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Elements and Performance Criteria

1. Develop a case management model
   • Assess organisation’s program needs according to organisational philosophy, strategic plans, purpose and structure.
   • Identify a range of suitable interventions to address immediate, short and longer-term needs of the organisation’s clients.
   • Consult key people in the organisation to ensure issues and options for offender intervention are explored thoroughly.
   • Negotiate common goals, objectives and processes and reach agreement with key people in the organisation to ensure needs are addressed within statutory and organisational frameworks.
   • Explore a range of options for addressing the organisation’s strategic objectives for offender management priorities and select for inclusion in case management processes.
   • Gain agreement on processes for monitoring the achievement of goals, timeframes and resources and promote a collaborative ownership of the case management processes.
   • Define roles, responsibilities and accountabilities in consultation with offenders, stakeholders, staff and service providers.
   • Negotiate and agree on processes for appeal and for the termination and/or renegotiation of processes for inclusion in the plan.
   • Identify relevant social, family, community, cultural and ideological considerations and address these in the case management process.
2. Determine implementation procedures
   • Put in place practical strategies and resources to support key people involved in implementation.
   • Define the negotiable and non-negotiable aspects of the case management process and ensure that they are consistently and fairly maintained.
   • Negotiate support for case management processes with key people in the organisation.
   • Negotiate contracts and agreements with external service providers that accurately reflect objectives, timing and resource constraints.
   • Ensure information sharing between key people in the organisation and their involvement in implementation processes.
   • Develop procedures to measure the progress of specialist client service delivery against defined performance indicators.
   • Define procedures to deal with crisis and risk.
   • Ensure that the case management process is understood and agreed to by all involved supervisory staff.
   • Establish suitable evaluation processes for ongoing implementation of the offender management process.
   • Check that all relevant reporting procedures meet the organisational requirements.
3. Develop a case management model
   • Assess organisation’s program needs according to organisational philosophy, strategic plans, purpose and structure.
   • Identify a range of suitable interventions to address immediate, short and longer-term needs of the organisation’s clients.
   • Consult key people in the organisation to ensure issues and options for offender intervention are explored thoroughly.
   • Negotiate common goals, objectives and processes and reach agreement with key people in the organisation to ensure needs are addressed within statutory and organisational frameworks.
   • Explore a range of options for addressing the organisation’s strategic objectives for offender management priorities and select for inclusion in case management processes.
   • Gain agreement on processes for monitoring the achievement of goals, timeframes and resources and promote a collaborative ownership of the case management processes.
   • Define roles, responsibilities and accountabilities in consultation with offenders, stakeholders, staff and service providers.
   • Negotiate and agree on processes for appeal and for the termination and/or renegotiation of processes for inclusion in the plan.
   • Identify relevant social, family, community, cultural and ideological considerations and address these in the case management process.
4. Determine implementation procedures
   • Put in place practical strategies and resources to support key people involved in implementation.
   • Define the negotiable and non-negotiable aspects of the case management process and ensure that they are consistently and fairly maintained.
   • Negotiate support for case management processes with key people in the organisation.
   • Negotiate contracts and agreements with external service providers that accurately reflect objectives, timing and resource constraints.
   • Ensure information sharing between key people in the organisation and their involvement in implementation processes.
   • Develop procedures to measure the progress of specialist client service delivery against defined performance indicators.
   • Define procedures to deal with crisis and risk.
   • Ensure that the case management process is understood and agreed to by all involved supervisory staff.
   • Establish suitable evaluation processes for ongoing implementation of the offender management process.
   • Check that all relevant reporting procedures meet the organisational requirements.

Performance Evidence

Evidence required to demonstrate competence must satisfy all of the requirements of the elements and performance criteria. If not otherwise specified the candidate must demonstrate evidence of performance of the following on at least one occasion.

interpreting and applying legislation, strategic plans and organisational purpose

anticipating and managing organisational issues that affect case management

developing and assessing case management models appropriate for intervention

collecting and analysing information

using word processing and spreadsheet programs to document plans and systems

consulting with and negotiating mutually agreed outcomes with staff at all levels in the organisation

communicating verbally, including interviewing, negotiating and establishing and maintaining relationships and networks interpersonal communication

researching current trends in case management to inform development of case management models

analysing and evaluating practices

planning for practice improvement

developing implementation strategies appropriate for intervention and the organisation

applying program evaluation and review strategies

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Knowledge Evidence

Evidence required to demonstrate competence must satisfy all of the requirements of the elements and performance criteria. If not otherwise specified the depth of knowledge demonstrated must be appropriate to the job context of the candidate.

policy, procedures, legislation and statutory requirements related to the area of work

different models of intervention and behaviour change management

cultural protocols and systems

family structure, dynamics, communication and decision making

family support and family casework strategies

range of community services and resources available

indicators of abuse and accepted intervention strategies

effects of abuse on emotional and social development

effects of different forms of intervention

effects of incarceration

operational planning processes

report writing and documentation requirements

time and stress-management techniques

meeting procedures and facilitation

developing and maintaining appropriate networks

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