Implementing a case management plan is a critical phase in social work practice where the devised strategies and interventions are put into action to assist clients in achieving their goals. This chapter focuses on the practical conduct of case management sessions, a core activity through which social workers engage clients, monitor progress, and adjust plans as necessary. In the Kenyan social work context, effective case management sessions are vital for addressing diverse client needs across health facilities, community-based organizations, and county social services. These sessions foster collaboration, empowerment, and accountability, ensuring that interventions are responsive and client-centred.

3.1 Case management sessions

Case management sessions are the planned meetings between the case manager and the client through which the case plan is carried out. In them the client and worker review progress, solve problems, practise new skills and agree the next actions. Sessions give structure to the helping process: they build the working relationship, keep the plan alive and allow the plan to be changed when the client's situation changes. The kind of session depends on the stage of the case, and three types are distinguished: initial, ongoing and follow-up. Example: in the case of a mother struggling to keep her children in school, the first session sets out the plan, the weekly sessions check the steps taken, and later follow-up visits confirm that the children stay enrolled.

Initial sessions

The initial session opens the implementation of the plan. It confirms that the client understands and agrees with the plan and prepares the client for the work ahead.

• Welcome and rapport: Greet the client warmly, restate the purpose and settle any worries.
• Review the plan: Go through the objectives, activities, timelines and responsibilities together, in a language the client understands.
• Confirm consent and confidentiality: Check that the client agrees to the plan and to the sharing of information with named services.
• Clarify roles: State what the case manager will do, what the client will do and what other providers will do.
• Deal with immediate matters: Address urgent needs such as safety, food or an upcoming appointment.
• Agree the schedule: Set the dates and times of the next sessions and how to reach each other between sessions.
• Record: Write the session notes and file the signed plan.

Ongoing sessions

Ongoing sessions take place regularly during the life of the case. Their purpose is to support the client in carrying out the plan and to keep the case on track.

• Review progress: Compare what has been done with what was planned, noting achievements and delays.
• Explore difficulties: Discuss barriers such as lack of fares, family conflict or loss of motivation, and look for solutions together.
• Practise skills and give information: Teach skills, give guidance and explain how to use services.
• Coordinate services: Report on contacts with other providers and arrange new referrals as needed.
• Adjust the plan: Revise objectives, activities or timelines when the situation changes, with the client's agreement.
• Provide support: Give encouragement and emotional support, and refer to counselling where needed.
• Document: Record what was discussed, decisions taken and tasks set for the next meeting.

Follow-ups

Follow-ups are contacts after a goal has been reached or after the formal sessions have ended, to check that the progress has lasted and that no new problems have arisen.

• Purpose: To confirm that gains such as school attendance, stable income or safe housing continue.
• Forms: Home visits, phone calls, short meetings and contact with other providers.
• Timing: Set at agreed intervals, for example after one month and again after three months.
• Content: Ask how the client is coping, check the main goals and note any new needs.
• Action: Where problems have returned, give support again or reopen the case; where all is well, record the outcome and close the case.
• Record: Write a short note of each follow-up and file it.

Preparing for a session

• Review the file: Read the plan and previous notes so that the session continues from where the last one ended.
• Set the aim of the session: Decide the main matters to cover.
• Arrange the place and time: A private, comfortable place at a time convenient for the client.
• Prepare materials: Forms, referral letters, information leaflets and the client's records.
• Anticipate difficulties: Think about reluctance, language needs or emotional distress and plan how to respond.

Conducting a session

1. Greet the client and create a welcoming atmosphere.
2. State the purpose of the session and the time available.
3. Ask how the client has been since the last meeting.
4. Review progress on each agreed activity.
5. Listen actively, observe and respond with empathy.
6. Solve problems together and agree on new actions.
7. Summarise what has been agreed and ask the client to confirm.
8. Set the date of the next session and close on a positive note.
9. Complete the notes soon afterwards.

Challenges in sessions and how to handle them

• Client resistance: Be patient, explain the benefits and let the client set the pace.
• Language or literacy barriers: Use an interpreter, plain words and spoken explanations.
• Limited resources: Work with partners and prioritise the most important needs.
• Heavy workload: Plan the day, keep sessions focused and use follow-up calls for short checks.
• Emotional distress: Allow time, give support and refer to counselling where needed.
• Missed sessions: Follow up kindly, find out the reason and change the arrangement if needed.

Chapter Summary

Implementing a case management plan involves conducting structured case management sessions where the social worker engages with clients to assess progress, address challenges, and adjust interventions as needed. These sessions are critical for maintaining effective communication and ensuring that client needs are met throughout the case lifecycle. Resource allocation plays a vital role in this process, requiring careful identification and distribution of available resources to support client goals efficiently. It involves prioritizing resources based on client needs and the feasibility of interventions within organizational and community constraints. Effective resource allocation enhances service delivery and maximizes the impact of the case management plan. Overall, the chapter emphasizes the importance of coordinated sessions and strategic resource management to achieve positive client outcomes. This holistic approach ensures that case management remains responsive and adaptive to changing client circumstances.