Understanding Case Management Policy

1. Understanding Case Management Policy

2. Objectives for the Day • Examine the Case Management Policy • Discuss points to consider when conducting assessments • Review Case Plan screens in MOSES • Small group sessions • Question and answer period

3. Logistics • Morning session is from 9:00 am to 12:00 pm • Afternoon session is from 1:00 pm to 4:00 pm • The “Parking Lot” • Restrooms/Breaks • Emergency Exits • Cell Phones/E-Mail

4. Case Management Policy Definition: “ Case management is a method of providing job seeker customers with a formal, structured plan of action designed specifically to identify an appropriate occupational goal and to develop a schedule of services that will empower them to overcome or mitigate any barriers to attaining their goal.”

5. Case Management Policy Purpose: • Provide guidance to Career Centers • Promote consistent interpretation of elements that constitute Case Management • Ensure the integrity of Case Plan activities in MOSES

6. Case Management Policy Targeted Customers Formal Case Management will be the standard service delivery model for these targeted groups and is required to be documented in MOSES: • Title I enrollees (Youth, Adult, Dislocated Workers) • Military Veterans and Other Qualified Eligible Persons • Employment Assisted Service (EAS) • National Emergency Grant (NEG) • Trade Adjustment Assistance (TAA) • Career Center staff may also identify individual customers who may benefit from case management.

7. Case Management Policy • Regular Contact: “The case manager should contact the customer at intervals of no longer than 60 days, unless program requirements or contractual agreements stipulate shorter durations.” • NEG requires intervals of no longer than 30 days. (WIA Communication Policy # 03-29)

8. Case Management Policy • Data Entry in MOSES: The case manager must also coordinate service delivery, conduct follow-up and ensure that all necessary data and information is entered in MOSES in a timely manner, no matter who provides the service.

9. Successful Implementation: • Career Center staff person will manage and coordinate the individual’s formal service plan as the case manager • The partnership between the Case Manager and the Customer implies distinct responsibilities for both parties, with the ultimate goal of moving the customer to suitable employment • The Case Manager must monitor customer progress through the entire service delivery plan, no matter who provides the service • Case plans will need to be clear, concise, and complete so all will understand customer goals and progress

10. Points to Consider When Developing a Case Plan: • Do assessments contain certifiable information? Avoid making judgments. • Are goals and tasks realistic and credible? Are they measurable? • Are all services provided recorded in a timely manner? • Will others viewing a case plan be able to clearly see a customer’s progress? Will they be able to identify what the customer has achieved? • Have all components of Case Management been addressed?

11. Points to Consider When Developing a Case Plan: Distinguishing a Goal from a Task. “An effective goal focuses primarily on goals rather than activity. It identifies where you want to be, and, in the process, helps determine where you are.” • Goals tend to be broader, and concentrate on more of a “destination” sense • Tasks are more “step” oriented, and often make up the components of a goal

12. Goals Obtain Employment Complete Education Resolve financial issues Tasks Write a resume Contact training provider Attend a credit counseling course Goals vs. Task

13. Some Helpful Questions to Ask Realistic Employment Related Goals “Describe the perfect work environment for you.” “What are your bottom line needs regarding travel, shift and base salary for your next job?” “Does your education/certifications restrict your options?” “Is there a growing or declining need for your current skills?”

14. Some Helpful Questions to Ask Determining Barriers “Are there any conditions that would restrict your job choice?” “Are there currently any family obligations that would restrict you from immediate re-employment?” “Do you have adequate transportation?”

15. Entering Case Management Information in MOSES

16. Case Plan in Moses

17. The “Assessment” Tab

18. The “Barriers” Tab

19. The “Goals” Tab

20. Adding a Task

21. The “Training Justification” Tab

22. Notes

23. Case Management Related Services

24. Documenting Contacts

25. Successful Contacts

26. Unsuccessful Contacts

27. Unsuccessful Contacts

28. Case Management Support

29. Case Management Support Case Management Tool in MOSES • Conducted regularly • Pre-requisite: Successful completions of MOSES 101 Case Management Lab: • Conducted at the Hurley Building in Boston. • An opportunity to work on actual cases that may be difficult or problematic with the help of a MOSES expert Consult the training calendar or contact the training dept. for dates and times. Website: http://intranet.detma.org/training/calendar.htm E-mail : hrtrng@detma.org

30. Case Management Support Technical: MOSES 101/Case Management Manual MOSES Local Expert MOSES Help Desk: 617-626-5656 moses@detma.org MOSES Training Staff

31. Case Management Support Non-Technical Questions: • Career Center Manager • Supervisor • Program Administrator • Local Workforce Investment Board Representative • Division of Career Services

32. Small Group Sessions: • Read case study you are assigned • Discuss what services the customer might need • In the directions where it says: “What should be documented in MOSES and where should it be documented?” be sure to create goals and tasks as needed