Using Checklists in Goal Selection

Purpose: To assist the client in identifying and selecting intervention goals

Discussion: Some clients have difficulty articulating their concerns and identifying their goals for change. In such cases, some type of goal checklist may be useful. Basically, this tool is a list of possible intervention goals which the client can select ones that are relevant to his or her situation. For example, is a goal checklist developed for use in work with parents who had abused their children. A worker familiar with the problems and concerns of a particular client group can easily construct a goal checklist can also be translated into a format for evaluating client perception of the progress is achieved during intervention

A List of Goals for Parents

Explanation: having a clear goal in mind is one important “step by step” in dealing with problems and concerns. Once there is a goal, it is possible to develop a plan in reaching that goal. Below is a list of goals that have been mentioned by parents. Place a checkmark by those that are similar to your goals. The checklist can help you and your social worker formulate a workable plan of action.

  • Talk to people about my concerns, problems, and worries
    • Budget my money and keep the bills
    •  Prepare meals that are healthy
    • Clean and take care of my apartment or house
    • Find and make use of services such as daycare, counselling, and legal services
    • Cope and daily pressures and demands of my time
    • Show greater affection toward my child
    • Make friends, mix and feel comfortable with people
    • Learn skills needed to get a job
    • Have a good visits with my child in fostercare
    • Get along with my spouse and partner
    • Learn to recognize when I am at risk of doing something I may regret
    • Find a better and safer living arrangement
    • Talk with my child in ways that make him or her feel secure
    • Discipline and control my child without hitting him or her
    • Talk to and plan with foster parents who are taking care of my child
    • Talk with my social worker and make use of the help he or she can provide
    • Learn to calm myself down when start getting angry or agitated
    • Find friends or a support group that will understand my situation and help me deal with my problems
    • Learn what to expect from children and what is “normal” behavior for a child of a certain age
    • Be more assertive and direct in making my thoughts and feelings known to other people
    • Get along without alcohol or drugs
    • Learn how to deal with conflicts with my parents and relatives
    • Learn how to deal with emergency situations and with times when I feel overwhelmed
    • Learn to cope with strong emotions such as guilt, sadness, fear and anger.

Selecting Target Problems and Goals

Purpose: To select the target problems and goals that will give directions of the social work intervention.

Discussion: A goal is a desired end toward which activity is directed. Thus, the goal of the social work intervention is the end or outcome sought by the client and his or her social worker. This goal should logically flow from prior data gathering and assessment that examined both the client’s strengths and resources and his or her problems and needs. The goal of intervention can take many forms: For example:

  • Learn a skill or acquire needed knowledge (e.g., learn how to interview for a job, manage time, make decisions, resolve interpersonal conflict, manage stress, take care of a child etc.).
  • Make an important decision (e.g., decide on a college major, whether to get a divorce, whether to relinquish custody of a child, whether to seek help for an emotional problem, etc.).
  • Gather information needed to make a plan or make a decision.
  • Assess a problem or concern (e.g., conduct a careful assessment of some concern in order to decide if it a serious problem needing attention, what is the nature of the problem is, etc.).
  • Make a plan (e.g., formulate a plan of how to best to address some concern or problem)
  • Change a behavior (e.g., increase a desirable behavior, decrease or eliminate a troublesome behavior).
  • Alter attitudes about self or about some other person(s).
  • Gather information about availability of certain types of services or programs
  • Become linked to an enrolled program or service provided by some agency or professional
  • Rebuild damaged relationship (e.g., reach out to and re-establish with estranged parent or child, improve husband-wife relationship, etc.).
  • Change the way of life circumstances or life event that is perceived or interpreted (e.g., learn to assign new meaning to events and circumstances, view things from a different angle, develop new perspectives, etc.).
  • Achieve a more satisfactory adjustment to an unchangeable condition or situation (e.g., a chronic illness or permanent disability or a death of a loved one).

Sometimes a social worker and a client can quickly agree on a goal. This is likely when the client’s need or problem is readily apparent to both the client and worker. However, in many cases, the social worker and client will see things differently and must struggle to reach agreement on the nature of the problem and on what can and should be done about it. Often, the worker and client must also devote considerable time to task of priority setting in order to decide which of the client’s many problems and concerns should become target problems for intervention. Until those decisions are made, they cannot formulate a feasible intervention plan.

  1. Explain why you are suggesting a further exploration of the client’s situation. Briefly identify your concerns and the advantages of an additional session or two. For example: “I realize that you see no problems that deserve my attention, but what you have said about getting fired leads me to believe that you really try to get along at work but for some reason you and your supervisors often clash on how best to do the job. Because of that, I suggest we meet two times and talk more about your job experiences. If, after the second session, we cannot figure out what might be done to improve the situation, we will stop meeting.”
  • Solicit the client’s thoughts and feedback of the proposal

For example: “What do you think about suggestion for meeting with me two times for a review and the stress your experiencing on the job?” (If client responds with no, say, for example, “Well I understand your reluctance and I will respect your decision, but let me give you one other reason why I think it is a good idea…”)

  • Set up a plan for a future meeting. For example: “I am glad that you agreed to meet again. As I said, we will meet two times. If it proves useful, that will be great. But, if after the second session, it doesn’t seem useful, then we will not continue. How about meeting the next two Wednesday’s at 4pm?
  • Identify two or three topics to discussed. For example” “When we meet next week, let’s start with a discussion of the jobs you have really liked and why. Second, I would like to discuss the type of supervision you expect to get on the job. Does what sound like a reasonable place to begin?”

TECHNIQUES AND GUIDELINES FOR DIRECT PRACTICE

When working with individuals, families, and groups during the planning and contracting phase, the social worker should pay particular attention to the principles of maximizing client participation and self-determination. After all, it is the clients who must live with the outcome resulting from the plans selected and the accompanying interventions. Specifically, the worker should recognize that the client should have the following:

  • Makes decisions and have input concerning the intervention goals and objectives, as well as the general approach to be used to reach goals.
  • Know what approach the worker proposes to use, the likelihood of success, and if there are any anticipated risks or adverse effects associated with the proposed intervention.
  • Know how long the intervention will last and/or about how long it will take to achieve the agreed upon objectives.
  • Know how much time and money (if any) will be required of the client.
  • Know any consequences for terminating the intervention against advice of the social worker or agency.
  • Know what rules of confidentiality apply and who else (e.g., court, probation officer’s, school officials, parents, etc.) will have access to information about the client’s participation and the outcome of the intervention.
  • Know how the success if the intervention will be evaluated
  • Know about the appeals or grievance procedures that can be used to challenge a decision by the social workers or agency.

Planning and Contracting

Once the client and social worker have completed an assessment of the situation, they move on to formulating an action plan and entering into a formal or informal contract for implementing the plan. During the phase, the people and the organizations with whom the client and worker will work to achieve the goals are identified and actions to be taken for accomplishing the needed changes are agreed upon.

Planning is the bridge between assessment and intervention. It begins with (1) specifying goals the client hopes to achieve, then (2) identifying what changes need to be made to achieve those goals (3) selecting from among alternative change strategies the interventions most likely to reach the goals, (4) determining which actions will be taken with the client and the worker and (5) establishing timelines for completing those actions. Clients, and sometimes inexperience workers, may want to shortcut the planning activity. However, action without clear plan is a receipt for failure. In efforts to change complex systems such as organizations and communities, length of planning phase will often exceed the time required for the intervention itself.

Effective planning places a special demand on the creativity of the social worker and the willingness of the client to consider the alternative courses of action. Each possible option must be evaluated in an effort to predict helpful and harmful on the clients and others, to identify the resources required, and to estimate the time for carrying it out. The worker must also determine the most appropriate practice frameworks—perspective, theories and models—that might be used to guide the process. Recognizing that some methods of securing change maybe unethical, the Code of Ethics should be considered at this point, as it is an important screen or filter when planning intervention strategies  Finally, to the extent possible, the worker should base the planning decisions on hard facts and objective evidence that was collected during the data collection and assessment phase.

Once a plan has been developed, it is important for the worker and clients to develop a contract (i.e an agreement between the worker and the client that spells out the activities to be conducted by each, along with a timetable for action during the intervention phase). A contract can be written, oral, or even an implied agreement, although the more specific the contract, the more likely it is to prevent misunderstandings. A written contract, in particular, is useful because it provides an explicitness that helps clarify points of agreement and disagreement between the worker and the client; it serves as a basis for demonstrating accountability to both the client and the agency; and it can be an effective tool in facilitating the transfer of cases to another worker, should that become necessary.

                The language and format of contracts may vary, but the content is essentially the same whether working at the individual, family, group, organization, or community level. At a minimum, a contract should delineate the following:

  • Problems of concerns to be addressed
  • Goals and objectives of the intervention
  • Activities the client will undertake
  • Tasks performed by the worker
  • Expected duration of the intervention (in weeks or months)
  • Schedule of time and place for interviews or committee meetings
  • Identification of other persons, agencies, or organizations expected to contribute to the change process

Recognizing that even the most carefully developed plan may need to be modified as the intervention evolves, the worker and client must be open to revising the contract.

Written Service Contracts

Purpose: To provide direction and focus during intervention

Discussion: Arriving at an agreement on the service to be provided by the worker and used by the client is fundamental to social work practice. In most cases and in most agencies and programs, a verbal agreement is sufficient. However, many social workers use written service contracts (or service agreements) in their work with clients. This is true in a public agency and in the field of child welfare, developmental disabilities, and probation and parole. Some providers of psychotherapy and other mental services also use written contracts as means of reducing the possibility of serious misunderstanding and malpractice suit.

             A written service contract  is a document that specifies the desired outcome of the service(s) to be provided, the key actions that will be taken to achieve this outcome, and the major roles and responsibilities of those involved in this effort. Included in this contract are the relevant timelines. Typically, the document is signed by the client and service provider(s). The core elements of a contract.

            Except in those cases in which the contract is written into a court order, a service contract is not reviewed as legally binding. However, it is intended to describe a clear commitment to pursue a mutually agreed upon course of action. While the authors prefer the term service contract, other practitioners or agencies may use the term service agreement, case plan, treatment plan, intervention plan, or family support plan when referring to this type of document. Often these terms are used interchangeably.

            A service contract should answer the following questions:

What is the desired outcome of the worker’s and/or agency’s service to the client?

What is to be done by the client? By when?

What is to be done by the client’s significant others (i.e.  family, friends, neighbours, etc.)? By when?

What is to be done by the worker and the other agency staff? By when?

What events will trigger a reassessment of the client’s situation and/or a revision of the service contract?

What are the consequences, if any, for not adhering to the plan?

Client and SW Agreement

The agreement is between ___Client’s Name______ and  ___Social Worker Name_, who is practicing with TWCC TORONTO.

The purpose of goal of this agreement is to ______________________________________________________________________________________________________________________________________________________________

In order to achieve this purpose or reach this goal, the following objectives must be met:

  1. ______________________________________________ (by date) _______________
  2. ______________________________________________(by date)________________
  3. _____________________________________________ (by date)________________

In order to reach these objectives, __(client’s name)____is to perform or engage in the following tasks or activities during or before the dates shown:

  1. _______________________________________________(by date) _______________
  2. _______________________________________________(by date) ______________
  3. _______________________________________________(by date) _______________

In order to reach these objectives, _____(SW)____________ is to perform or engage in the following tasks or activities during or before the dates shown:

  1. _______________________________________________(by date) _______________
  2. _______________________________________________(by date) _______________
  3. _______________________________________________(by date) _______________

Progress toward the objectives will be reviewed and evaluated by the means of the following procedures or methods:

______________________________________________________________________________________________________________________________________________________________

The consequences, if any, of not reaching the objectives of the following:

______________________________________________________________________________________________________________________________________________________________

The following steps or actions are required to renegotiate terms of the agreement:

______________________________________________________________________________________________________________________________________________________________

Signed__________________________________  Date: ______________________________

Signed __________________________________ Date: ______________________________

Migration: A Special Case for Cross-Cultural Sensitivity

Much cross-cultural social work practice relates to people who are part of established groups in the country. Understanding the additional issues experienced refugees and new immigrants is also important to the social worker, since migration is a growing worldwide phenomenom. Migration- that is, leaving one’s country to work or take up residency in another country—may occur for economic or political reasons, or it may be motivated by a desire to join family members who have previously migrated. Under any circumstances, migration is severely taxing on individuals and families. It involves the disintegration of a family and support systems and the need to establish new social networks in an unfamiliar culture. Migration requires a complex adjustment that varies considerably among groups and even among individuals within the same group.

Social Workers might be involved in assisting people as they plan for migration, as they make the transition from one country to another, and as they adjust to a new culture when they arrive at their new location. Drachman (1992) identifies several critical variables and social workers should address at each stage of the process:

  1. Premigration. Social Workers should help clients anticipate the social and economic impact on the family members who leave—as well as on those who stay behind. Issues of leaving a secure and familiar environment, separation and loneliness, and disruption in earnings should all be addressed.
  2. Departure and transit. Social Workers should help clients carefully explore the journey to be made. Will it be safe to make this trip? Might it require detainment in a refugee camp? Does the migration require waiting for an official decision by the foreign government? Does the migration require waiting for an official decision by the foreign government? If so, how long will the wait be, and what resources will be needed during the wait? What if the person if refused entry?
  3. Resettlement. Finding ways to adjust to the new environment and learn how to secure employment, housing, health care, social relationships, and so on. In addition, should help clients examine such issues as their Acculturation (i.e., changes in beliefs toward those of the host society), Assimilation (i.e., the adoption of values, norms, and behavior that dominate the society), and Adaption (i.e., the ability to adjust one’s way of life to fit into the new country.) More specifically, fellowshipping should help examine the person and consider any possible discrepancies between their expectations and reality, the degree of stress encountered throughout the migration experience, and the effects on friends and loved ones left behind. Some other factors that social workers should help clients consider as possible impediments to or supports for successful adjustments to the new culture include the following:
  • Language and the individual’s degree of bilingualism
  • Differences in expected housing and living arrangements between cultures
  • Variations in work patterns and expectations in employers
  • The degree of commonality between values and social norms of the old and new cultures and societies
  • The availability of cultural mediators or teachers of new arrivals
  • Corrective feedback (positive and negative) needed to assist adaptations
  • Tension between adapting to a new environment while holding on to important elements of the original culture

Cross-cultural Helping

Cross-cultural Helping

Purpose: To become sensitive to the significance of cultural differences in the helping process.

Discussion: The US has been, and continues to be, a nation of diverse and blended cultures. Inevitably, social workers will interact with many individuals who have cultural, ethnic, religious and socioeconomic backrounds and are significantly different from their own. Thus, it is critical that SW understand that culture affects many aspects of clients lives, including how families raise their children, how man and woman perceive gender roles, what beliefs and values drives’s people behaviors, use of language, forms of religious expression, and so on. Intervention strategies that are relevant to and compatible with the client’s culture are far more likely to succeed than those that ignore this important factor in human functioning.

What is culture? The term culture refers to the learned patterns of thought and behaviors that are passed from generation to generation in families, communities, and even nations. Basically, a culture consists of interrelated beliefs, values, patterns of behavior, and practices that strongly influence how group of people meet their basic needs, cope with the ordinary problems of life, make sense out of their experiences, and negotiate power relationships, both within and outside their own group. One cultures’s is, to a large degree, the source of what one’ expects of self and others, as well as his or her ideas about the way things are or should be. Culture, then, is like a lens of screen through which people view life. One’s particular lens typically becomes so internalized and such a central part of his or her way of interpreting experiences that he or she may not even recognize its existence and it power in shaping his or her thoughts, behaviors, and judgements about self and others.

                Because SW involves making judgements about clients when determining how practice will be performed, sensitivity to each client’s culture backround becomes fundamental skill. In addition, the SW must be sensitive to his or her own culture and how that affects the manner; in which he or she perceives clients and provided services.

                Closely related to the idea of culture is the concept of ethnicity. The ethnic group is a segment of larger population that identifies itself as being a distinct group who share a common language, religion, ancestry, physical appearance, of some combination of such characteristics. Ethnicity is mostly related to people’s perception of social boundaries and how perceived difference among people are defined, explained, proclaimed or denied. If people, that believe that they belong to a distinct group  and are somehow different from other people, that will have a significant effect on their behavior and on their relationships with others—including how they interact with their social workers.

                A particular ethnic group may or may not be a minority group. A minority group one whose members have significant less power, resources, and control over their own lives when compared to those who are members of the dominant group in society. Typically, the members of a minority group have some physical or cultural characteristics that distinguish them from members of the dominant group, and they frequently experience prejudice and discrimination.

                Whereas, culture and ethnicity have to do with people’s belief and behaviors, the term race refers to the grouping and classification of people on the basis of certain readily observable physical characteristics, such as skin colour, hair texture, and body, size and structure. It is important to recognize that the concept of race is a social construction in the minor physical variation have taken a social significance that is far beyond their biologicial significance. Within the field of genetics and the biological sciences, race is not a meaningful characteristics for classifying human beings. For example, among the estimated 30,000 genes that shape the biological characteristics of an individual, one gene determines the melanin content of skin and thus the person’s skin color. This means it is possible for a darked-skinned man to have in common—genetically and— biologically within a particular light-skinned man than with another dark-skinned man.

                From a social perspective, however, race is indeed important factor in one’s life. One skin’s colour influences how others view him or her and, to some extent, how the person views himself or herself. When society develops a pattern of judging and evaluating people on the basis or racial characteristics, especially skin color, this pattern is referred as racism. Racist attitudes and patterns of thinking lead to social and economic inequality, discrimination, and the oppression of certain groups. People who experience racism and other forms of discrimination, and the oppression of certain groups. People who experience racism and other forms of discrimination—including discrimination based on class, gender, ethnicity, disability, age and sexual orientation—are typically more vulnerable to social and economic problems and therefore more to become clients of social workers. American society remains far short of Martin Luther King, Jr’s dream of society in which people “would not be judged by the colour of their skin, but by the content of their character.”

                An additional related to concept is that of social and economic class. Within every society and cultural or racial group, there are sub-groups whose life situations and conditions are closely tied in factors of income, level of education, and type of occupation. One’s income and access to financial resources (e.g., credit, business contacts, job information have  a far-reaching effect on his or her social functioning, self-image, and attitudes. For example, people who have few financial resources often feel vulnerable and are afraid to say or do anything that put their jobs or incomes at risk. People who have wealth, however, come to understand and use its power—often at the expense of those who have lower socioeconomic status.

                Belief systems such as racism, classism, ageism and sexism usually arise from personal and societal prejudice and often lead to discrimination particular groups. It is important to distinguish between prejudice and discrimination. Prejudice refers to beliefs that negatively prejudge others on the basis of their group identity. Although prejudice refers to beliefs that negatively prejudge others on the basis of group discrimination, it is fundamentally a belief about others that has little effect until is acted upon. Thus, prejudice might not always might not always lead to discrimination, and discrimination can live apart from prejudice. For example, one can discriminate out of ignorance or carry out insensitive and discriminatory organizational policies without being prejudice.

                Acts of discrimination may be blatant as deliberately causing physical injury to a member of a particular group of refusing to hire a person because of his or her race; these are acts of personal discrimination. Institutional discrimination, on the other hand, can be difficult to detect because it is built in the fabric of our society through laws, longstanding patterns of assigned wages to particular jobs, other systemic patterns that have the effect of placing specific groups at a social and economic disadvantage. This well-known “glass ceiling” for woman in management positions and the substantially higher poverty rates for other races; in the evidence of institutionalized discrimination.

                Most people, whatever their backround, possess some level of prejudice against groups other than their own—and sometimes even toward their own ethnic, cultural and gender group. Social Workers must be alert of the existence of prejudice (including their own) and constantly assess, modify, and suspend their prejudices so that these beliefs so not lead to discrimination or in any way cause them to harm their clients. SW must be alert to the existence of institutional discrimination and be prepared to address and combat it, lest it affect their clients negatively.

Fellowshipping

The fellowshipper should keep in mind these other guidelines:

  1. Appreciate the subjectiveness involved in how fellowshippers see themselves and others. Remember that human differences are whatever fellowshippers define them to be and their relevance is whatever fellowshippers believe them to be.
  • Self-Awareness is of critical importance. Constantly examine your attitudes and behaviour and be alert to be the possibility that you are making judgements based on racism, prejudice, and stereotypes, or perhaps, behaving in a discriminatory manner. Frequently ask yourself, “What is my attitude toward people of different cultural backrounds?” How do I feel about the people who have a different skin color or speak a different language?” How do I feel about the people who have religious beliefs different from my own?”
  • Early in the relationship, you should acknowledge the existence of differences of ethnicity or race as a way of giving the fellowshipper permission to talk about these matters and express concerns about not being accepted or understood. Encourage fellowshippers’ you meet to identify perceived differences and to explain how these differences might be addressed in a professional relationship and service delivery.
  • Show a special interest in the fellowshipper’s name, place of birth, and home community, for these topics are good icebreakers and lead naturally to a discussion of client’s cultural backround and ethnic identity. A fellowshipper who might experience difficulty with the English language should be asked if an interpreter is needed.
  • If you will be working with many fellowshippers who speak another language as their first primary language, strive to learn as much of that language as possible. Make an effort to speak the fellowshippers language, even if you can master no more than a few words and phrases. Doing so will be viewed as a basic courtesy and as showing respect for the fellowshipper’s native language and culture.
  • Overlooking the fellowshipper’s strength, misreading non-verbal communication, and mis-understanding family dynamics are among the most common errors made in cross-cultural helping. Behaviors motivated by religion and spirituality, family obligations and sex roles are often misunderstood. Because of the difficulty of reading non-verbal cues cross-culturally, the fellowshipper should move slowly when reaching for feelings and putting the others’ feelings into words. Overlooking strength results when you don’t fully appreciate the situation—especially the contextual and systemic aspects—with which the other person must cope.
  • Be alert to the fact that in many ethnic families, certain members are the key decision makers and other family members will not make an important decision without consulting that member. For example, in many Filipino families, the husband and father typically has considerable authority and his wife and even his adult children may feel obligated to obtain his or her approval before taking course of action. Also, within the extended families common to the Canadian Indian tribal cultures, certain individuals perform the role of advisor and other family members will delay making a decision until they have obtained his or her advice on the matter. Thus, it is always a good idea to ask the person if he or she wants to invite others to interview or somehow involve them in the decision making. Not frequently, others who want to clarify a situation will simply bring these respected individuals to important meetings.
  • Be alert to the subtleties and the limitations inherent in the use of language. Recognize the influence of language of how one thinks or is able to think about certain matters. Whenever we use a word, we call up on our minds a concept or a “picture” of what the words means. A given word may call forth somewhat different thoughts and ideas, depending on the culture. Clearly, it is in our use of language that we encounter differences in how fellowshippers think and interpret experiences.
  • Because of members of many ethnic minority groups have experienced discrimination, it is to be expected that they will be somewhat distrustful of professionals and agencies that represent and reflect the dominant groups in society. They will enter a helping relationships with caution as they size up the professional. For example, they may evaluate the fellowshipper’s trustworthiness by asking, directly or indirectly, about his or her life experiences, family, children, and opinions. The professional needs to respond to these probes with honest, non-evasive answers. Because visiting people in their own home is usually seen as an indication of caring and respect, the home ‘fellowship’ visit may help the fellowshipper build trust.
  1. Ask fellowshipper’s to explain their beliefs and culture, and ask for their advice in how you might adapt your helping methods to their values, traditions, and customs. Do not be afraid to say that you do not understand. If you genuinely care for the others and demonstrate concerns for their situation, most will explain what you need to understand about their way of life. It often helps to use a bit of self-effacing humor (i.e., laughing at your own ignorance) when asking questions about things you do not understand about their way of life. This display of humility makes you less threatening.
  1. When you need to better understand certain cultural or ethnic factors, seek appropriate consultation. Contact leaders in the ethnic community and express your desire to learn about their values, beliefs, and way of life. They will usually offer their assistance of they perceive your interest to be genuine. Also attend celebrations, ceremonies, and other cultural and religious events sponsored by the group.
  1. Be alert to the fact that societal or systemic problems (poverty, unemployment, poor housing, lack of access to healthcare, etc.) bring ethnic minorities to agencies more often than do psychological problems. Thus, the provision of concrete services and the practitioner roles of broker and advocate are of special importance.

Submission Prayer

DO Prayer of Submission

Lord Jesus Christ,

I believe that You died on the cross for my sins and rose again from the dead. You redeemed me by your blood, and I belong to You. I thank-you, Lord Jesus, for Your shed Blood, which cleanses me from all sin. I want to live for You, I come to You as my Deliverer.

I now confess all my sins, known and unknown. I repent of them and ask You to forgive me. I renounce them all. I forgive others as I want you to forgive me. Forgive me now and cleanse me with Your blood. I repent of anyway I have given place to the enemy.

You know my special needs: to obtain freedom from things that bind me, torment me and defile me. I need freedom from every evil and unclean spirit. I claim the promise of Your Word: “Whoever calls upon the name of our Lord Jesus Christ shall be delivered.”

I call upon you now, Lord Jesus. Deliver me and set me free. I renounce Satan, all his works and all of his workers. I loose myself from Satan in the name of Jesus Christ. I command you, Satan, you and your demons, to leave me now. All this I do in the name, and on the authority, of Jesus Christ of Nazareth.

Thank-you, Lord Jesus. Amen!

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