CODAC Management Manual

o Requests must be approved by Supervisor • Professional Training and Development leave may be approved by direct supervisor for the following: o To seminars, workshops, webinars, conventions as well as internship, externship and/or practicum hours. o Relias web-based training o In-service training (i.e., medical integration training) • Professional training and development leave may not be used for the following: o Clinical Supervision o Staff meetings o Member Staffings Link to: Professional Leave Policy Link to: Supervisor Protocol for Direct Report metrics Expectations MANAGING CASELOADS “This brief description is intended for Dedicated Recovery Coaches, Recovery Coaches, and Peer Support Specialists and not intended to be comprehensive, but an attempt to highlight some primary areas of focus for a director, supervisor or other designee.” Recovery Coach (RC) and Peer Support Specialist (PSS) positions are typically entry level positions. That said, due to varying degrees of integrated health related experience each may require an ongoing, individualized training, consultation and supervision plan. More specifically, RC’s and PSS’s are required to complete many duties including, but not limited to, managing a member caseload. In fact, their respective caseload sizes can depend on multiple factors (i.e., member acuity, staffing patterns, etc.), they are responsible for updating paperwork (i.e., annual comprehensive assessment updates, individualized service plans, crisis safety plans, behavioral health screenings, etc.), and tracking member progress in treatment, making within agency referrals, attending/facilitating Adult Recovery Team (ART) meetings, providing crisis interventions/resources, completing monthly outreach/wellness calls, attend multiple trainings, recovery/wellness group facilitation, coordinating with the jail and other community stakeholders/agencies, and working with members on a regular basis to achieve integrated health goals. RC’s and PSS’s alike will need many opportunities to review assigned cases. Review and staffing can be completed individually, within a group/team setting and even during the inter-disciplinary team (IDT) meeting. Yet, on any given workday staff may encounter a member in crisis and will require an impromptu meeting to discuss case recommendations. As a result, staff will need to have access to a site director, supervisor or other designee for support, guidance, and direction. Then, our staff are expected to clearly document these conversations and recommendations within the member’s NextGen chart. As with any caseload, there will be encounters with high acuity/need members due to various reasons including, but not limited to, medical and/or psychiatric hospitalization(s), re-admission(s) or other significant event (i.e., police contact, arrest, jail presentation, admit to a detoxification facility, crisis mobile team visit, etc.). Consequently, high acuity/need members tend to receive a significant amount staff time and attention immediately following the acute event and at other sometimes for extended period following the significant event. While it is important to continually assess and support high acuity/need members during a crisis and for post-crisis stabilization, it is also important to maintain consistent contact with low and moderate acuity/need

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