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Elements and Performance Criteria

1. Develop a case management system
   • Ensure that assessment of organisation’s needs is undertaken according to organisation’s philosophy, strategic plans, purpose and structure.
   • Consult information on a range of suitable interventions to address immediate, short and longerterm needs of the organisation’s clients.
   • Consult key people in the organisation to ensure issues and options for their resolution are explored thoroughly.
   • Negotiate common goals, objectives and processes and establish agreement with key people.
   • Explore a range of options for addressing the organisation’s needs and include selected options in case management processes.
   • Determine processes for monitoring achievement of goals, timeframes and resources through consultation in the system planning stage.
   • Define roles, responsibilities and accountabilities for clients, stakeholders, workers and service providers.
   • Negotiate and get agreement on processes of appeal and the renegotiation of services and include in the system plan.
   • Identify and address relevant social, family, community, cultural and ideological considerations in the case management process.
2. Design and monitor implementation procedures
   • Put in place practical strategies and resources to support key people involved in implementation.
   • Define negotiable and non-negotiable aspects of the case management process, and include controls to ensure they are maintained.
   • Negotiate and reach agreement on ongoing case management processes with key people in the organisation.
   • Ensure contracts with external service providers accurately reflect purpose, policies, objectives, timing and resource constraints.
   • Create procedures that ensure information is shared between key people in the organisation and those involved in the implementation of the processes.
   • Review and measure the progress of specialist client service delivery against defined performance indicators.
   • Check that procedures clearly define methods of dealing with crisis and risks.
   • Ensure that the case management process is understood and agreed to by involved supervisory staff.
   • Ensure procedures define resource evaluation methods for the ongoing implementation of the process.
   • Complete all relevant reporting procedures.
3. Develop a case management system
   • Ensure that assessment of organisation’s needs is undertaken according to organisation’s philosophy, strategic plans, purpose and structure.
   • Consult information on a range of suitable interventions to address immediate, short and longerterm needs of the organisation’s clients.
   • Consult key people in the organisation to ensure issues and options for their resolution are explored thoroughly.
   • Negotiate common goals, objectives and processes and establish agreement with key people.
   • Explore a range of options for addressing the organisation’s needs and include selected options in case management processes.
   • Determine processes for monitoring achievement of goals, timeframes and resources through consultation in the system planning stage.
   • Define roles, responsibilities and accountabilities for clients, stakeholders, workers and service providers.
   • Negotiate and get agreement on processes of appeal and the renegotiation of services and include in the system plan.
   • Identify and address relevant social, family, community, cultural and ideological considerations in the case management process.
4. Design and monitor implementation procedures
   • Put in place practical strategies and resources to support key people involved in implementation.
   • Define negotiable and non-negotiable aspects of the case management process, and include controls to ensure they are maintained.
   • Negotiate and reach agreement on ongoing case management processes with key people in the organisation.
   • Ensure contracts with external service providers accurately reflect purpose, policies, objectives, timing and resource constraints.
   • Create procedures that ensure information is shared between key people in the organisation and those involved in the implementation of the processes.
   • Review and measure the progress of specialist client service delivery against defined performance indicators.
   • Check that procedures clearly define methods of dealing with crisis and risks.
   • Ensure that the case management process is understood and agreed to by involved supervisory staff.
   • Ensure procedures define resource evaluation methods for the ongoing implementation of the process.
   • Complete all relevant reporting procedures.

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

developing and assessing models appropriate for intervention

collecting and analysing information

documenting plans and systems

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

communicating verbally, including interviewing, negotiating

establishing and maintaining relationships and networks interpersonal communication, including

researching current trends in case management

analysing and evaluating practices

planning for practice improvement

explaining complex issues with different people in 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.

relevant policy including environmental and/or sustainability practices, procedures and legislation and statutory requirements related to offender management and services, quality management and assurance, organisational programs and services, strategic plans, and case management protocols and procedures

different models of intervention and behaviour change management

organisational and cultural protocols and systems

family structure, dynamics, communication and decision making

family support and family casework strategies

range of community services and available resources

indicators of abuse and accepted intervention strategies

effects of abuse on human development

effects of different forms of intervention

effects of incarceration

operational planning processes

report writing and documentation requirements

stress-management techniques

meeting procedures and facilitation

developing and maintaining appropriate networks

program specific knowledge, including:

organisation’s policies, objectives and program requirements for addressing offending behaviour using a case management approach

organisation’s criteria and protocols for suitability of programs and conditions for referral to programs within the organisation and in other agencies

range of approaches used to prevent and reduce the harm caused by specific offending behaviour and behaviour likely to lead to offending

theories of power and their analysis of relationships in the correctional environment

intervention techniques that use personal responsibility and motivation and a range of alternative strategies

partnership accountability that makes practice open to those who have an investment in the outcomes of case management and its role in reducing offending behaviour

restorative justice programs in which justice shifts from seeing crime as an offence against the state to treating it as an offence against people and relationships and tackling reconciliation and restitution at the human relationship level

alternative justice programs that focus on the offending behaviour and how to change it or require that the offender makes reparation rather than automatic incarceration

behaviour theories and therapeutic responses, including:

cognitive behavioural theory that emphasises the way that people’s thinking affects their behaviour and how thinking patterns can be changed to improve problem-solving skills and give people acceptable and constructive alternatives to harmful and illegal behaviour

human development theory that uses knowledge of the ways in which common human behaviours change during a life span and the way priorities evolve through the stages of life

systems theory that focuses on the interdependence of individuals, families, groups, organisations, environments and cultures as an explanation of how people operate and interrelate

motivational interviewing that uses tactical and strategic persuasion to increase an individual’s motivation by generating arguments for change from the individual

therapeutic group work that relies on knowledge of how the energies of group members can be mobilised and channelled to help each other and to increase responsibility and control

criminogenic factors in needs assessment that use testing of specific factors to determine appropriate intervention strategies

reflective practice that uses analysis of personal practice for increased selfawareness and professional development

grief and loss theories that explain how grief reactions to loss can result in a range of behaviour requiring consideration in the design of intervention and response

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