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35 Cards in this Set

  • Front
  • Back
4 Reasons for keeping records
1. Document services
2. Ensure continuity of services
3. Communicate with other service providers
4. Facilitate supervision
Intake assessments
-definition-
Organized information about a client that provides the basis for determining services needed for a client
Process recordings
-definition-
Documentation of interactions between the social worker and client
Treatment plans
-definition-
Written record of treatment goals and interventions
SOAP stands for what?
S - Subjective information
O - Objective information
A - Assessment
P - Plan
POR stands for
Problem-Oriented Record
Characteristics of POR
Allows for accountability
Useful for peer review
Time consuming
Needs modification for social work use
Aspects of the POR
Database - information from intake
Problem List - Lists all problems
Initial Plans - plans for each item on problem list w/updates
Progress Notes - can be SOAP format, flow charts, or dischrage summary
Main Objective of Supervision
To meet client needs WHILE keeping with agency goals and objectives
Primary Task of Supervisior
Make sure the work ges done
Responsiblities of Supervisor
-Coordinate cases and make assignments
-Evaluate work
-Discuss cases
-Serve as advocate
-Ensure agency policies carried out
-Handle intra-agency conflicts
-Educate workers about agency policies and procedures
-Educate workers about resources
-Model value and ethics
-Maintain regular supervision
- Self Continuing Education
-Worker CEU
2 Functions of the Supervisor
1. Educational
2. Administrative
Educational Function
-train about resources
-train about policy
-assist staff with skills building
-assist with greater self-awareness
Administrative Function
-human resources
-strategic planning
-budgeting
-organizational operations
-evaluate practice
Supervisors are responsible to...
-Agency
-Supervisee
-Client
Group Supervision
-valuable, complemntary to individual supervision
-supervisor/ee share supervisory responsiblity
-time saver
-ability to learn from peers
5 Supervisory Styles
1. Active
2. Reactive
3. Philosopher
4. Theoretician
5. Technician
Active Supervisor
-direct
-problem-focused
-explore interventions and outcomes
-focus on client dynamics
Reactive Supervisor
-less direct
-ask general questions w/o providing answers
-attention on process of treatment
-look at practicioner dynmaics
Philosopher Supervisor
focus on philosophical abstractions and time them with cases
Theoretician Supervisor
focus on theoretical models of practice and time them with cases
-"why" of practice
Technician Supervisor
focus on skills and on what should be done with a client
Effective supervision is:
-Structured (individual,group)
- Regular basis
- Consistant style of supervision
- Case-focused
-Evaluate (supervisors should seek evaluation)
Consultation
-definiton-
Contractual relationship between a knowledgeable expert and a less-knowledgable expert
Stages of Consultation
1. Entry - must gain acceptance by agency staff
2. Goal Identification - identifying general concerns of organization
3. Goal Definition - concrete defnition of problem (measureable)
4. Intervention - implementation, seeking participation of all involved
5. Assessment - impact of intervention assessed
6. Concluding
Why organizations may resist consultation...
- desire to maintain status quo
- objective to outside involvement
-favor established norms
-protect one's own role
If there is any medical condition....
Always refer the client to a medical doctor
Before referring to a doctor...
Gather as much informaiton before sending the client
Management Purpose
To achieve the goals of the organization by assuring the delivery of effective services in a cost-effective manner
Categories of Management
1. Planning
2. Organizing
3. Staffing
4. Leading
5. Controlling
Planning involves...
future-oriented decisions, how to make things happen, and who should be selected
9 Planning Tools
1. Mission statement
2. Goals - general statements
3. Objectives - specific, measureable
4. Strategies - how resources will be used
5. Policies - general statments that are the basis for thinking, decision making
6. Rules - requirements for behavior and decision making
7. Procedures - specified ways of conducting buisness
8. Programs - own unique set of goals
9. Budgets - projections of future funding
Types of Planning
Strategic - long-term
Contingency - identification of events and how to respond
Line-item Budget
most common
-broken down into various categories
Zero-based Budget
-based on zero monies with each organization justifying their dollar needs request
-eliminates unnecessary budget allocations