Case Management Model Clause Samples

Case Management Model. Prison or community based Case Managers for Newday will provide some or all of the following activities: 1 Comprehensive assessment of barriers to accessing mainstream provision - both work related (e.g. lack of skills or recent work experience) and non-work related issues (e.g. debt, homelessness, disabilities and health concerns including those linked to drug and alcohol misuse, family relationships, etc).
Case Management Model. The case management model incorporates approaches from Housing First, Harm Reduction Therapy, and Trauma Informed Care. The two ACT teams handle the most fragile AHH clients. The majority of clients receive case management through the five case managers at SMHC (n=3) and AHCH (n=2). If a client already has a relationship with a case manager in one of the partner agencies (e.g., First Nations, ▇▇▇▇▇’s Legacy, New Mexico Aid Service, Agave, Catholic Charities, and Open Skies), the client will keep his/her own case manager. All case managers (paid and not paid by CABHI funds) attend the Care Team meetings. This approach has resulted in a well-integrated service model that permits access to the portfolio of services across all partners. The Care Team coordinates services on an ongoing basis and meets weekly to discuss clients. While the clients are not the shared responsibility of the Care Team, as they are in ACT, team members often share responsibility across clients as needed. All case managers are supervised within their agency. Also, the AHH Care Team meets every other week with the AHH Deputy Director to discuss participants and link them to appropriate resources. A representative from the grant-funded ACT teams and other direct service partners (e.g., the AHH Housing Specialist) also attend Care Team meetings. The AHH Deputy Director meets monthly with each of the Care Team case managers’ supervisors to ensure that the case managers and agency goals are consistent with the Care Team plans for helping clients (i.e., that a strategy decided upon at a Care Team meeting to help a client can be and is put into place). While AHH uses a Housing First philosophy, case managers stay with clients and promote services as needed. · Other wraparound services: Housing supports includes provision of furniture, help with moving, food and hygiene product baskets, and home visits to ensure clients and their families are acclimating to their new environments. Additionally Home Team volunteers are assigned to clients to help them transition to housing and provide information about being a good neighbor. These volunteers also help reduce the isolation newly housed clients experience. Other services include life and social skills training, education support, vocational training and employment, clothing and food banks, mail service and long-term storage, peer-to-peer supports to increase social connectedness, and field trips to introduce clients to different aspects of the co...
Case Management Model. I will engage in the skill building strategies recommended by my case manager to address my clutter and housekeeping issues. I understand that active participation is necessary to address these issues. I commit to completing all assigned work between home visits. If I have a question about an assignment, I will contact my case manager directly. I understand that a failure to complete any assignment without speaking to my case manager may result in termination of case management services.

Related to Case Management Model

  • Case Management Prompt resolution of any dispute is important to both parties; and the parties agree that the arbitration of any dispute shall be conducted expeditiously. The arbitrators are instructed and directed to assume case management initiative and control over the arbitration process (including scheduling of events, pre-hearing discovery and activities, and the conduct of the hearing), in order to complete the arbitration as expeditiously as is reasonably practical for obtaining a just resolution of the dispute.

  • Disease Management If you have a chronic condition such as asthma, coronary heart disease, diabetes, congestive heart failure, and/or chronic obstructive pulmonary disease, we’re here to help. Our tools and information can help you manage your condition and improve your health. You may also be eligible to receive help through our care coordination program. This voluntary program is available at no additional cost you. To learn more about disease management, please call (▇▇▇) ▇▇▇-▇▇▇▇ or ▇-▇▇▇-▇▇▇-▇▇▇▇. Our entire contract with you consists of this agreement and our contract with your employer. Your ID card will identify you as a member when you receive the healthcare services covered under this agreement. By presenting your ID card to receive covered healthcare services, you are agreeing to abide by the rules and obligations of this agreement. Your eligibility for benefits is determined under the provisions of this agreement. Your right to appeal and take action is described in Appeals in Section 5. This agreement describes the benefits, exclusions, conditions and limitations provided under your plan. It shall be construed under and shall be governed by the applicable laws and regulations of the State of Rhode Island and federal law as amended from time to time. It replaces any agreement previously issued to you. If this agreement changes, an amendment or new agreement will be provided.

  • PERFORMANCE MANAGEMENT SYSTEM 5.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers to perform to the standards required; 5.3 The Employer must consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement; 5.6 The Employee’s assessment will be based on his performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance Plan, which are linked to the KPAs, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focus

  • Configuration Management The Contractor shall maintain a configuration management program, which shall provide for the administrative and functional systems necessary for configuration identification, control, status accounting and reporting, to ensure configuration identity with the UCEU and associated cables produced by the Contractor. The Contractor shall maintain a Contractor approved Configuration Management Plan that complies with ANSI/EIA-649 2011. Notwithstanding ANSI/EIA-649 2011, the Contractor’s configuration management program shall comply with the VLS Configuration Management Plans, TL130-AD-PLN-010-VLS, and shall comply with the following:

  • Construction Management Plan Contractor shall prepare and furnish to the Owner a thorough and complete plan for the management of the Project from issuance of the Proceed Order through the issuance of the Design Professional's Certificate of Material Completion. Such plan shall include, without limitation, an estimate of the manpower requirements for each trade and the anticipated availability of such manpower, a schedule prepared using the critical path method that will amplify and support the schedule required in Article 2.1.5 below, and the Submittal Schedule as required in Article 2.2.3. The Contractor shall include in his plan the names and resumés of the Project Superintendent, Project Manager and the person in charge of Safety.