Contents

Module 6–
ProvidingEffectiveWIPAServices...... 1

Introduction ...... 1

CWIC Core Competencies Addressed ...... 1

Competency Unit 1–
Managing InitialRequests forWIPAServices...... 3

Introduction ...... 3

Organizing WIPA Personnel to Effectively Handle Initial Calls ...... 4

Managing and Prioritizing Initial Requests for Services ...... 6

Step 1: Determining Who Meets WIPA Eligibility Criteria ...... 7

Important Eligibility Considerations: ...... 7

WIPA Eligible or Not?...... 12

Methods for DeterminingEligibility ...... 13

What to do about Ineligible Callers...... 14

Step 2: Determining the Priority Level of Eligible Individuals...... 15

What to do about Eligible BeneficiariesWho are a Low Priority for WIPA Services 17

Step 3: Determining Which High-PriorityBeneficiariesHave an Urgent Need for WIPAServices 20

Using Importance and Urgency to Plan Delivery of WIPA Services...24

Determining the Type, Intensity, and Duration of WIPA ServicesNecessary to Meet Presenting Needs of High-PriorityBeneficiaries 26

Conclusion...... 33

AdditionalResources ...... 34

Competency Unit 2–
Preparing for Individualized WIPAServices:InformationGathering 45

Introduction...... 45

Overview of Information and Referral (I&R)Services...... 46

Overview of Individualized WorkIncentivePlanning andAssistanceServices 48

The InformationGathering Process...... 49

Information Gathering Step1:Identify the Presenting Problems, Needs,orQuestions 50

Information Gathering Step2:Determine what Information You Need toGatherto Resolve the Problem or MeettheNeed 50

Information Gathering Step3:Verify All Benefits Information when Providing Case-SpecificAdvisement and IndividualizedWIPAServices 51

CollectingNecessaryInformation...... 52

When Information GatheringShouldGo Beyond theUsualRequirements 54

Strategies for PerformingInformationGathering...... 55

Working with Community Agencies whenGatheringInformation...... 57

Working with Guardians andRepresentativePayees whenGathering Information 57

SigningForms...... 60

VerificationofBenefits...... 61

When to Verify Benefits...... 61

Whatto Verify...... 61

How to Verify Benefits...... 62

Verifying Benefits fromFederalEntities...... 63

DocumentingVerifications...... 70

Conclusion...... 70

Conducting IndependentResearch...... 71

AdditionalResources...... 71

InformationGathering Tool...... 73

Benefit Verification Quick ReferenceGuide2016...... 83

Competency Unit 3–

Developing Benefits Summary and Analysis Reports andWork

IncentivesPlans...... 91

Introduction...... 91

Benefits Summary and Analysis Defined...... 92

Determining When a Beneficiary ShouldReceive a Benefits SummaryandAnalysis 92

The BS&A and theEmploymentContinuum...... 94

Addressing the Information Needs of BeneficiariesWho Don’t Require aBS&AReport 95

Steps in the BS&ADevelopmentProcess...... 96

Step One: Gather information andidentifythe presenting problems, needs,andquestions 96

Step Two: Verifytheinformation...... 96

Step Three: Analyzetheinformation...... 96

Step Four: Summarizeyouranalysis...... 98

Step Five: Advisethebeneficiary...... 98

BS&A PlanningandOrganization...... 99

Completing the Benefits Summary and Analysis Planning Sheet....100

BS&AFormats...... 105

BS&AQualityConsiderations...... 105

Avoid “TMI Syndrome” — TooMuchInformation...... 106

“Just in Time” WorkIncentivesCounseling...... 106

Maintaining a Positive andEncouragingTone...... 108

Understanding the DutytoWarn...... 110

Reviewing BS&AsforQuality...... 111

Reviewing BS&AswithBeneficiaries...... 113

Developing Work IncentivesPlans(WIP)...... 114

How the Work Incentives Plan Relates to the Benefits SummaryandAnalysis 115

General Guidelines for DevelopingtheWIP...... 117

Updating the WorkIncentivesPlan...... 118

Frequently Asked Questions about WorkIncentivePlans...... 120

Conclusion...... 121

ConductingIndependentResearch...... 122

AdditionalResources...... 122

Benefits Summary & Analysis Planning Sheet...... 123

Summary of Current Benefits Situation...... 123

Summary of Current Employment/FutureEmploymentPlans...... 123

Analysis of How Employment May AffectYourBenefits...... 124

Employment ServicesandSupports...... 125

Benefits Issues...... 125

Issues RequiringImmediateAction...... 125

Benefits Summary & Analysis...... 127

Summary of your CurrentBenefitsSituation...... 127

Analysis of How Employment May AffectYourBenefits...... 127

Employment Services and Supports You MightNeed...... 127

Benefits Issues...... 128

OtherImportantItems...... 128

UsingthisReport...... 128

WorkIncentivesPlan...... 131

Benefits Summary & Analysis – Job Search Stage...... 133

Benefits Issues Not RelatedtoEmployment...... 137

WorkIncentivesPlan...... 139

Benefits Summary & Analysis –EmploymentStage...... 143

WorkIncentivesPlan...... 153

Benefits Summary & Analysis – Supplemental Security Income(SSI)EmploymentStage 157

SSI Calculation Sheet#1...... 163

SSI Calculation Sheet#2...... 165

SSI Calculation Sheet#3...... 167

SSI Calculation Sheet#4...... 169

WorkIncentivesPlan...... 171

Competency Unit 4–

ProvidingIndividualizedWIPAServicesandOngoingFollow-up..175

Introduction...... 175

Determining Who Receives Follow-up Services and forHowLong...... 175

When to Follow Up with Beneficiaries—

Proactive versusReactiveContacts...... 176

More onCritical Touch-points...... 177

Reactive Follow-Up andCrisisManagement...... 179

Providing EffectiveFollow-upServices...... 181

Using aFutureOrientation...... 181

Using aCustomizedApproach...... 182

Collaborating With Other Members oftheEmploymentSupportTeam 183

Sharing Responsibility withtheBeneficiary...... 183

The Most Important Follow-Up Role forCWICs:Facilitating the Use ofWorkIncentives 184

Strategies for Success in AssistingBeneficiarieswith WorkIncentivesUse 184

Work Incentives DevelopmentandManagement...... 186

Title II Disability BenefitWorkIncentives...... 187

Work Incentives that Apply to Both TitleIIDisability BenefitsandSSI 194

SSIWorkIncentives...... 196

Work Incentives Related to MedicalCoverageandOtherConsiderations 199

Other Protections for Title II DisabilityBeneficiariesandSSIRecipients 204

Benefits Literacy — Teaching Self-ManagementofBenefits...... 206

ReportingEarnings...... 209

The CWIC’s Role in Other Work-RelatedandNon-Work-RelatedSituations 217

NoticesofOverpayment...... 218

Medical Continuing DisabilityReviews(CDRs)...... 219

Age18Re-determinations...... 219

AnnualSSIRe-determinations...... 220

Changes in In-Kind SupportandMaintenance...... 220

Marriage, Divorce, and Changes inFamilyComposition...... 221

ExcessResources...... 221

Entitlement to Other Benefits...... 222

Conclusion...... 222

Conducting IndependentResearch...... 223

AdditionalResources...... 223

Notice of Change inEarnings Status...... 241

Sample Wage and BenefitsTracking Form...... 245

Competency Unit 5 –
Effective TimeManagementStrategiesforCWICs...... 253

Introduction...... 253

Proven TimeManagementStrategies...... 253

Plan...... 253

Simplify...... 254

Delegate...... 254

Set Time Limits andEnforceThem...... 255

ReviewandRe-Evaluate...... 255

Learn tosay“No!”...... 256

Use EffectiveSchedulingTechniques...... 256

Specific Time Management Issues for WIPA ProjectsandCWICs...257

Meetings and Face-to-Face ContactwithBeneficiaries...... 261

Effective Use of DistanceCommunication Techniques...... 263

Setting Aside Time forProfessionalDevelopment...... 266

The Importance of Record Keeping andDataEntry...... 268

Important TimeManagementReminders...... 269

Conclusion...... 270

ConductingIndependentResearch...... 270

Module 6 –Providing Effective WIPA Services

Introduction

Being highly competent in terms of understanding Social Securitybenefits, other federal benefit programs, and associated work incentives is only part of providing high-quality WIPA services. CWICs must also master the application of this information in their day-to-day work with beneficiaries and other concerned parties. The practical application of public benefits and work incentives knowledge includes content focused on identifying and prioritizing eligible beneficiaries; conducting initial information- gathering interviews; developing written Benefits Summary &Analysis

(BS&A) documents and Work Incentives Plans (WIP); facilitating the use of necessary and appropriate work incentives; conducting proactive longterm follow-up; and applying effective time managementstrategies.

CWIC Core CompetenciesAddressed

•Demonstrates the ability to effectively deliver WIPA services using the “Employment Progression” approachcharacterized by “just-in-time” provision of services that are customized to meet the unique work incentive counseling needs of beneficiaries at the contemplative, preparatory, job search, and employment stages of the employmentcontinuum.

•Demonstrates the ability to identify WIPA eligible beneficiaries, triage services to high-priority beneficiaries, conduct initial information-gathering interviews, and verify all benefitsreceived.

•Develops comprehensive individualized Benefits Summary and Analysis (BS&A) reports and customized Work Incentives Plans (WIPs) that reflect advisement contained in theBS&A.

•Demonstrate the ability to facilitate the use of necessary and appropriate work incentives (IRWE, BWE, SEIE, Subsidies, PASS, EXR, etc.) at each stage of the employment process, whichsupports the achievement of employment and financial stabilitygoals.

•Demonstrates the ability to deliver proactive ongoing WIPA services as a collaborative member of each beneficiary’s employmentsupport team that facilitates the achievement of paid employment or self- employment, supports employment retention over time, fosters future career advancement, and increases financialindependence.

•Demonstrates the ability to counsel beneficiaries on the importance of reporting earnings to SocialSecurity,strategies for earnings reporting, and tracking theirprogress through the TWP, SEIE, and other workincentives.

•Practices effective time management and efficient service delivery techniques, which ensures staff direct their efforts towards high- priority WIPA candidates and focus on delivering individualizedWIPA services that promote employment and increase financialstability.

Competency Unit 1 – Managing InitialRequests for WIPAServices

Introduction

When managing requests for service, CWICs must stay clearly focused on providing work incentives planning and assistance thatpromotesemployment and enhances financial independence. Remember, the purpose of the WIPA program isto:

•Support Social Security disability beneficiaries who choose to work by providing accurate and complete information about work supports and workincentives;

•Support beneficiaries in successfully maintaining paid employment (or self-employment) over time, by helping beneficiaries anticipate benefit changes and the need to report earnings, and helping them retain essential supports; and

•Provide work incentives counseling thatenables beneficiaries to increase their earnings capacity and decrease reliance upon public benefits.

Unfortunately, when you are subjected to sincere (and sometimes urgent) pleas for help related to cash benefits and health insurance, it is all too easy for callers who have needs completely unrelated to employment to sidetrack you. Social Security doesn’t expect WIPA projects to be all things to all beneficiaries — quite the contrary! Social Security has developed very clear boundaries for you to follow in terms of who to serve and whattypeof services to deliver. This unit will describe these boundaries in detail and will give specific advice about when and how CWICs should enforce those boundaries.

Social Security can’t be there to enforce the limits of WIPA services with every caller. This is something you must be disciplined enough to do independently and something that WIPA Project Managers must monitor closely. You must treat your time and expertise as a preciouscommodity

reserved for those individuals for whom it is intended. If you provide services to people who are ineligible, spend time resolving benefits problems for individuals with no interest in employment, or assist in areas that are beyond your scope of work, you’ll have less time available to perform the services Social Security requires.

Organizing WIPA Personnel to EffectivelyHandleInitialCalls

Social Security doesn’t specify how WIPA projects should assign staff to handle incoming service requests. While a number of methods may get the job done, we recommend that WIPA projects implement a centralized point of intake to answer the majority of initial calls. A centralized intake system has three distinct advantages:

1.Centralized intake systems save valuable staff time. When all initial calls come into one location, trained and specialized staff can screen for eligibility and priority level in an efficient manner. Initial call staff can handle eligible callers with less important and urgent needs directly by providing information over the phone and delivering supplemental materials by email or mail. A centralized intake line can send high-priority eligible callers who require individualized counseling directly to a CWIC for more intensive ongoing services. Keep in mind that all staff members who dispense benefits information during initial callsmustcomplete the full CWIC certification process. WIPA projects aren’t permitted to use non-certified personnel to perform thisfunction!

2.When projects handle all initial requests for WIPA services centrally, results tend to be more consistent. When only one or twopeopleperformthiscriticalfunction,thereislessopportunity for uneven or improper beneficiary screening andtriage.

3.Centralized intake reserves scarce certified CWIC time for services closest to the WIPA program mission — promoting work and enhancing financial stability. By removing most of theCWICsfromthetime-consumingtaskofsortingthroughinitialcalls,WIPAprojectssavetheirvaluableexpertiseandtime for more intensive functions — providing individualized work incentivesplanningandassistanceandongoingfollow-up.

If it isn’t possible to centralize all initial call screening into one staff position, another option would be to share this function across a limited number ofCWICs on a regular rotating schedule. Projects can maintain a toll-free line for all initial calls but may have the line forwarded to different staffmembers on a pre-determined schedule. CWICs could take turns staffing the toll-free line on a weekly basis, freeing up the remaining staff members to deliver intensive WIPAservices.

Another option that will help reduce the number of ineligible orlow-priority callers that access CWICs directly is to route all initial requests for WIPA services through the Ticket to Work Help Line. WIPA projects can do that by simply listing the Ticket Help Line toll-free number on all marketingandoutreach materials as the one number to call to request WIPA services. Help Line professionals have been trained on WIPA eligibility and priorities, and they can serve as an initial source of beneficiary screening and triage. They can also handle some of the basic information and referral needs that callers present. WIPA projects that choose this course of action will need to inform all referral sources of this important proceduralchange.

As you can see, there are numerous organizational options for handling initial requests for service that are far more efficient than having allCWICs perform this function simultaneously. For any of these strategies to be successful, WIPA projects must take the following importantsteps:

•WIPA personnel who handle initial requests for service must have a high level of knowledge about the local disability servicessystemas well as benefits and work incentives. Because the screening and triage position involves considerable decision-making ability and affects overall program outcomes, WIPA personnel conductingtriage must demonstrate significant competence. It’s critically important that only skilled and experienced CWICs perform thisfunction!

•CWICs conducting triage must be thoroughly trained on the WIPA priority groups and how to interview callers todetermineeligibility and priority level. Projects need to design and implement call scripts that ask the right questions, right away. Protocolsfor handling initial requests for service should be in writing, and WIPA projects should implement themconsistently.

•WIPA Project Managers must monitor initial contacts to ensurethat staff members apply the new priorities consistently. Managers should also alter call flow and protocol if necessary to ensure

consistency and appropriateness of referrals to staff providing intensive individualized services. If you need help doing this, contact your VCU Technical Assistance Liaison to discuss thesituation.

IMPORTANT: The new WIPA service model challenges CWICs to reduce the amount of time they spend delivering generic information and referrals (I&R) services and increase in-depth, individualized services they deliver over a longer period of time. Under the new service design, WIPA projects may serve fewer beneficiaries, but will provide services that are more employment focused and intensive,and of longer duration. The only way CWICs can reduce time they spend with low-priority beneficiaries who typically present with I&R needs is to educate their referral sources and revise their outreach materials so they receive a higher percentage of appropriatereferrals.

Although the centralized intake system works efficiently, WIPA projects shouldn’t implement this system in an inflexible and dogmatic manner. Local community partners and beneficiaries already receiving individualized WIPA services should still be able to access the CWIC directly as needed to answer questions. In addition, if your project uses the Ticket to Work Help Line as the single point of initial contact, don’t refer beneficiaries back to that line if callers make direct contact. Beneficiaries can get very frustrated by being referred to numerous agencies, and this would be considered poor customer service. WIPA projects must make every effort to keep access to services simple, with as few barriers aspossible.

Managing and Prioritizing Initial RequestsforServices

Centralized call screening should accomplish the following tasks inthis order:

1.The triage process begins with determining basic eligibility for WIPAservices.

2.Once staff establishes the caller is eligible, determine if the caller is a high priority for WIPAservices.

3.For eligible high-priority beneficiaries, determine whattype,

intensity, and duration of WIPA services would best meet the presenting needs. Of particular importance is identifying which high-priority beneficiaries have an URGENT need for WIPA services. Serve beneficiaries with urgent needsfirst.

You shouldn’t move forward with service delivery until staff completes all threetasks.

Step1: DeterminingWhoMeets WIPA EligibilityCriteria

Eligibility for WIPA services hasn’t changed under the new WIPAservice design. Specifically, individuals must meet the following criteria to be eligible for WIPAservices:

•At least age 14, but not yet full retirementage1,

•Disabled per Social Security’s definition,and

•Already receiving (or approved to receive) Social Security benefits based on disability (SSI or a TitleII disability benefit such as SSDI, CDB or DWB),or

•Receiving continued Medicaid under1619(b) of the Social Security Act,or

•Receiving only SSI State supplementary payment,or

•Receiving Medicare under the Extended Period of Medicare Coverage as a former beneficiary of the Title II disabilityprograms (SSDI, CDB, DWB) or as a Medicare Qualified Government Employee who received Medicare based ondisability.

Important EligibilityConsiderations:

•Beneficiaries don’t have to be employed, have a current joboffer, or be actively engaged in a return-to-work effort in order to be eligible for and benefit from WIPA services. While it is truethat

1NOTE: Full Retirement Age (FRA) varies depending when individuals were born. Toidentifythe FRA for various birth dates, go to POMS RS 00615.003 Full Retirement Age at , or search for “full retirement age” or normal retirement age”on

WIPA services considers beneficiaries who aren’t preparing for or actively pursuing work as a lower priority for services,WIPA services should afford these individuals basic information and referral services to help them understand the impact of paid work on benefits. An important part of the mission of WIPA services is to provide basic information to beneficiaries to help them make informed decisions about employment. Describing the work incentives and sending written materials to support the verbal information provided may make all the differenceinhelping a beneficiary decide that work is a viable option after all!

•Even if a beneficiary asks for assistance with non-employment related issues, probe to determine if there is a need for information about how paid work affects benefits, and encouragecallersto consider employment. It is perfectly acceptable to assist the beneficiary with non-employment-related needs that fall within the scope of your training as long as the person isalso employed, pursuing employment, or interested in doingso.

•At times you may receive referrals for individuals who receive VA disability benefits, Black Lung benefits, Worker’s Compensation, or other federal benefits. These individuals may also be receiving (or be approved to receive) benefits based on disability from theSocial Security Administration and are therefore eligible forservices.