{"id":26,"date":"2023-04-18T14:10:09","date_gmt":"2023-04-18T14:10:09","guid":{"rendered":"https:\/\/vibrant.familyengagementdycdconnect.nyc\/?page_id=26"},"modified":"2023-07-16T22:48:28","modified_gmt":"2023-07-16T22:48:28","slug":"setting-professional-boundaries","status":"publish","type":"page","link":"https:\/\/vibrant.familyengagementdycdconnect.nyc\/building-the-case-management-relationship\/setting-professional-boundaries\/","title":{"rendered":"Setting Professional Boundaries\u00a0"},"content":{"rendered":"\n

When we work with program participants, it is helpful for us to understand our role as professionals and to know how and when to set professional boundaries. Professional boundaries can be understood as guidelines that are in place to help both participants and professionals maintain safety and trust in their relationships\u2014sort of an invisible line between a personal and professional relationship. Professional boundaries help case managers to create a zone of helpfulness, a balance where the case manager is not so distant or cold that the participant feels dehumanized, but not so close that the case manager loses their perspective and forgets that the client\u2019s unique goals and needs<\/span>Definition<\/span>Resources or services an individual requires to utilize their strengths in reaching their goals (ex: childcare, resume support, internship stipends)<\/span><\/span><\/span><\/span> (not the staff\u2019s) are the focus of the professional relationship. <\/p>\n\n\n\n

Tips and Strategies <\/a><\/p>\n\n\n\n

Confidentiality <\/em><\/strong><\/p>\n\n\n\n

Part of building trust is ensuring that participants and their families know how any information they provide will be shared. This includes being transparent about mandating reporting requirements and other procedures that may be a part of your agency\u2019s policies and procedures.<\/p>\n\n\n\n

Effective Supervision of Case Management Practices: <\/h3>\n\n\n\n

Staff who are providing case management services require ongoing and effective supervision to best support learning and skills development. Supervision isn\u2019t simply a task or rote process that program leaders perform. It is, in part, the active formation of a relationship between program leadership and the people who report to them. Some key principles of building strong supervisory relationships include: <\/p>\n\n\n\n

Supporting Curiosity: <\/strong>Staff perform best when supervision provides space for inquiry about how the case management process is going, reflection on the case management practice, and exploring the meaning of what may be happening with participants being served and with the staff member as well. <\/p>\n\n\n\n

Collaboration: <\/strong>Collaboration refers to the active process of working with staff to identify ways in which the process could be improved and to build a common understanding of best practices in case management. Effective collaboration helps to build trust between a case manager and supervisor and provides space for continued reflection on practice. <\/p>\n\n\n\n

Consistency<\/strong>: Supervision is most effective when it occurs on a regular basis, ideally at the same time each week, every two weeks, or other established frequency. If meetings need to be rescheduled, it is important to do so as soon as possible. During regular supervision meetings, it is useful to provide frequent feedback, both positive and constructive, so staff can have a clear sense of their performance. <\/p>\n\n\n\n

The Supervisor as Coach: <\/h3>\n\n\n\n

A useful strategy for supporting your staff members\u2019 confidence and competence is by using coaching techniques in supervision. Coaching is an approach that differs from simply providing directives for case management staff to follow. Coaching involves engaging actively with staff to support their own self-direction and professional development. Central to includes the following techniques: <\/p>\n\n\n\n