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Fundamentals of case management practice : Skills for the human services.

Author: NANCY SUMMERS
Publisher: New york : Cengage learning, 2016.
Edition/Format:   Print book : EnglishView all editions and formats
Summary:

Features a step-by-step guide through the case management process, from intake and assessment to referrals and termination. This book focuses on what is most important for readers to consider,  Read more...

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Document Type: Book
All Authors / Contributors: NANCY SUMMERS
ISBN: 130509476X 9781305094765
OCLC Number: 904741114
Contents: Machine generated contents note: ch. 1 Case Management: Definition and Responsibilities --
Introduction --
A History of Case Management --
Language in Social Services --
Why We Use Case Management --
Case Management as a Process --
Advocacy --
Service Coordination --
Levels of Case Management --
Separating Case Management from Therapy --
Case Management in Provider Agencies --
Managed Care and Case Management --
Caseloads --
Generic Case Management --
Summary --
Exercises I: Case Management --
Exercises II: Decide on the Best Course of Action --
ch. 2 Ethics and Other Professional Responsibilities for Human Service Workers --
Introduction --
The Broader Ethical Concept --
Dual Relationships --
Boundaries --
Value Conflicts --
The Rights of Individuals Receiving Services --
Confidentiality --
Privacy --
Health Insurance Portability and Accountability Act --
Social Networking --
Privileged Communication --
When You Can Give Information --
Diagnostic Labeling. Contents note continued: Involuntary Commitment --
Ethical Responsibilities --
Protecting a Person's Self-Esteem --
Stealing from Clients --
Competence --
Responsibility to Your Colleagues and the Profession --
Professional Responsibility --
Summary --
Exercises I: Ethics --
Exercises II: Ethically, What Went Wrong? --
Exercises III: Decide on the Best Course of Action --
Exercises IV: What is Wrong Here? --
ch. 3 Applying the Ecological Model: A Theoretical Foundation for Human Services --
Introduction --
The Three Levels of the Ecological Model --
The Micro Level: Looking at What the Person Brings --
Looking at What the Context Brings --
Why Context Is Important --
Seeking a Balanced View of the Client --
Developmental Transitions --
Developing the Interventions --
Working with the Generalist Approach --
Macro Level Interventions Are Advocacy --
Summary --
Exercises I: Looking at Florence's Problem on Three Levels --
Exercises II: Designing Three Levels of Intervention. Contents note continued: ch. 4 Cultural Competence --
Introduction --
Culture and Communication --
Your Ethical Responsibility --
Where Are the Differences? --
Strangers --
Anxiety and Uncertainty --
Thoughtless versus Thoughtful Communication --
Dimensions of Culture --
Obstacles to Understanding --
Competence --
Summary --
Exercises I: Testing Your Cultural Competence --
ch. 5 Attitudes and Boundaries --
introduction --
Understanding Attitudes --
Basic Helping Attitudes --
Reality Check --
How Clients Are Discouraged --
A Further Understanding of Boundaries --
Seeing Yourself and the Client as Completely Separate Individuals --
Erecting Detrimental Boundaries --
Transference and Countertransference --
Summary --
Exercises I: Demonstrating Warmth, Genuineness, and Empathy --
Exercises II: Recognizing the Difference-Encouragement or Discouragement --
Exercises III: Blurred Boundaries --
ch. 6 Clarifying Who Owns the Problem --
Introduction --
Boundaries and Power. Contents note continued: If the Client Owns the Problem --
If You Own the Problem --
If You Both Own the Problem --
Summary --
Exercises I: Who Owns the Problem? --
Exercises II: Making the Strategic Decision --
ch. 7 Identifying Good Responses and Poor Responses --
Introduction --
Communication Is a Process --
Twelve Roadblocks to Communication --
Useful Responses --
Summary --
Exercises: Identifying Roadblocks --
ch. 8 Listening and Responding --
Introduction --
Defining Reflective Listening --
Responding to Feelings --
Responding to Content --
Positive Reasons for Reflective Listening --
Points to Remember --
Summary --
Exercises I: How Many Feelings Can You Name? --
Exercises II: Finding the Right Feeling --
Exercises III: Reflective Listening --
ch. 9 Asking Questions --
Introduction --
When Questions Are Important --
Closed Questions --
Open Questions --
Questions That Make the Other Person Feel Uncomfortable --
A Formula for Asking Open Questions --
Summary. Contents note continued: Exercises I: What Is Wrong with These Questions? --
Exercises II: Which Question Is Better? --
Exercises III: Opening Closed Questions --
Exercises IV: Try Asking Questions --
ch. 10 Bringing Up Difficult Issues --
Introduction --
Confrontation --
Exchanging Views --
When to Initiate an Exchange of Views --
Using I-Messages to Initiate an Exchange of Views --
Asking Permission to Share Ideas --
Advocacy: Confronting Collaterals --
On Not Becoming Overbearing --
Follow-up --
Summary --
Exercises I: What Is Wrong Here? --
Exercise II: Constructing a Better Response --
Exercises III: Expressing Your Concern --
Exercises IV: Expressing a Stronger Message --
ch. 11 Addressing and Disarming Anger --
Introduction --
Common Reasons for Anger --
Why Disarming Anger Is Important --
Avoiding the Number-One Mistake --
Erroneous Expectations for Perfect Communication: Another Reality Check --
The Four-Step Process --
What You Do Not Want to Do. Contents note continued: Look for Useful Information --
Safety in the Workplace --
The Importance of Staff Behavior --
Summary --
Exercises I: Initial Responses to Anger --
Exercises II: Practicing Disarming --
ch. 12 Collaborating with People for Change --
Introduction --
What Is Change? --
Stages of Change --
Understanding Ambivalence and Resistance --
Encouragement --
Recovery Tools --
Communication Skills That Facilitate Change --
Trapping the Client --
From Adversarial to Collaborative --
Summary --
Exercises: Helping People Change --
ch. 13 Case Management Principles: Optional Review --
Introduction --
Combining Skills and Attitudes --
Practice --
Exercise I --
Exercise II --
Exercise III --
Exercise IV --
Exercise V --
ch. 14 Documenting Initial Inquiries --
Introduction --
Walk-ins --
Guidelines for Filling Out Forms --
Steps for Filling Out the New Referral or Inquiry Form --
Evaluating the Client's Motivation and Mood. Contents note continued: Steps for Preparing the Verification of Appointment Form --
Summary --
Exercises I: Intake of a Middle-Aged Adult --
Exercises II: Intake of a Child --
Exercises III: Intake of an Infirm, Older Person --
ch. 15 The First Interview --
Introduction --
Your Role --
The Client's Understanding --
Preparing for the First Interview --
Your Office --
Meeting the Client --
Summary --
ch. 16 Social Histories and Assessment Forms --
Introduction --
What Is a Social History? --
Layout of the Social History --
How to Ask What You Need to Know --
Who Took the Social History --
Social Histories in Other Settings --
Writing Brief Social Histories --
Using an Assessment Form --
Taking Social Histories on a Computer --
Taking Social Histories in the Home --
The Next Step --
Summary --
Exercises I: Practice with Social Histories --
Exercises II: Assessment of a Middle-Aged Adult --
Exercises III: Assessment of a Child. Contents note continued: Exercises IV: Assessment of an Infirm, Older Person --
Exercises V: Creating a File --
ch. 17 Using the DSM --
Introduction --
Is DSM Only a Mental Health Tool? --
Cautions --
Who Makes the Diagnosis? --
Background Information --
The DSM-IV-TR --
DSM 5, the Current Diagnostic Manual --
Making the Code Using DSM 5 --
Multiple Diagnoses --
Other Conditions That May Be a Focus of Clinical Attention --
When the Diagnosis Does Not Quite Fit --
When There Is No Number --
Summary --
Exercises: Using the DSM 5 --
ch. 18 The Mental Status Examination --
Introduction --
Observing the Client --
Mental Status Examination Outline --
Summary --
Exercises: Using the MSE Vocabulary --
ch. 19 Receiving and Releasing Information --
Introduction --
Sending for Information --
If You Release Information --
Directions for Using Release Forms --
Examples of the Release Forms --
When the Client Wants You to Release Information --
When the Material Is Received. Contents note continued: Other Issues Related to Releasing Information --
Summary --
Exercises I: Send for Information Related to a Middle-Aged Adult --
Exercises II: Send for Information Related to a Child --
Exercises III: Send for Information Related to a Frail, Older Person --
Exercises IV: Maintaining Your Charts --
ch. 20 Developing a Service Plan at the Case Management Unit --
Introduction --
Involving the Client and the Family --
Using the Assessment --
Creating the Treatment or Service Plan --
How to Identify the Client's Strengths --
Individualized Planning --
Understanding Barriers --
Sample Goal Plan --
Summary --
Exercises: Broad General Goal Planning --
Exercise I: Planning for a Middle-Aged Adult --
Exercise II: Planning for a Child --
Exercise III: Planning for an Infirm, Older Person --
Exercise IV: Maintaining Your Charts --
Exercise V: Checking Services --
ch. 21 Preparing for a Service Planning Conference or Disposition Planning Meeting --
Introduction. Contents note continued: What You Will Need to Bring to the Meeting --
Goals for the Meeting --
Benefits of Conference Planning --
Collaboration --
Preparing to Present Your Case --
Making the Presentation --
Sample Presentation --
Follow-Up to Meeting --
Summary --
Exercises: Planning --
Exercise I: Developing a Service Directory --
Exercise II: A Simulated Planning Meeting --
ch. 22 Making the Referral and Assembling the Record --
Introduction --
Determining Dates --
Sample Referral Notification Form --
The Face Sheet --
Summary --
Exercises: Assembling the Record --
ch. 23 Documentation and Recording --
Introduction --
The Importance of Documentation --
Writing Contact Notes --
Labeling the Contact --
Documenting Service Monitoring --
Documentation: Best Practice --
Government Requirements --
Do Not Be Judgmental --
Distinguish Between Facts and Impressions --
Give a Balanced Picture of the Person --
Provide Evidence of Agreement --
Making Changes to the Plan --
Summary. Contents note continued: Exercises: Recording Your Meeting with the Client --
Exercise I: Recording Client Contacts --
Exercise II: Using Government Guidelines to Correct Errors --
Exercise III: Spotting Recording Errors --
ch. 24 Monitoring the Services or Treatment --
Introduction --
What Is Monitoring? --
The Financial Purpose of Monitoring --
Follow-Up --
Collaboration with Other Agencies --
Advocating --
Leave the Office --
Responding to a Crisis --
Summary --
ch. 25 Developing Goals and Objectives at the Provider Agency --
Introduction --
Client Participation/Collaboration --
Make Objectives Manageable --
Expect Positive Outcomes --
Objectives --
Combining Goals and Treatment Objectives --
Finishing Touches --
Review Dates --
Vocabulary --
Summary --
Exercises: Developing Goals and Objectives --
Exercise I --
Exercise II --
Exercise III --
Exercise IV --
Exercise V --
ch. 26 Terminating the Case --
Introduction --
A Successful Termination --
The Discharge Summary. Contents note continued: Examples --
Summary --
Exercises I: Termination of a Middle-Aged Adult --
Exercises II: Termination of a Child --
Exercises III: Termination of a Frail, Older Person --
Exercises IV: Organizing the Record.

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"This text is an integrative guide that describes the complexities of case management in an engaging manner. A great text for courses that train professionals to deal with case management issues." Read more...

 
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   schema:description "Contents note continued: Exercises I: What Is Wrong with These Questions? -- Exercises II: Which Question Is Better? -- Exercises III: Opening Closed Questions -- Exercises IV: Try Asking Questions -- ch. 10 Bringing Up Difficult Issues -- Introduction -- Confrontation -- Exchanging Views -- When to Initiate an Exchange of Views -- Using I-Messages to Initiate an Exchange of Views -- Asking Permission to Share Ideas -- Advocacy: Confronting Collaterals -- On Not Becoming Overbearing -- Follow-up -- Summary -- Exercises I: What Is Wrong Here? -- Exercise II: Constructing a Better Response -- Exercises III: Expressing Your Concern -- Exercises IV: Expressing a Stronger Message -- ch. 11 Addressing and Disarming Anger -- Introduction -- Common Reasons for Anger -- Why Disarming Anger Is Important -- Avoiding the Number-One Mistake -- Erroneous Expectations for Perfect Communication: Another Reality Check -- The Four-Step Process -- What You Do Not Want to Do."@en ;
   schema:description "Contents note continued: ch. 4 Cultural Competence -- Introduction -- Culture and Communication -- Your Ethical Responsibility -- Where Are the Differences? -- Strangers -- Anxiety and Uncertainty -- Thoughtless versus Thoughtful Communication -- Dimensions of Culture -- Obstacles to Understanding -- Competence -- Summary -- Exercises I: Testing Your Cultural Competence -- ch. 5 Attitudes and Boundaries -- introduction -- Understanding Attitudes -- Basic Helping Attitudes -- Reality Check -- How Clients Are Discouraged -- A Further Understanding of Boundaries -- Seeing Yourself and the Client as Completely Separate Individuals -- Erecting Detrimental Boundaries -- Transference and Countertransference -- Summary -- Exercises I: Demonstrating Warmth, Genuineness, and Empathy -- Exercises II: Recognizing the Difference-Encouragement or Discouragement -- Exercises III: Blurred Boundaries -- ch. 6 Clarifying Who Owns the Problem -- Introduction -- Boundaries and Power."@en ;
   schema:description "Contents note continued: Steps for Preparing the Verification of Appointment Form -- Summary -- Exercises I: Intake of a Middle-Aged Adult -- Exercises II: Intake of a Child -- Exercises III: Intake of an Infirm, Older Person -- ch. 15 The First Interview -- Introduction -- Your Role -- The Client's Understanding -- Preparing for the First Interview -- Your Office -- Meeting the Client -- Summary -- ch. 16 Social Histories and Assessment Forms -- Introduction -- What Is a Social History? -- Layout of the Social History -- How to Ask What You Need to Know -- Who Took the Social History -- Social Histories in Other Settings -- Writing Brief Social Histories -- Using an Assessment Form -- Taking Social Histories on a Computer -- Taking Social Histories in the Home -- The Next Step -- Summary -- Exercises I: Practice with Social Histories -- Exercises II: Assessment of a Middle-Aged Adult -- Exercises III: Assessment of a Child."@en ;
   schema:description "Contents note continued: What You Will Need to Bring to the Meeting -- Goals for the Meeting -- Benefits of Conference Planning -- Collaboration -- Preparing to Present Your Case -- Making the Presentation -- Sample Presentation -- Follow-Up to Meeting -- Summary -- Exercises: Planning -- Exercise I: Developing a Service Directory -- Exercise II: A Simulated Planning Meeting -- ch. 22 Making the Referral and Assembling the Record -- Introduction -- Determining Dates -- Sample Referral Notification Form -- The Face Sheet -- Summary -- Exercises: Assembling the Record -- ch. 23 Documentation and Recording -- Introduction -- The Importance of Documentation -- Writing Contact Notes -- Labeling the Contact -- Documenting Service Monitoring -- Documentation: Best Practice -- Government Requirements -- Do Not Be Judgmental -- Distinguish Between Facts and Impressions -- Give a Balanced Picture of the Person -- Provide Evidence of Agreement -- Making Changes to the Plan -- Summary."@en ;
   schema:description "Contents note continued: If the Client Owns the Problem -- If You Own the Problem -- If You Both Own the Problem -- Summary -- Exercises I: Who Owns the Problem? -- Exercises II: Making the Strategic Decision -- ch. 7 Identifying Good Responses and Poor Responses -- Introduction -- Communication Is a Process -- Twelve Roadblocks to Communication -- Useful Responses -- Summary -- Exercises: Identifying Roadblocks -- ch. 8 Listening and Responding -- Introduction -- Defining Reflective Listening -- Responding to Feelings -- Responding to Content -- Positive Reasons for Reflective Listening -- Points to Remember -- Summary -- Exercises I: How Many Feelings Can You Name? -- Exercises II: Finding the Right Feeling -- Exercises III: Reflective Listening -- ch. 9 Asking Questions -- Introduction -- When Questions Are Important -- Closed Questions -- Open Questions -- Questions That Make the Other Person Feel Uncomfortable -- A Formula for Asking Open Questions -- Summary."@en ;
   schema:description "Contents note continued: Exercises: Recording Your Meeting with the Client -- Exercise I: Recording Client Contacts -- Exercise II: Using Government Guidelines to Correct Errors -- Exercise III: Spotting Recording Errors -- ch. 24 Monitoring the Services or Treatment -- Introduction -- What Is Monitoring? -- The Financial Purpose of Monitoring -- Follow-Up -- Collaboration with Other Agencies -- Advocating -- Leave the Office -- Responding to a Crisis -- Summary -- ch. 25 Developing Goals and Objectives at the Provider Agency -- Introduction -- Client Participation/Collaboration -- Make Objectives Manageable -- Expect Positive Outcomes -- Objectives -- Combining Goals and Treatment Objectives -- Finishing Touches -- Review Dates -- Vocabulary -- Summary -- Exercises: Developing Goals and Objectives -- Exercise I -- Exercise II -- Exercise III -- Exercise IV -- Exercise V -- ch. 26 Terminating the Case -- Introduction -- A Successful Termination -- The Discharge Summary."@en ;
   schema:description "Contents note continued: Examples -- Summary -- Exercises I: Termination of a Middle-Aged Adult -- Exercises II: Termination of a Child -- Exercises III: Termination of a Frail, Older Person -- Exercises IV: Organizing the Record."@en ;
   schema:description "Contents note continued: Exercises IV: Assessment of an Infirm, Older Person -- Exercises V: Creating a File -- ch. 17 Using the DSM -- Introduction -- Is DSM Only a Mental Health Tool? -- Cautions -- Who Makes the Diagnosis? -- Background Information -- The DSM-IV-TR -- DSM 5, the Current Diagnostic Manual -- Making the Code Using DSM 5 -- Multiple Diagnoses -- Other Conditions That May Be a Focus of Clinical Attention -- When the Diagnosis Does Not Quite Fit -- When There Is No Number -- Summary -- Exercises: Using the DSM 5 -- ch. 18 The Mental Status Examination -- Introduction -- Observing the Client -- Mental Status Examination Outline -- Summary -- Exercises: Using the MSE Vocabulary -- ch. 19 Receiving and Releasing Information -- Introduction -- Sending for Information -- If You Release Information -- Directions for Using Release Forms -- Examples of the Release Forms -- When the Client Wants You to Release Information -- When the Material Is Received."@en ;
   schema:description "Machine generated contents note: ch. 1 Case Management: Definition and Responsibilities -- Introduction -- A History of Case Management -- Language in Social Services -- Why We Use Case Management -- Case Management as a Process -- Advocacy -- Service Coordination -- Levels of Case Management -- Separating Case Management from Therapy -- Case Management in Provider Agencies -- Managed Care and Case Management -- Caseloads -- Generic Case Management -- Summary -- Exercises I: Case Management -- Exercises II: Decide on the Best Course of Action -- ch. 2 Ethics and Other Professional Responsibilities for Human Service Workers -- Introduction -- The Broader Ethical Concept -- Dual Relationships -- Boundaries -- Value Conflicts -- The Rights of Individuals Receiving Services -- Confidentiality -- Privacy -- Health Insurance Portability and Accountability Act -- Social Networking -- Privileged Communication -- When You Can Give Information -- Diagnostic Labeling."@en ;
   schema:description "Contents note continued: Involuntary Commitment -- Ethical Responsibilities -- Protecting a Person's Self-Esteem -- Stealing from Clients -- Competence -- Responsibility to Your Colleagues and the Profession -- Professional Responsibility -- Summary -- Exercises I: Ethics -- Exercises II: Ethically, What Went Wrong? -- Exercises III: Decide on the Best Course of Action -- Exercises IV: What is Wrong Here? -- ch. 3 Applying the Ecological Model: A Theoretical Foundation for Human Services -- Introduction -- The Three Levels of the Ecological Model -- The Micro Level: Looking at What the Person Brings -- Looking at What the Context Brings -- Why Context Is Important -- Seeking a Balanced View of the Client -- Developmental Transitions -- Developing the Interventions -- Working with the Generalist Approach -- Macro Level Interventions Are Advocacy -- Summary -- Exercises I: Looking at Florence's Problem on Three Levels -- Exercises II: Designing Three Levels of Intervention."@en ;
   schema:description "Contents note continued: Other Issues Related to Releasing Information -- Summary -- Exercises I: Send for Information Related to a Middle-Aged Adult -- Exercises II: Send for Information Related to a Child -- Exercises III: Send for Information Related to a Frail, Older Person -- Exercises IV: Maintaining Your Charts -- ch. 20 Developing a Service Plan at the Case Management Unit -- Introduction -- Involving the Client and the Family -- Using the Assessment -- Creating the Treatment or Service Plan -- How to Identify the Client's Strengths -- Individualized Planning -- Understanding Barriers -- Sample Goal Plan -- Summary -- Exercises: Broad General Goal Planning -- Exercise I: Planning for a Middle-Aged Adult -- Exercise II: Planning for a Child -- Exercise III: Planning for an Infirm, Older Person -- Exercise IV: Maintaining Your Charts -- Exercise V: Checking Services -- ch. 21 Preparing for a Service Planning Conference or Disposition Planning Meeting -- Introduction."@en ;
   schema:description "Contents note continued: Look for Useful Information -- Safety in the Workplace -- The Importance of Staff Behavior -- Summary -- Exercises I: Initial Responses to Anger -- Exercises II: Practicing Disarming -- ch. 12 Collaborating with People for Change -- Introduction -- What Is Change? -- Stages of Change -- Understanding Ambivalence and Resistance -- Encouragement -- Recovery Tools -- Communication Skills That Facilitate Change -- Trapping the Client -- From Adversarial to Collaborative -- Summary -- Exercises: Helping People Change -- ch. 13 Case Management Principles: Optional Review -- Introduction -- Combining Skills and Attitudes -- Practice -- Exercise I -- Exercise II -- Exercise III -- Exercise IV -- Exercise V -- ch. 14 Documenting Initial Inquiries -- Introduction -- Walk-ins -- Guidelines for Filling Out Forms -- Steps for Filling Out the New Referral or Inquiry Form -- Evaluating the Client's Motivation and Mood."@en ;
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