Case Management Competences: Principles
The principles which underpin the use of the Competences Framework are described below:
1 Additional Competences
The Case Management Competences Framework should be used to identify additional competences required to undertake the role of a Case Manager or Community Matron enhancing and adding to the current skill set employees already have. They are not intended to describe the total competences function of a practitioner role - for example competences associated with cultural diversity, clinical governance or information technology as these fundamental competences should already be possessed by the individual, based on the current role they are operating within.
2 Acquired Work Based Learning
Learning should take place in the workplace wherever possible. Workplace learning involves learning from the care that you provide and the problems that you face and solve every day. It is concerned with improving your performance and updating and upgrading your knowledge from the experience you gain. This is an element now considered intrinsic to professional roles.
Both Community Matrons and Case Managers may be appointed without the full set of competences required to undertake the role. If this is the case employers must be prepared to support the development of the individual to gain these additional required competences and will need to ensure that there is a system in place to facilitate, supervise and assess the learning in keeping with local governance arrangements. Practitioners may want their learning formally recognised hence employers may also need to commission formal learning programmes with a Health Education Institute.
3 Accommodate Varied Levels of Practice
The level at which a practitioner will perform Case Management will be determined by the complexity of the caseload for which they are responsible. The knowledge level at which the practitioner will need to perform the competences can therefore be determined locally by the employing organisation. This approach means that it is possible for employers to use the career framework to succession plan and develop the Case Management workforce.
4 Leadership for Community Matrons and Case Managers
Leadership to deliver a redesigned health service is no longer just about an individual's position or authority in an organisational structure, but is instead a way of thinking and behaving regardless of position or seniority. Community Matrons in particular will need to function across inter and intra organizational boundaries and build alignment and networks to effect change. The leadership skills needed to operate in this environment include not just effective strategic influencing, negotiation and high degrees of political astuteness but also an ability to work collaboratively and build partnerships with those who provide and those who use the services maintaining a focus on improved clinical and patient experience outcomes.
The framework recognises that competences cannot themselves ensure effective practice. Both Community Matron and Case Manager roles will contain significant elements of leadership responsibility hence all individuals will be required to combine the competences with well developed personal effectiveness.