NCJ Number
85646
Journal
Criminal Justice Journal Volume: 5 Issue: 1 Dated: (Fall 1981) Pages: 69-93
Date Published
1981
Length
25 pages
Annotation
This article presents the basic components of objectives-based case management by describing the general concept of systematic case management and specific applications of objective-setting to the case management process.
Abstract
In systematic case management, clients and environment are analyzed to determine resource demands, which in turn leads to the development of an allocation system. The ultimate case management product of each organization using such a design process is likely to be unique. Impediments to systematic case management are (1) the tendency to delegate case management to the line officer instead of recognizing it as an organizational responsibility, (2) the proliferation of unstructured supervision discretion, and (3) the lack of useful management information. Objectives-based case management (OBCM) uses information about the organization's objectives as the systematic basis for allocation of resources among clients. The OBCM process begins with goal clarification at the organizational level. With reference to organizational goals, line officers then determine their objectives in the supervision of each client (in measurable terms). The officers also specify the resource (person, agency, or program) that will be used to help each client achieve the objectives. On the level of the aggregate client, these objectives are used to determine resource allocation. Finally, an evaluation of the impact of resource allocation strategies on objectives achievement becomes the basis for rethinking organizational goals. When fully implemented, the OBCM process has implications for the line level (officer-client interaction), the unit level (supervisor-line officer relations), and the administrative level (planning, organizing, controlling, and evaluating functions in an organization). Twenty-two footnotes are listed.