WIPA Best Practices to Managing Caseloads - PowerPoint PPT Presentation

Loading...

PPT – WIPA Best Practices to Managing Caseloads PowerPoint presentation | free to download - id: 460e9-ZDc1Z



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

WIPA Best Practices to Managing Caseloads

Description:

Detroit Lakes. Moorhead. Bemidji. Crookston. Thief River Falls ... Red Wing. Winona. 71. M. i. s. s. i. s. s. i. p. p. i. R. i. v. e. r. S. t. C. r. o. i. x ... – PowerPoint PPT presentation

Number of Views:61
Avg rating:3.0/5.0
Slides: 35
Provided by: Lau9182
Learn more at: http://www.cessi.net
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: WIPA Best Practices to Managing Caseloads


1
WIPA Best Practices to Managing Caseloads
  • Panel Discussion
  • SSA Partners Summit
  • March 10 13, 2008

2
Laura Coffey RichardsonVirginia Commonwealth
UniversityWIPA National Training Center
3
Who is Eligible?
  • SSA restricts WIPA services to individuals who
    are
  • At least age 14 but not yet full retirement age
    (currently 65),
  • Disabled per SSAs definition, and
  • Already receiving Social Security benefits based
    on disability (SSI or a Title II disability
    benefit such as SSDI, CDB, or DWB)
  • WIPA services assist eligible beneficiaries to
    know
  • How work will affect their benefits,
  • What work incentives are available to them,
  • What services/resources are available to help
    them to reach their employment goal, and/or
  • How to obtain assistance with any potential
    problems that employment may have upon their
    Federal, State and local benefits.

4
Screening Initial Requests
  • Screen Sort Maximum Efficiency
  • Screening process must answer the following
    questions
  • Is the caller eligible for WIPA services?
  • Are they a high priority?
  • What services are needed?

5
Conducting Triage
  • Take charge of the conversation
  • Sort initial callers to determine eligibility and
    who presents the most pressing need
  • Question 1 to determine priority are you
    interested in work, or currently working?
  • If not, offer options for exploration
  • Utilize a prioritization plan

6
Prioritizing Services
  • First Priority People with job offers, or who
    are already employed with benefits issues that
    could cause employment loss or reduction. This
    would also include existing customers with
    ongoing case management issues.
  • Second Priority People who are seriously
    considering employment, including those who are
    considering ticket assignment, or who are already
    employed but are considering a job change.
  • Third Priority People who may consider
    employment in the future and those who just want
    general information about the effect of earnings
    on benefits.

7
Strategies for Success
  • Establish a point person for all incoming
    calls.
  • Utilize a screening tool including prompts for
    probing questions.
  • Develop a basic IR packet for mailing to low
    priority callers.
  • Utilize mail, phone, email for initial meetings.
    Meet in person only AFTER benefits are verified
    and specific advisement can be given.
  • Budget your time wisely!

8
  • Karla Bell, CWIC
  • North County Inland Career CenterEscondido,
    CASan Diego WIPA Project

9
Introduction
  • San Diego Work Incentives Planning and Assistance
    Project (WIPA) was not a former BPAO
  • Located in North County Inland Career Center
  • Serves all six San Diego Career Centers
  • San Diego has the second largest amount of
    beneficiaries in California
  • One CWIC

10
First Contact
  • Managing high demand for service
  • Minimize outreach/presentations
  • Referrals contact CWIC directly by phone or email
  • Return new calls Mondays and Fridays only
  • Screening new service requests
  • Intake process
  • Needs Assessment
  • IR only
  • Waiting list log
  • In person appointment

11
Information and Referral
  • Provide information by phone or email
  • Mail individualized information packet
  • Red Book
  • TWP, 1619(b), Medi-Cal Working Disabled program,
    ENs, Career Center and other fact sheets
  • Wage Reporting information
  • Referrals to community partners
  • Reduce amount of travel time

12
Adding to Caseload
  • Screen and Prioritize New Clients
  • BPQY Releases First
  • Mail letter BPQY releases to beneficiary
  • Scheduling at Career Centers
  • Continued in depth intake at first meeting
  • Explain Work Incentives
  • Evaluate next steps

13
Long Term Follow Up
  • Using Excel Spreadsheets to Track Client Progress
    Work Activity
  • Beneficiary Progress Log
  • Work Incentives/Work Activity Log
  • Follow Up
  • Once Work Incentives Report is sent
  • Work Incentives Plan?
  • How often to follow up?
  • When should I follow up?
  • Who requires more follow up?
  • Getting keeping employment

14
Beneficiary Progress Log Spreadsheet
  • Information and Referral Date
  • Appointment date
  • BPQY Received
  • Work Incentives Report in Progress
  • Work Incentives Report Completed
  • Work Incentives Report Sent to Beneficiary
  • Updated Work Incentives Report Sent
  • One Week Follow Up (once Work Incentives Report
    is sent)
  • Work Plan Completed
  • Work Plan Sent
  • Monthly Follow Ups

15
Sample Progress Log
16
Work Incentives/Work Activity Log Spreadsheet
  • SSDI Beneficiary Log
  • Initial Appointment
  • Concurrent
  • Work Status
  • Trial Work Period Start Date
  • Trial Work Period Anticipated End
  • Trial Work Period End
  • Work CDR
  • Extended Period of Eligibility Start
  • Cessation and Grace Months
  • Extended Period of Eligibility End
  • Termination date
  • SSI Beneficiary Log
  • Initial Appointment
  • Concurrent
  • Work Status
  • 1634
  • 1619(a)
  • 1619(b)
  • Termination date

17
Sample Work Incentives Log
18
Barb Smith Executive Director Minnesota Work
Incentives Connection
19
Background Information
  • The Work Incentives Connection
  • Has been a State Partnership Initiative project,
    a BPAO and a WIPA---9 years experience
  • Is the only WIPA serving Minnesota
  • Is only a WIPA
  • Is funded by SSA and by our states Medicaid
    Infrastructure grant and by state Rehabilitation
    Services

20
How To Cover All of This Area?
21
Use of a Statewide 800
  • 800 saves staff time by work that is done on
    the phone versus in-person.
  • Customer skepticism has given way to acceptance
    and satisfaction.
  • Customers talk with live person usually right
    away.
  • Customer can always request in-person contact.
  • You are answering questions and solving problems
    when you would otherwise be driving.
  • Consumers can make contact when the time is
    right for them.

22
Staff Specialization
  • Specialization of knowledge
  • Resident Experts
  • Everyone knows all the basic programs.
  • One CWIC know a program in minute detail and
    consults with peers as needed.
  • Example Mike is our PASS and Subsidy guru Jen
    is our TANF and GRH expert.
  • Case review
  • Avoid re-inventing the wheel
  • Discuss and solve problem cases together

23
Staff Specialization contd
  • Specialization of Duties
  • One group of CWICs primarily work the hotline
    phones and do IR and PS.
  • Another group spends majority of time working on
    Benefits Analysis
  • Staff are more productive not having to split
    focus.
  • Staff get to work on what most interests them and
    what they are good at doing.
  • Staff report they prefer this to trying to
    provide every service everyday.

24
Staff Specialization contd
  • Sharing of benefits analysis (BA) process
  • CWICs refer to BA explain and get releases.
    Create a file. Send to Becky.
  • Becky verifies all benefits.
  • Linda looks at BPQY and state wage detail.
    Determines whether TWP development is needed.
  • If TWP development needed, case goes to Jen
  • If not, case goes back to Becky and master list.
  • Next available CWIC does intake, writes and
    delivers BA.

25
Sharing of BA process
  • Allows one staff to consistently pursue what is
    needed vs. hit and miss approach
  • Customer does not see the split.
  • Customer has two staff contacts at the
    Connection
  • Referring staff person
  • Benefits analysis writer
  • Can be one contact if this is in best interest of
    the customer.

26
Individual Prioritization
  • Within work assignments CWIC can feel
    over-whelmed.
  • No matter what you do there are always multiple
    priorities
  • Divide up weekdays and assign specific tasks that
    have to be accomplished to certain day of the
    week.
  • Then stick to the plan. Dont work on anything
    else, stay focused.
  • Monday and Tuesdays are phones
  • Wednesday is paperwork day, making outgoing calls
  • Thursday is outreach, travel, loose ends
  • Friday is BA writing day.

27
  • Sally Atwell, MS, CRC, LPC
  • Project Director
  • Benefits Navigator WIPA Project
  • Atlanta, GA

28
Benefits Navigator
  • First BPAO funded in GA
  • Based at Shepherd Center Rehabilitation
    Hospital for Brain and Spinal Cord Injury in
    Atlanta, GA
  • Funding started Jan. 2001 serving 43 counties
  • As a WIPA we now serve 50 counties
  • Service area is a mixture of urban and rural
    counties
  • Staffed by 6 CWICs

29
BPAO to WIPAThe Transition
  • Assets
  • Experienced staff
  • Manager functions as CWIC
  • Vocational background
  • Support of Shepherd Center
  • Coordinated service delivery between WIPA
    projects
  • Established referral sources
  • Triage protocol in place

30
BPAO to WIPAThe Transition
  • Challenges
  • Too good a job of outreach as BPAO
  • Balance customer service with WIPA mission
  • Engage new counties/referral sources
  • Educate existing referral sources
  • Different workplace cultures in SSA field offices

31
What works for us.
  • Flexibility (within reason)
  • Team work working with a partner
  • Effective use of phone screening
  • Tools for independence
  • Referral sources
  • Consumers
  • Dedicated day for caseload management

32
What works for us.
  • Key contacts in other benefit and support
    systems
  • Develop strategies for working with different
    SSA field office environments
  • Multiple avenues for supervision and support
  • Tools
  • Cell phones and laptop computers
  • Forms to streamline intake and reporting
  • Easy access to resource material online

33
(No Transcript)
34
Thanks yall !
About PowerShow.com