1. Strength-Based Case Management WETA 2015

2. Strength-Based Case Management  WETA 2015

3. Can you see the Jar? What did that type of “protection” really do?

4. Strength-Based Case Management  WETA 2015 Traditional case management models involve:  Identifying barriers  Looking at causes for those barriers  Identifying goals to resolve the barriers  Develop plan to achieve goals  Implement the plan  Evaluate if the plan is working *Adapted from Resiliency Initiatives 2010 Traditional Case Management

5. Strength-Based Case Management  WETA 2015 A stumbling block for case managers is some people cannot distinguish themselves from their barriers and it becomes their primary identity. “I am depressed” “I am disabled” “I am homeless” Traditional Case Management

6. Strength-Based Case Management  WETA 2015 Barrier abatement becomes more difficult because the person cannot separate the barrier from their identity so are less able to follow through with an action plan. If, instead, we are able to separate the problem from the person, the individual can then begin to deal with the issue in a constructive way. *Epston and White, 1992 Traditional Case Management

7. Strength-Based Case Management  WETA 2015 belief possess (The) belief that individuals possess abilities and inner resources that allow them to cope effectively with the challenges of living. *Rothma 1994 Strength-Based Case Management

8. Strength-Based Case Management  WETA 2015 The Strength-based approach does not attempt to ignore problems and barriers; rather, the purpose is to utilize identified strengths and internal resources of the individual for a customer-driven plan to address the barriers. Strength-Based Case Management

9. Strength-Based Case Management  WETA 2015 People are experts in their own lives and the case manager’s role is to increase and explain choices and encourage people to make their own decisions and informed choices. *adapted from IRISS 2012 Strength-Based Case Management

10. Strength-Based Case Management  WETA 2015 Key Elements of Strength-Based Approach Genuine belief by the case manager that customers have strengths and resources Identification of a person’s*: Survival Skills Abilities Knowledge Resources Desire *Saleeby 1996 Strength-Based Case Management

11. Strength-Based Case Management  WETA 2015 Key Elements of Strength-Based Approach Strength-Based Case Management Collaboration or Partnership between the case manager and the person The person sets goals s/he would like to achieve, not what the “program” dictates Informed choice about use of external resources Increase the sense of hope in the person

12. Strength-Based Case Management  WETA 2015 Belief in Customer Strengths A true strength-based approach is one that governs the way we think about people and the way we go about our work on a daily basis for all actions and interactions. (Resiliency Initiatives 2010) Insincere implementation or failure to make a genuine connection can result in distrust of the customer. Strength-Based Case Management

13. Strength-Based Case Management  WETA 2015 Strength Identification Having assessments and interview techniques that explore a customer’s obvious and hidden strengths and resources. “My case manager was first person to ask about a time I was successful in life and I was able to identify concrete examples when I was actually successful in life which built my confidence and hope.” *Brun/Rapp 2001 Study on Strength-Based Case Management Strength-Based Case Management

14. Strength-Based Case Management  WETA 2015 Partnership with the Customer People are experts in their own lives and the case manager’s role is to increase and explain choices and encourage people to make their own decisions and informed choices. *adapted from IRISS 2012 Strength-Based Case Management

15. Strength-Based Case Management  WETA 2015 Customer-Driven Goals Goals must begin with what is important to the customer, not the case manager and remain on that path. Case managers goals rarely are achieved (or are not sustained), because they are not the customer’s goals. Strength-Based Case Management

16. Strength-Based Case Management  WETA 2015 Informed Choices Provide information about external resources and services to allow the customer to determine what is a good fit for their life and circumstances. It is not about what the case manager thinks is a good fit, only present what is available. Strength-Based Case Management

17. Strength-Based Case Management  WETA 2015 Increase Hope What we focus on becomes our reality regardless if that focus is positive or negative. When overwhelmed with difficulties, finding hope is hard. By identifying core (and truthful) strengths, a customer regains a sense of hope that there are alternative possibilities then just the reality they have been living in. Strength-Based Case Management

18. Strength-Based Case Management  WETA 2015 Strength-Based Case Management True within True change occurs only when the driving force or desire for change comes from within the customer. That is why CW Solution’s mantra is: “Because successful change happens from within”

19. Strength-Based Case Management  WETA 2015 Strength-Based Case Management then the strength and resources must also be driven from within the individual If true change occurs from within, then the strength and resources must also be driven from within the individual. External forces can help strengthen those internal resources, but only if internalized by the customer.

20. Strength-Based Case Management  WETA 2015 Moving Forward Please share... How will you implement some of the concepts of Strength-Based Case Management? Please share... Strengths Rely on your own professional Strengths to apply concepts.

21. Strength-Based Case Management  WETA 2015 Moving Forward Remember to be: Genuine Genuine (not clinical) Partner A Partner (not the expert) Resource A Resource (not the director) Hopeful And be Hopeful