Case management is used across a diverse range of organisational settings, from child protection to aged care; disability services; acute and community health; courts and correctional services; employment services; veteran services; education; and immigration programs. However, case management is not always successfully implemented, and practitioners often feel they are not given sufficient support...The Practice of Case Management draws on extensive practice research to identify the key characteristics of successful case management: organisational support; developing delivery models to suit individual client needs; preparation of staff at all levels; and affirmation of the central and active role of the client...The authors outline the challenges and complexities faced by case managers, acknowledging that their role is often poorly conceptualised and articulated. They demonstrate that true engagement enables effective service provision and offer practical strategies for everyone involved in the case management process to facilitate negotiation, accountability and the achievement of positive outcomes.

The human services are established to support the most vulnerable and marginalised people in our society. Yet media and other reports frequently highlight a disturbing picture of industry failures, malpractice and abuse. This book addresses the response of legal and quasi-legal bodies to human service failures. It outlines those areas of law which are most likely to be activated by human service shortcomings, and those aspects of direct human service delivery which are most likely to attract legal attention. Essential reading for those studying or working in human services and social work, this book is designed to alert people to the legal risks arising as a result of inadequate human service delivery.

This book provides a wide-ranging overview of the diversity and complexity of case management practice in various regions and settings, within varying policy and regulatory frameworks, and in the context of a number of different client groups. It is structured around broad approaches to three areas: case management policy, case management practice, and issues surrounding the management, education, and regulation of case management. Part I discusses how case management originally emerged as a way of developing individually tailored plans for clients who were transferring from institutional care to independent living in the community and provides workers with the tools that they need to become successful case managers, regardless of their disciplinary background. Part II frames case management practice within a range of foci of specific significance in particular practice settings, such as cost containment and managed care, surveillance and social control, the role of clients, and issues surrounding client control in case management. In addition, it covers key issues in the ethics of professional case management practice. Part III explores the concept of new managerialism, the changing roles of professionals in this context, and questions of educational requirements for case management practice. It also discusses the debates surrounding regulation, certification and accreditation of case management practice and standards and guidelines for case management. In addition, it directly confronts the issues of competition between professional groups and offers a sound analysis of the issues.