Case
managers should approach each client with humility, curiosity, and a willingness to
learn, adapting their communication style and interventions to align with the client's
cultural context and preferences. By valuing diversity and promoting cultural
competence, case managers can create a safe and supportive environment where
clients feel comfortable sharing information and engaging in the case management
process.

13. Describe some of the consequences that a lack of boundaries can have on the case
management process and how these can be avoided.
 Impact on Trust: Clients may feel uncomfortable or violated.
 Role Confusion: Blur in professional-client boundaries can lead to confusion.
 Ethical Concerns: Breach of confidentiality and other ethical violations.
 Avoidance: Clear communication and adherence to professional boundaries.

14. (a). List three (3) benefits of utilising the family as part of the case management
process for an adolescent substance abuser.

 Increased Support: Family involvement provides a robust support system for

the adolescent, offering emotional, practical, and financial support throughout
their recovery journey. This support network can help the adolescent feel less
isolated and more motivated to engage in treatment.
 Holistic Understanding: Involving the family allows the case manager to gain a
comprehensive understanding of the adolescent's home environment, family
dynamics, and potential triggers for substance abuse. This insight enables the
development of tailored interventions and treatment plans that address
underlying family issues contributing to the adolescent's substance abuse.
  Enhanced Communication: Family involvement facilitates open communication
channels between the adolescent, their family members, and the case manager.
Improved communication fosters collaboration, encourages transparency, and
promotes shared decision-making, leading to more effective treatment outcomes.
Additionally, involving the family can help identify and address any enabling
behaviors or dysfunctional patterns within the family system that may hinder the
adolescent's recovery.
(b). How might family involvement in case management negatively impact the client?
I.Conflict and Strain
 Family dynamics can sometimes be complex, and involving the family
may lead to conflicts or strained relationships, hindering the
adolescent's focus on recovery (Hoge, 2020).
II.Lack of Privacy
 Family involvement may compromise the client's privacy, making them
hesitant to share sensitive information or discuss personal challenges
openly with the case manager (Hoge, 2020).
III.Enabling Behavior
 In certain situations, family members may inadvertently enable the
substance-abusing behavior by being overly protective or not
reinforcing necessary boundaries, hindering the client's progress
(Hoge, 2020).
IV.Resistance to Change
 Family members might resist certain changes or interventions
suggested by the case manager, potentially impeding the
implementation of effective strategies for the client's recovery (Hoge,
2020).
V.Stigma and Judgment
 In cases where there is a lack of understanding or awareness about
substance abuse, family involvement may contribute to stigmatisation
or judgment, negatively impacting the adolescent's self-esteem and
motivation for change (Hoge, 2020).

15. Why might case managers acquire the help of 'peer case managers' when the client
is homeless?
 I. Shared Lived Experience
 Peer case managers who have experienced homelessness themselves
can provide a unique perspective and empathetic understanding of the
challenges faced by homeless individuals (Grace & Gill, 2016). This
shared lived experience can enhance the level of trust and rapport
between the peer case manager and the homeless client.
II. Enhanced Relatability
 Homeless clients may find it easier to relate to peer case managers who
have overcome similar challenges. The relatability factor can foster a
stronger connection and a greater sense of understanding, encouraging
the client to engage more actively in the case management process
(Grace & Gill, 2016).
III. Improved Engagement and Trust
 Homeless individuals often face trust issues with professionals, but peer
case managers can help bridge this gap (Grace & Gill, 2016). The shared
experience creates a sense of friendship and trust, leading to increased
client engagement and a higher likelihood of successfully addressing the
client's needs.
IV. First-Hand Knowledge of Resources
 Peer case managers, having navigated the systems themselves, possess
first-hand knowledge of available resources, support networks, and
services specifically tailored for homeless individuals. This expertise can
significantly benefit the client in accessing necessary assistance more
effectively (Grace & Gill, 2016).
V. Reducing Stigma and Judgment
 Homeless clients may experience stigma or judgment from others,
impacting their willingness to seek help. Peer case managers can help
mitigate this by creating a non-judgmental and supportive environment,
fostering a sense of dignity and respect for the client (Grace & Gill, 2016).
VI. Empowerment and Motivation
 Peer case managers, having successfully transitioned out of
homelessness, can serve as powerful role models. Their success stories
can inspire and motivate clients, instilling a sense of hope and
empowerment that positive change is possible (Grace & Gill, 2016).
16. Explain how you can treat clients using each of the following approaches to case
management:
(You may have to conduct further research to answer this)
Approach Description Treatment Strategy
Strengths- - Focuses on identifying - Acknowledge and build upon the client's
Based and utilising an strengths. - Collaboratively set goals that
individual's existing leverage these strengths. - Promote a
strengths, skills, and sense of empowerment and self-efficacy.
capabilities.
Rights- - Emphasises - Advocate for the client's rights. - Provide
Based recognising and information about their entitlements. -
upholding the rights and Ensure fair and equal access to services.
dignity of individuals. - Uphold principles of justice, fairness, and
non-discrimination.
Person- - Prioritises tailoring - Engage in active listening and empathy.
Centered services to the unique - Practice shared decision-making. -
needs, preferences, and Collaboratively identify and prioritise the
goals of the individual. client's goals. - Ensure interventions align
with their values and aspirations.
Needs- - Centers around - Conduct a thorough needs assessment.
Based identifying and - Develop and implement interventions
addressing the specific that directly target and fulfill these needs. -
needs and challenges Ensure a comprehensive and tailored
faced by the individual. approach to address identified needs.

17. How can identifying client values assist the case manager in developing and
achieving goals?
Identifying client values plays a key role in the case management process by offering
valuable insights into the priorities and preferences of individuals. This understanding is
foundational for aligning case management goals with the intrinsic motivations and
desires of the client (Quinn et al., 2020). By comprehending what is most significant to
the individual in various aspects of life, such as health and relationships, case
managers can tailor interventions to resonate with the client's core values. This
alignment enhances client engagement, as individuals are more likely to actively
participate in the goal-setting process and work towards objectives that hold personal
significance. The process of identifying client values facilitates the creation of
personalised and meaningful plans, directly linking interventions to what matters most to
the client. Moreover, recognising and respecting client values contributes to building
trust within the case management relationship, fostering effective communication that is
culturally sensitive and aligned with the client's worldview (Quinn et al., 2020). As a
result, goals that align with client values are perceived as more relevant and
meaningful, enhancing commitment, satisfaction, and the likelihood of positive
outcomes in the case management journey.
18. Describe two (2) documentation procedures for case management that exist in your
organisation (or an organisation you are familiar with).

a) Case Notes and Progress Reports

Case managers are typically required to maintain detailed case notes and progress
reports for each client. These documents serve as a comprehensive record of
interactions, interventions, and the client's progress over time.
Case managers regularly document client meetings, phone conversations, and any
significant developments. The notes include details about goals set, actions taken, and
the client's response. Progress reports are usually generated at specific intervals,
summarising achievements, challenges, and adjustments to the case plan. These
documents often follow a standardised template or format.
b) Consent Forms and Release of Information
Privacy and confidentiality are paramount in case management. Consent forms and
release of information documents are utilised to ensure that client information is shared
appropriately and with the necessary permissions.
Case managers obtain written consent from clients, specifying what information can be
shared, with whom, and for what purposes. This process involves explaining the
implications of information sharing and the client's rights to control the dissemination of
their personal details. Release of information forms detail the parties involved, the type
of information being shared, and the duration of consent. These documents comply with
legal and ethical standards regarding confidentiality.

19. (a). Select two (2) requirements for a case manager when formulating a case
management plan and elaborate on how you could ensure these requirements are
fulfilled.
I. Individualised and Client-Centered
The case management plan must be tailored to the unique needs, preferences, and
goals of the individual client. It should reflect a client-centered approach that
acknowledges their autonomy and actively involves them in the planning process.
To meet this requirement, a case manager should conduct a thorough initial
assessment, actively involving the client in identifying their strengths, challenges, and
aspirations. Regular and open communication with the client ensures that their evolving
needs are considered, and adjustments are made to the plan accordingly. Utilising
collaborative tools, such as shared online platforms or paper-based records, can
enhance transparency and engagement in the planning process.
 II. Goal-Specific and Measurable
Goals outlined in the case management plan must be specific, measurable, achievable,
relevant, and time-bound (SMART). This ensures clarity, accountability, and a structured
approach to tracking progress.
The case manager needs to work closely with the client to define clear and realistic
goals. During the planning phase, each goal should be broken down into smaller,
manageable steps. Regularly scheduled reviews and assessments provide
opportunities to measure progress against these objectives. Implementing a tracking
system, whether through specialised software or manual record-keeping, helps both the
case manager and the client visualise achievements and identify areas needing further
attention.

(b). Differentiate between an immediate, short, and long term need within a
management plan.
Type of Characteristics Timeframe Example
Need
Immediate - Urgent and critical issues. - Immediate or - Securing emergency
Need - Requires immediate within shelter for a homeless
attention. hours/days. individual.
Short-Term - Intermediate nature. - - Spanning - Completing a set
Need Focuses on resolving from weeks to number of counseling
specific challenges or several sessions for
achieving short-range months. substance abuse
goals. recovery.
Long-Term - Involves sustained efforts - Extending - Obtaining a degree
Need for enduring changes. - over months to or vocational training
Aims for lasting years. for education and
improvements in the client's career advancement.
circumstances.

20. How the case plan will be monitored needs to be agreed upon between the case
manager and the client.
Provide three (3) examples of specific aspects of monitoring that should be agreed
upon.
I. Progress Review Frequency
 Determine how often the case manager and client will conduct progress
reviews.
 Agree on the frequency of these reviews, such as weekly, bi-weekly, or
monthly meetings.
 II. Communication Channels
 Specify the preferred method of communication for progress updates.
 Agree on whether updates will be communicated through face-to-face
meetings, phone calls, emails, or a secure online platform.
III. Goal Adjustment Criteria
 Establish criteria for assessing and adjusting goals during the monitoring
process.
 Agree on conditions under which goals may need to be revised, updated,
or modified based on the client's progress and changing circumstances.

(b). Complete the table below to identify three (3) risks you have or may encounter, with
specific strategies of how you can deal with them.
Risks Strategies to Deal with Them
Client Non- 1. Clear Communication: Ensure that expectations and the
Compliance importance of compliance are communicated clearly to the
client.
2. Collaborative Goal Setting: Involve the client in setting
realistic and achievable goals to enhance commitment.
3. Regular Feedback: Provide regular feedback on progress
and celebrate achievements to motivate compliance.
Privacy Breach 1. Confidentiality Agreements: Have clients sign
confidentiality agreements to underscore the importance of
privacy.
2. Secure Information Systems: Utilise secure and encrypted
information systems to safeguard client data.
3. Staff Training: Conduct training sessions for staff to
emphasise the significance of maintaining client confidentiality.
Resource 1. Effective Resource Allocation: Prioritise cases based on
Limitations urgency and allocate resources efficiently.
2. Collaboration with Stakeholders: Partner with community
resources and stakeholders to enhance available resources.
3. Regular Capacity Assessments: Periodically assess the
organisation's capacity and identify areas for improvement.
22. Give three (3) examples of client experience or skills that may be applied to
strengths-based practice.
I. Resilience
Clients who have demonstrated resilience in the face of challenges or adversity
can apply this strength to overcome current obstacles. Acknowledging and
building upon their ability to bounce back from difficult situations can empower
them to face new challenges.
II. Effective Communication Skills
Clients with strong communication skills can use this strength to express their
needs, desires, and concerns effectively. Strengthening communication can
enhance their ability to collaborate with the case manager, advocate for
themselves, and navigate various aspects of their case plan.
III. Problem-Solving Abilities
Clients who exhibit strong problem-solving skills can actively contribute to the
identification and implementation of solutions. Encouraging and leveraging their
problem-solving abilities can lead to more effective and sustainable outcomes in
achieving goals outlined in the case plan.

23. If the client were to move houses during the case management and was outside the
usual working grounds of their regular case manager, what alternatives could be
considered before handing it over to a new case manager?

When faced with the scenario of a client relocating during the case management
process and moving beyond the usual working area of their regular case manager,
several alternatives can be considered to ensure continued support. Firstly, leveraging
technology for remote case management can be a practical option. Through utilising
video calls, phone conversations, or email exchanges, the case manager can maintain
regular communication, conduct check-ins, and discuss the case plan without the need
for physical proximity.
Another option involves exploring local support services in the client's new location.
Identifying community organisations or professionals who can provide on-site
assistance allows the case manager to collaborate with these entities, ensuring that the
client receives support in their new environment. This approach facilitates a seamless
transition while maintaining the continuity of care.
A transitional period with regular visits is a practical strategy. The existing case manager
can continue to visit the client periodically during the transition, adjusting the frequency
of visits as needed. This gradual approach aims to support the client in adapting to their
new surroundings while ensuring that their needs are met.
If the situation necessitates a new case manager, collaboration between the current and
new case manager becomes crucial. The existing case manager should provide
comprehensive information about the client's history, goals, and progress to facilitate a
smooth handover. Effective communication and collaboration aim to minimise any
disruption in service, allowing for a consistent approach to case management.

24. Both the case manager and client must take personal responsibility for achieving
targets.
List three (3) responsibilities that the client may have towards reaching these.

I. Active Participation in the Case Management Process: Clients have the

responsibility to actively engage in the case management process. This involves
attending scheduled meetings, providing accurate and relevant information about
their situation, and actively participating in the collaborative decision-making
process with the case manager.
II. Adherence to the Case Plan: Clients are responsible for following the case plan
developed in collaboration with the case manager. This includes attending all
appointments, taking prescribed medications, and actively engaging in
recommended activities or interventions outlined in the plan. Adherence to the
plan is crucial for achieving the set targets and desired outcomes.
III. Communication and Feedback: Clients have the responsibility to maintain
open and honest communication with the case manager. They should promptly
inform the case manager of any concerns, changes in their physical or mental
state, or challenges they may be facing in implementing the case plan. Providing
feedback on the effectiveness of the interventions allows for adjustments to be
made, ensuring the client's needs are adequately addressed.

25. (a). Provide two (2) reasons why monitoring the effectiveness of the case plan is an
important task.
I. Timely Intervention and Adjustment
Monitoring the effectiveness of the case plan allows case managers to identify
any deviations or challenges in the client's progress early on. Timely intervention
can then be implemented to address emerging issues, prevent setbacks, and
make necessary adjustments to the case plan. This proactive approach
 enhances the likelihood of achieving positive outcomes and prevents the
escalation of problems.
II. Evidence-Based Practice and Documentation
Regular monitoring provides the opportunity to gather evidence on the client's
progress and the effectiveness of the interventions. This evidence is essential for
maintaining a transparent and accountable case management process. It
supports evidence-based practice, allowing case managers to make informed
decisions, justify the allocation of resources, and document the client's journey
accurately. This documentation is valuable for internal assessments, external
audits, and quality improvement initiatives within the organisation.
(b). What are the two (2) main aspects of monitoring cases?
I. Progress Monitoring
This involves tracking the client's advancements toward the goals outlined in the
case plan. It includes assessing whether the client is following the planned
interventions, attending appointments, and making positive strides toward
achieving the desired outcomes.
II. Quality of Service Monitoring
This aspect focuses on evaluating the services provided to the client. It ensures
that the quality of care, support, and interventions aligns with the standards set in
the case plan. Monitoring the quality of service involves assessing the
effectiveness of external service providers, identifying any issues, and ensuring
that the client receives the best possible care.

(c). Describe two (2) strategies that could be developed to respond to crisis situations in
case management
I. Preparedness Planning
Develop a crisis response plan as part of the initial case planning process. This
plan should outline potential crisis scenarios, specify the steps to be taken during
a crisis, and identify key contacts or support services. Case managers should
regularly review and update this plan with the client, considering any changes in
circumstances or needs.
II. Collaborative Crisis Intervention
Establish a collaborative approach involving the client, relevant stakeholders, and
support networks. In the event of a crisis, convene a meeting with all involved
parties to discuss the situation, assess immediate needs, and devise a
coordinated response. Collaborative crisis intervention ensures that decisions are
 made collectively, considering the perspectives and expertise of all stakeholders,
and facilitates a more effective and comprehensive resolution to the crisis.

26. Complete the table below to identify how you as the case manager should
communicate changes to the following stakeholders:
Stakeholder How to Communicate Change
Client - Schedule a one-on-one meeting to discuss
changes in person.
- Provide written documentation outlining the
changes.
- Encourage open communication and address any
concerns.
GP or Health Professional - Send a detailed written report explaining the
modifications.
- Follow up with a phone call to ensure clarity and
address concerns.
- Collaborate on adjustments to healthcare plans if
needed.

Drug/Alcohol Rehabilitation - Arrange a meeting to discuss changes in the

Officer treatment plan.
- Share written updates on the client's progress and
changes.
- Seek input and feedback on the modified case
management approach.

Family Members and/or - Organise a family meeting or conference call to

Carer explain changes.
- Provide educational materials or resources on the
modifications.
- Foster open communication channels for any
questions or concerns.

27. Explain how you can treat clients using evidence-based practice.
Treating clients using evidence-based practice involves integrating the best available
research evidence with clinical expertise and considering the client's values and
preferences. In this approach, interventions and strategies are informed by scientific
evidence derived from well-conducted research studies (Drisko & Grady, 2015). The
case manager, in collaboration with the client, critically evaluates and applies evidence
to ensure that interventions are tailored to the individual's unique circumstances. For
example, in mental health case management, evidence-based practices may include
specific therapeutic approaches, counseling techniques, or medication management
strategies proven effective through rigorous research. Regularly assessing the client's
progress and adjusting interventions based on emerging evidence contributes to the
ongoing refinement of the case management plan, promoting the most effective and up-
to-date care for the client (Drisko & Grady, 2015). Additionally, staying informed about
the latest research findings in relevant fields ensures that the case manager remains
current and able to offer the best evidence-based interventions to their clients.

28. What must a case manager consider if referring their client to another service as
part of reviewing the case plan?
Referring a client to another service as part of reviewing the case plan necessitates
careful consideration of several factors. Firstly, the case manager must thoroughly
assess the client's current needs, preferences, and goals to ensure that the referral
aligns with the client's objectives (Kerzner, 2017). It is essential to evaluate the
suitability of the external service by verifying the services offered, the expertise of its
staff, and the compatibility of its programs with the client's requirements. Effective
communication and collaboration between the case manager and the receiving service
are paramount, involving the sharing of relevant client information and the
establishment of a clear plan for ongoing coordination to ensure seamless transitions
and continuity of care.
Accessibility and affordability of the referred service are critical considerations, including
factors such as location, cost, and eligibility criteria, to guarantee that the client can
easily access and benefit from the recommended service. Prior to making any referrals,
the case manager should obtain informed consent from the client, explaining the
purpose of the referral, the nature of the external service, and any potential implications
(Kerzner, 2017). This ensures that the client's autonomy is respected, and their choices
are central to the case management process.
Additionally, the case manager needs to establish mechanisms for monitoring and
evaluating the effectiveness of the referral. Regular follow-ups with both the client and
the external service provider are essential to assess whether the client's needs are
being met and if adjustments to the case plan are necessary (Kerzner, 2017). By
considering these factors, the case manager can facilitate a client-centered and
effective referral process, aligned with the overarching goals of the case management
plan.

29. What actions should the case manager take when closing a case?
Closing a case is a crucial phase in the case management process, and the case
manager must undertake several actions to ensure a smooth and effective closure.
Firstly, it is essential to review and assess the client's progress in achieving the goals
outlined in the case plan (Pickerell & Neault, 2016). This involves a comprehensive
evaluation of the client's development, considering both the short-term and long-term
objectives set during the initial stages of the case management process.
Communication plays a key role in the case closure process. The case manager should
engage in open and transparent discussions with the client, summarising the
achievements made, addressing any challenges faced, and acknowledging the client's
efforts throughout the journey (Pickerell & Neault, 2016). Providing positive
reinforcement and recognising the client's strengths can contribute to a sense of
accomplishment and empowerment.
Documentation is another critical aspect of closing a case. The case manager should
update all relevant records, ensuring that the client file accurately reflects the
interventions, progress notes, and outcomes achieved. This documentation is essential
for maintaining a comprehensive and organised record of the case, which may be
valuable for future reference or audits (Pickerell & Neault, 2016).
Before concluding the case, the case manager should conduct a formal closing session
with the client. This session involves discussing the achievements, addressing any
remaining concerns or unresolved issues, and providing the client with information on
available support services post-case closure (Pickerell & Neault, 2016). The case
manager should also seek feedback from the client to assess their satisfaction with the
case management process, identifying areas for improvement.
Lastly, the case manager should follow any organisational or statutory procedures for
closing cases, ensuring that all administrative tasks, such as filing reports or notifying
relevant stakeholders, are completed. By taking these actions, the case manager can
contribute to a positive and well-rounded case closure, promoting the client's continued
success and well-being beyond the formal case management period.

Section 4 - Case Study Information

Assessment context
You are required to undertake case management meetings relating to service provision.
This case study has been designed to assess your ability to develop, facilitate and
review all aspects of case management.

Assessment instructions

Refer to the next section (Case Study Submission) for instructions to complete this
assessment.

Evidence required

Working with Jeff Template/another format

Completed Competency Checklist
Range and conditions

Skills must be demonstrated in the workplace or in a simulated environment that reflects

workplace conditions. The following conditions must be met for this unit:

Use of suitable facilities, equipment, and resources, including individualised case plans
Modelling of industry operating conditions, including:
Scenarios that reflect standard operating conditions and contingencies
Links to other local service agencies or organisations
Materials and resources required

Access to a computer with internet access

Learning material
Working with Jeff Template
Reasonable adjustment
In the event that you have difficulty understanding the assessment tasks due to
language or other difficulties, your trainer/assessor will attempt to make reasonable
adjustments to the assessment in order to afford you every opportunity to achieve
competency.
.

Decision making rules

You will be assessed in accordance with the checklist in Section 6

Section 5 - Case Study Submission

Case Study (assessment) instructions

The Trainer/Assessor may contextualise the case study scenario according to individual
student environments, or use actual clients in the student’s workplace.

You will need to follow all the instructions and use your own format, or the template
provided to manage the effectiveness of a work team.

This may be the work task from the case study provided, or a task from your actual
workplace. (Speak to your Trainer/Assessor before changing this)
Follow the policies and procedures used by your workplace (or as specified in the case
study), as well as applicable legislation, at all times.
Case Study Scenario:
Jeff is a 66-year-old Italian man whose wife has encouraged him to seek treatment. He
has never been in therapy before and has no history of depression or anxiety. However,
his alcohol use has recently been getting in the way of his marriage and interfering with
his newly-retired life. He describes drinking increasing amounts over the last year,
currently consuming approximately a six-pack of beer per day. He notes that this
amount “doesn’t give me the same buzz as it used to”. He denies ever experiencing “the
shakes” or any other withdrawal symptoms if he skips a day of drinking.
Jeff comments that his wife is his biggest motivation to decrease his alcohol use. She
tells him that he gets argumentative and irritable when he drinks, though he does not
always remember these incidents. He has also fallen while intoxicated twice, causing
bruises both times and hitting his head on one of the occasions.

(Source: https://div12.org/case_study/jeff-alcohol-use-disorder-mild-moderate/)

Instructions - Follow these instructions and record your evidence on the Working with
Jeff Template or another appropriate format as required:
1. In line with organisational and legislative requirements, describe the appropriate
response to manage Jeff's case. You should include:

Processes the organisation may have in accordance with statutory requirements

How you could enable Jeff to set goals and participate in case management processes
How to integrate cultural considerations into the case management planning
Information on rights to appeal and avenues of complaint so Jeff understands his rights
and responsibilities
2. Outline what you would need to cover in a case management meeting with Jeff.

3. Develop a case management plan for Jeff. You need to include the following:

Identify strengths, abilities, goals, and the appropriate approach to case management
Identify the immediate, short, and long term needs
Establish appropriate processes to monitor and change the case plan
Outline strategies to deal with complex or high-risk situations, for example, if Jeff
becomes violent while intoxicated
The level of experience and workload required from the worker or service provider
How you will encourage Jeff to take personal responsibility
4. Describe how you will regularly monitor the effectiveness of Jeff's case management
and intervene if necessary.
5. What procedures should you follow to document your case work interventions?

6. List at least three (3) specific reasons for discharging Jeff from the case
management program that may occur.

WORKING WITH JEFF TEMPLATE

The appropriate response to manage Jeff's case, in line with organisational and
legislative requirements:
What you would need to cover in a case management meeting with Jeff:

Case management plan for Jeff

 Strengths, abilities, goals, and the appropriate approach to case management:
 The immediate, short, and long term needs:
 Appropriate processes to monitor and change the case plan:
 Strategies to deal with complex or high-risk situations:
 Level of experience and workload required from the worker or service provider:
 How you will encourage Jeff to take personal responsibility:
How you will regularly monitor the effectiveness of Jeff's case management and
intervene if necessary:

Procedures to follow to document case work interventions:

Specific reasons for discharging Jeff from the case management program that may
occur:
WORKING WITH JEFF TEMPLATE
1. Appropriate Response to Manage Jeff's Case
In response to Jeff's situation, the organisation will adhere to statutory
requirements related to alcohol use disorders. This may involve initial
assessments, development of individualised case plans, and collaboration with
health professionals. Additionally, the organisation will ensure Jeff is aware of his
rights, including the right to appeal and avenues for complaints.
2. Case Management Meeting with Jeff
a. Establish rapport and trust.
b. Discuss Jeff's alcohol use, its impact on his life, and goals for change.
c. Identify support systems, including involving his wife.
d. Assess cultural considerations related to treatment preferences.
e. Provide information on rights to appeal and avenues of complaint.

3. Case Management Plan for Jeff

 Strengths, Abilities, Goals, and Approach
 Strengths: Family support, motivation to change.
 Goals: Reduce alcohol consumption, improve marital relations.
 Approach: Collaborative, strength-based.
 Immediate, Short, and Long Term Needs
 Immediate: Address alcohol-related health risks.
 Short-Term: Develop coping mechanisms.
 Long-Term: Sustain a healthier lifestyle.
 Processes to Monitor and Change the Case Plan
 Regular reviews and adjustments based on progress.
 Involvement of health professionals for medical aspects.
 Strategies for Complex or High-Risk Situations
 Emergency contact plan in case of violent episodes.
 Level of Experience and Workload
 Requires experienced alcohol treatment specialist.
 Encouraging Personal Responsibility
 Goal-setting exercises and regular check-ins.
4. Monitoring Effectiveness and Interventions
Regular monitoring involves ongoing assessments, feedback sessions, and
adjustments to the case plan based on Jeff's progress. Interventions may include
additional counseling sessions, involving support groups, or revising treatment
approaches.

5. Procedures for Documenting Case Work Interventions

 All interactions, assessments, and interventions will be documented in Jeff's case
file, adhering to confidentiality and privacy policies. This documentation ensures
a comprehensive record for future reference and audits.

6. Reasons for Discharging Jeff

 Successful achievement of set goals.
 Non-compliance with the case plan despite interventions.
 Transferring to a different service better suited to his needs.

Section 7 - Project Information

Assessment context

You are required to undertake case management meetings relating to service provision.
This project has been designed to assess your ability to develop, facilitate and review all
aspects of case management for various clients.

Assessment instructions

Refer to the next section (Project Submission) for instructions to complete this project.

Evidence required

Two (2) case management plans

Two (2) complete Case Management Summary Templates / another format
Completed Competency Checklist
Range and conditions

Skills must be demonstrated in the workplace or in a simulated environment that reflects

workplace conditions. The following conditions must be met for this unit:
Use of suitable facilities, equipment, and resources, including individualised case plans
Modelling of industry operating conditions, including:
Scenarios that reflect standard operating conditions and contingencies
Links to other local service agencies or organisations
Materials and resources required

Access to computer with internet access

Leaning Material
Case Management Summary Template
Reasonable adjustment

In the event that you have difficulty understanding the assessment tasks due to
language or other difficulties, your trainer/assessor will attempt to make reasonable
adjustments to the assessment in order to afford you every opportunity to achieve
competency

Section 8 - Project Submission

Project (assessment) instructions

For this assessment you will need to follow all the instructions and complete the
template provided as evidence of the services provided.

You need to document the required information based on services you provided to two
(2) clients. If you did not experience any of the situations in your workplace, work with
your Trainer/Assessor to add simulations and scenarios to fulfil all requirements and
record evidence of this.

Instructions - Document the following information on the Case Management Summary

Template provided or any other relevant format for each client:
1. Attach evidence of the case management plan for the client
2. Describe how you regularly monitor/ed the effectiveness of the case management
processes

3. Document the changes or interventions that were incorporated into the case plan (at
least one)

Ensure that you comply with evidence-based practice and confidentiality requirements

4. Describe how the case was closed or if this has not happened yet, the plan for
closure

CASE MANAGEMENT SUMMARY 1 TEMPLATE

1. Case Management Plan Evidence: Attached.

2. Regular Monitoring of Effectivenes
 Conducted weekly check-in meetings with the client to assess progress
towards goals.
 Utilised outcome measures to track changes in behavior and well-being.
 Solicited feedback from the client regarding satisfaction with services
provided.
3. Changes/Interventions
 Incorporated mindfulness-based stress reduction techniques into the
client's coping strategies to manage anxiety.
 Collaborated with a nutritionist to develop a meal plan to address
nutritional deficiencies identified during assessments.
4. Case Closure Plan
 As the client has successfully achieved the goals outlined in the case
management plan and demonstrated sustained improvement, the case will
be closed after a final review meeting to ensure continued stability and
provide referrals for ongoing support if needed.
CASE MANAGEMENT SUMMARY 2 TEMPLATE

1. Case Management Plan Evidence: Attached.

2. Regular Monitoring of Effectiveness
 Conducted monthly progress assessments to review goal attainment and
address any emerging needs or challenges.
 Engaged in ongoing communication with external service providers
involved in the client's care to coordinate efforts and ensure continuity of
care.
3. Changes/Interventions
 Modified the client's treatment plan to incorporate a trauma-informed
approach based on new information obtained during therapy sessions.
 Facilitated access to additional support services, such as vocational
training programs, to address identified barriers to employment and
improve the client's prospects for long-term stability.
4. Case Closure Plan
 The case will be closed once the client has achieved sustained stability in
key areas of life, including housing, employment, and mental health. A
final meeting will be scheduled to review progress, celebrate
achievements, and discuss strategies for maintaining gains moving
forward. Additionally, referrals to community resources will be provided to
ensure continued support post-closure.
 References
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