Empowering Clients Through Person-Centred Tools in Case Management

At the core of case management practice at ILS is a steadfast commitment to being client-centred. The goal is to work in partnership with our clients to empower them to realise their potential and navigate their rehabilitation journey with confidence. One of the key ways we achieve this is by using person-centred tools – practical frameworks that support meaningful engagement and promote clearer communication.

These tools can be used at any stage of the case management process and are invaluable in creating a deeper understanding of a client’s needs and goals. They also support the development of the case management skills needed to extract and interpret relevant information, which strengthens the assessment and goal-setting process.

There are a number of tools we consistently rely on in our case management work. These include “Good Day, Bad Day”, “What’s Working, What’s Not Working” and “Important to, Important for”. Each tool offers a unique way for a case manager to explore a client’s daily experiences, motivations, preferences, and challenges. By using them, we gain a far better picture of how the client perceives their recovery and what factors are influencing their progress.

I have found these tools particularly powerful when working with a 30-year-old male TBI client living with frontal lobe paradox. Although he presented with a positive, upbeat demeanour, he struggled to articulate the day-to-day challenges he faced – such as difficulties with planning, organising, and multitasking. Feedback from his family and professionals painted a very different picture, highlighting how much he was struggling.

Introducing these tools helped bridge that gap in understanding. Through “Good Day, Bad Day,” the client was able to reflect on his routines and recognise patterns. For example, a good day might involve being headache-free, ticking off a few tasks on his to-do list; like housework or admin, or cooking dinner for his wife. A bad day might be a lingering headache, feeling unmotivated, excessive screen time, or a lack of productivity. From this, we created a simple yet effective ‘traffic light’ system that allowed him to plan his days according to how he felt physically and emotionally. This structure gave him permission to embrace less productive days without seeing them as setbacks, empowering him to take control.

The “What’s Working, What’s Not Working” tool proved equally insightful. It allowed us to dig deeper into the client’s routines and pressures. He shared that a packed schedule of therapy and expert appointments left him feeling drained for days. In response, we adjusted his calendar to allow recovery time around key sessions. He also revealed feelings of guilt about falling behind on housework while his wife was at work. This led to the decision to hire a cleaner, removing a major source of stress and emotional burden.

Another tool used by our case managers is the “Important to, Important for” document. This allows the case manager and client to establish clearer boundaries around what is needed to assist the client personally but also in a professional capacity. The ‘Important to’ focusses on the client’s   personal and emotional needs and identifies what makes them happy, feel comfortable and fulfilled, such as starting the day with a cup of tea in their favourite mug, having time scheduled into their day for downtime or phone calls to family members. It may also include favourite hobbies or outings, or how the client likes to be communicated with. ‘Important for’ refers practical matters such as health and safety, including moving and handling, a safe living environment, taking medication, adhering to medical guidance and recommendations. Case managers can use this tool to find a person-centred balance between approaching both aspects of what is important in an effective and safe way.

Regularly using these tools throughout the case management journey ensures the client is not only heard but actively involved in shaping goals and making decisions.

Person-centred tools don’t just support communication, they provide a foundation for trust, collaboration and personalised progress. By embedding them into everyday practice, case managers can support clients to foster greater independence, build confidence, and feel more in control of their circumstances, empowering clients to take ownership of their journey.

At ILS, our commitment goes beyond managing care — we work with clients to support every aspect of their physical, cognitive, and emotional wellbeing. Through the consistent use of person-centred tools, we create space for meaningful conversations, shared decision-making, and tailored strategies that reflect each client’s unique needs and aspirations.

Author: Catherine Sherrington, Clinical Lead

This article was also published on WWW.NRTIMES.CO.UK on 4th August 2025