Case Management Competence *(Ethics Alert!)

Reframing What Defines Practice Excellence

Timeslot: Thursday, February 28, 2019 - 8:30am to 10:45am
Session Type: Jump Start Session
Room: Maryland Ballroom 4 / Ballroom Level


*This session is pre-approved for 2 CCM and CDMS Ethics continuing education credits. 

Despite decades of work to establish case management, organizations continue to wrestle with hiring who makes the best case manager. Some employers place emphasis on professional discipline, while others prioritize qualifications as specialty training and case management certification. Greater industry consensus on what qualifies and quantifies case management competence must be achieved to truly attain ethical practice excellence. A question beckons for the workforce: How to transition from a mindset of who makes the best case manager to what defines professional case management competence?

Learning Outcomes

  • Define what competencies comprise a strong case management candidate

  • Delineate between hard and soft competencies

  • Distinguish case management team competencies

  • Discuss performance management and its value to defining case management competence

  • Apply content to the following Ethical Principles and Underlying Values Principles: Board Certified Case Managers will:

    • Principle 2: respect the rights and inherent dignity of the client
    • Principle 5: maintain their competency at a level that ensures their clients will receive the highest quality of service
    • Principle 7: obey all laws and regulations
  • Underlying Values:  Board Certified Case Managers:

    • Understand and commit to quality outcomes for clients, appropriate use of resources, and the empowerment of clients in a manner that is supportive and objective
    • Understand that case management is a guide to the principles of autonomy, beneficence, nonmaleficence, justice, and fidelity