Case Management

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.

Di Gursansky, Judy Harvey, and Rosemary Kennedy all lecture in the School of Social Work and Social Policy at the University of South Australia and are the leading writers on case management in Australia.