ACT Government (2019). Our CYPS case management framework. In CYPS case management framework: Supporting good practice (pp. 8-13). https://www.communityservices.act.gov.au/__data/assets/pdf_file/0009/1559880/Case-Management-Framework.pdf
Our Case Management Framework builds on the solid foundations provided by our legislation, policies, procedures and practice standards.
It seeks to integrate the key elements of child protection, youth justice, early support and culturally responsive practice into a complimentary set of case management tools that define the parameters and focus of our work. In this context, we operate using a single case management response to children, acknowledging the holistic needs of the families engaging with our service and not just focusing on presenting issues.
Our framework provides clear definitions of case management activities used across the ACT child protection, youth justice and out of home care sectors. In doing this, it facilitates a shared understanding of good case management practice and service delivery that is child and youth-centred, relationship-based, holistic, collaborative, culturally responsive, reflective and transparent. It also highlights decision-making points and tools that guide the different phases of our work. These sit within overarching case management phases and are underpinned by information sharing processes, including Care Teams, Child Protection Case Conferences and Annual Review Reports.
The goals of our Case Management Framework are to:
- Provide consistency and a shared understanding of the different phases to inform case planning and introduce guidance that defines the sequence of activity from the point of intake and assessment to transition of the child out of the system
- Provide enhanced alignment with existing policies, processes, practice guidelines and documents, and clarity of timeframes and compliance
- Provide clarity on case management documents and mechanisms, for example Care Plans, Case Plans, case conferences, Care Teams and reviews
- Reinforce the application of common tools and processes, taking into account individual needs > provide clarity of accountabilities, roles and responsibilities
- Encourage transparency in decision-making and collaboration
- Emphasise the importance of professional judgement, expertise and knowledge alongside practice tools
- Ensure legislative compliance and policy conformance.
All phases within our Case Management Framework recognise each situation is different and may require the application of different tools. There are standards and requirements that must be met at all phases. The intention of our framework is to regularly review goals and planning to reduce reactive responses and to raise the status of Care Teams through the greater use of case conferencing mechanisms. It also encourages collaboration, information sharing, planning and shared decision-making.
Framework Phases
The core phases within our Case Management Framework are intake, assessment, planning, implementation, monitoring and review, and transition and closure.
| Phase | Description |
|---|---|
| Intake | Intake is the initial point of contact where we receive and analyse information to determine the best way to respond to concerns about a child. The intake process is also used to assist young people involved with the youth justice system. During this phase we make a record of a child’s situation and promptly gather information from various sources to assess risk and need, and determine appropriate next steps. |
| Assessment |
Assessment is the ongoing process of gathering and analysing relevant information to determine factors that support or undermine a child’s welfare. It helps you identify risks, strengths and need. It is not just about collecting current information, but also placing new information in the context of information received in the past or through previous involvement with CYPS. This helps create a socioecological picture of the child’s situation and identify cumulative harm. Assessment occurs throughout the case management process; it is rarely a single event or linear process. You need to be flexible so you can identify and respond to the changing nature and level of need and/or risk and adjust goals and strategies as appropriate. Effective assessment requires good engagement and relationship-based practice where you seek and hear the views of the child, their parents, family, carers and other agencies. It also requires you to be curious, reflective and always collaborative in forming conclusions about risk and safety. Various assessments tools may be used (ensure you are trained in their appropriate use before implementing them). Assessment tools can help to assess risk, inform case planning and obtain information. It is important to be mindful that the best interests principle demands you are informed by the views and wishes of the child, while maintaining your alertness to risk factors and the child’s needs. |
| Planning |
Case planning guides the work to be undertaken with a child and their family. It requires reflection and building upon the risk assessment. Case planning should involve all stakeholders (in particular the child and their family) working collaboratively, sharing information, knowledge, skills and resources. Purposeful case planning will facilitate transparency by providing reasons for decisions and sharing risk about decisions and actions that impact on children and their families. Case planning should document the:
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| Implementation |
Implementation is the process of putting a plan into action and delivering or arranging the services identified. Implementing a Case Plan requires you to be alert to changes in the family’s circumstances that may mean it is necessary to reconsider the plan. In such circumstances, review of case management goals in consultation with the Care Team and other key people is required. A key focus during implementation is information sharing. Implementation relies on regular communication with the child, their family and relevant agencies to ensure services are being delivered, goals are being met and changes in circumstances are taken into account. All stakeholders need to understand their role and the role of others in the implementation process. Implementation is therefore improved by regular communication, cooperation and coordination, and is supported by regular meetings and reviews. |
| Monitoring and review |
Case Plan reviews will be planned in advance and arranged at regular intervals. There will be times when a plan needs to be reviewed earlier than anticipated and re-visiting risk and the assessment is necessary. The monitoring process will identify when a review needs to be undertaken outside of the original agreed timeframe. Monitoring progress against the Case Plan is essential to:
As assessment is a continuous process, changes happening as a result of supports and other actions need to be measured and changes made to the Case Plan on an ongoing basis. This may occur through regular formal and informal reviews of a plan to ensure outcomes are current and have made a positive difference to the safety, welfare and wellbeing of the child. Any change to a Case Plan will only occur following consultation with the Care Team and/or other relevant parties. |
| Transition and closure |
The decision to close a child protection case should be a planned process reached by careful consideration. Cases should not be closed until a risk assessment indicates it is safe to do so. The decision should be discussed with the child and family to ensure they understand and have the opportunity to be referred for any additional services and supports. In the case of a Transition Plan for a young person leaving their care placement, the case may be closed at the point they leave the placement. A case may also close following the completion of a justice order, a transfer interstate or to another agency, or in response to permanency arrangements. The closure of a youth justice case will likely coincide with the expiry of the young person’s justice order or because supervision responsibility is to be transferred to another Directorate (when the young person turns 18 years old) or interstate jurisdiction. Youth justice case closure will be informed by relevant assessment and a Case Plan review to identify what referrals or community support the young person may benefit from. The young person, their family and relevant professionals must be informed prior to case closure occurring |
Roles and Responsibilities
It is important to clarify the roles and responsibilities of each person involved in the case management process. This is not only important for the child, parents, family members and other carers, but for the professionals involved.
Clarification about the roles and responsibilities and key activities at various phases will ensure you are using all collaborative planning mechanisms available to you to support effective case management. Case conferences are an early opportunity to define the roles and responsibilities of individuals and organisations so there is clarity about who will oversee and coordinate case management, and who will progress particular aspects of a plan.
In a statutory child protection and youth justice system, case management is the responsibility of CYPS at the critical stage of assessing and investigating. This responsibility cannot be delegated. However, there are many situations in our work where responsibility is shared or transferred.
There are a range of CYPS teams who support case management work across the phases of our Case Management Framework. These include:
| Team | How they can help |
|---|---|
| Declared Care Team (Care Team) |
A team of individuals and/or entities (organisations) ‘declared’ by the Director-General under section 863 of the Children and Young People Act 2008 to share ‘safety and wellbeing information’ amongst members in the context of collaborative case management:
A Care Team is typically formed early after a child enters care, and is made up of people and services responsible for delivering or coordinating a service or care to the child or their family. Team members may change as the needs of the child or family change. Team members have an ongoing role with the child and family and work collaboratively in the best interests of the child. |
| Cultural Services Team |
The Cultural Services Team is focused on supporting you to deliver the best possible life outcomes for Aboriginal and Torres Strait Islander children. Wherever possible, the team assists families to access support services in the community and avoid the need for involvement with statutory services. They also support young people being supervised through a Youth Justice Order. Where case management is the responsibility of CYPS, the team provides advice about the appropriate development of a Cultural Plan and culturally responsive and safe ways of engaging with members of the community. The team is also responsible for programs such as Family Group Conferencing and Family Finding (developing an eco-map for the child and identifying potential placement options) to ensure implementation of the Aboriginal and Torres Strait Islander Child Placement Principle |
| Therapeutic Assessment and Planning Team | The Therapeutic Assessment and Planning Team undertakes assessments that consider the impact of trauma on a child’s development and the supports necessary to help overcome or manage any challenges. Outcomes of the assessment inform the development of trauma-informed, therapeutic plans for children living in care or involved in the criminal justice system |
| Legal Services |
Legal Services staff represent the Director-General in the ACT Childrens Court on care and protection and youth justice matters. Their functions are diverse and include:
Within the team, the Interstate Liaison Officer is your point of contact when seeking contact with interstate counterparts. This may be in relation to:
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| Case Conferencing Team | Child Protection Case Conferences are chaired by the Case Conferencing Team to provide independence from the direct CYPS case management structure. Conferences chaired by the team tend to be high-risk or involve complicated matters, and therefore differ from less complex case conferences facilitated by case managers. Referrals to the team are prioritised by category – pre/post-natal, emergency action and young people. |
| Practice Leaders | Practice Leaders are available for consultation and supervision. They aim to enhance the quality of practice and decision-making by identifying, reinforcing and modelling best practice. They also identify opportunities for improvement in practice, policy and staff development. |
| Principal Practitioners | Principal Practitioners provide case management for complex and/ or sensitive cases. They also support the improvement of practice by co-working complex cases with the allocated case manager |
| Senior Practitioners | Senior Practitioners support case managers by providing expert case practice advise and supporting the integration of practice and theory. |
| Assessment and Support Team |
The Assessment and Support Team:
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| Care Analysis Team | The Case Analysis Team provides independent analysis of cases referred by senior management or identified cohorts by reviewing all information held by CYPS on the child’s electronic record. Through a cumulative harm lens, the team develops an enduring chronology for the child. This chronology is used to inform a documentary analysis of decision-making and to guide case managers and team leaders on a suitable way forward. Such analysis assists you to think beyond an episodic assessment of risk and consider a child’s entire experience over time. |
| Relationship Management Team | The Relationship Management Team plays a significant role in managing contract relationships and promoting continuous improvement of service delivery. They are responsible for working with our community-based agencies funded under A Step Up for Our Kids to meet our statutory obligations and deliver services in line with the contract |
