Table 2 Summary of using qualitative studies on strengths model case management (SMCM)

Schuetz et al. (2021) [25]

U.S.A.

34 participants

(28 case managers, five supervisors and one children’s service director)

• Understood the process of implementation

• Explored how the adapted strengths model for case management impacted the workers and their work with young people

• The model impacted on organizational process and culture, the provision of services and adaptations of the model for young people

• Participants expressed that they were satisfied with the model

Schuetz et al. (2019) [26]

U.S.A.

34 participants

(28 case managers, five supervisors and one children’s service director)

• Explored how SMCM impacted the workers’ work with young people and youth outcomes

• Three themes were: model design and delivery, intermediate impact and long-term outcomes

• There was overall satisfaction with the model

Petrakis et al. (2013) [27]*

Australia

• The number of participants was not mentioned

• Three sites (the intensive residential CCU and the two community CCT sites) joined

• Evaluated the implementation fidelity of group supervision in the SMCM

• There was a high fidelity for group supervision for group interaction, client work and by case managers

• A standardized approach to group supervision process and documentation facilitated fidelity in implementation

Tse et al. (2010) [5]

New Zealand

35 participants

• Examined how SMCM was perceived from the Chinese cultural perspective

• Identified the barriers reported by practitioners when they applied the SMCM

• The focus on personal and collective strengths and pragmatic approach were regarded by participants as distinctive features of the model

• The service user participants regarded the strengths model as helpful in assisting their settlement and integration into society

• Practitioners faced with three challenges: passive role played by service users, difficulties in understanding the concept of strengths and service users with complex needs

Redko et al. (2007) [28]

U.S.A.

26 substance abusers

• Explored how people with substance abuse perceived the working alliance with case managers

• A positive working alliance was important to build trust, self-worth and self-esteem

• The personal qualities of the case manager and the nature of the client-case manager relationship were crucial

• Two principles of SMCM: personal control over goal setting and an emphasis on strengths

Brun & Rapp (2001) [19]

U.S.A.

• Two project case managers

• 10 individuals were experts who joined the Case Management Enhancements Project (CME)

• Explored the participants’ perceptions of SMCM

• Compared the participants’ perceptions with the key principles of SMCM

• Individuals’ responses to the SMCM (acceptance of strengths, initial mistrust of the strengths-based approach and hold on to strengths and deficits at the same time)

• Individuals’ responses to the professional relationship (acceptance of the relationship, do not need the relationship and felt guilty when failed)