Tips and Tools for Developing Work Incentive Plans (WIPs)

Learning Objectives Upon completion of this training, participants will: Describe what a WIP is, what areas should be addressed by a WIP, and how a WIP differs from a BS&A. Identify the types of beneficiaries for whom WIP development is appropriate. Develop individualized action steps for WIPA participants that are measurable and meaningful with appropriate time frames for task completion. Describe when and how to review and update a WIP. 2

What is a WIP? The WIP details specific action steps that will be taken based upon the findings of the BS&A. The BS&A analyzes the effect of employment on benefits, presents available options and identifies areas where action is needed or recommended. The WIP actually describes the course of action – what action steps will be completed, by whom, and by what target date. The WIP extracts the recommendations provided in the BS&A and becomes the “to-do” list for the beneficiary, the CWIC, and other employment support team members. 3

For whom should a WIP be developed? A WIP should be developed for any beneficiary who has a completed BS&A AND who has tasks which need to be performed related to benefits and employment. If NO tasks need to be performed, no WIP needs to be developed. 4

WIPs and WIPA Performance Benchmarks The new WIPA service model challenges CWICs to focus more of their efforts on high priority beneficiaries who require individualized services and ongoing follow-up. Beneficiaries who require ongoing services over time would benefit most from WIP development. Under the current WIPA benchmarks, Social Security expects that 50% of the beneficiaries enrolled in WIPA services would have a completed WIP. 5

What areas should a WIP address? Accessing employment services and supports; Resolving existing benefit problems; Managing SSA benefits and work incentives; Managing Federal, State or local benefit programs ; and Planning for future healthcare needs. 6

Writing Measurable Action Steps Remember the acronym – SMART! Specific Measurable Action-Oriented Realistic Time and Resource Constrained 7

Tips for Writing Functional Action Steps Keep them short and concise. Steps should provide enough direction to beneficiaries (or other parties) so they know what is expected – it should be clear to everyone when the action step has been completed. Break tasks down into manageable segments, but not so many tiny incremental steps that the plan is unnecessarily long. 8

More Tips Make sure you have captured everything that requires action from the BS&A. If many tasks need to be done, focus on the most urgent ones first. If no action is required in a given section indicate “not applicable.” Be logical in how you sort action steps into sections of the plan and only list each action step ONCE. 9

Writing Specific and Measurable Action Steps Poor Examples Develop PASS. Think about transportation options. Report wages. Get SSA to reduce in-kind support and maintenance. Consider health insurance with employer. Request IRWEs. Good Examples Research costs for identified PASS expenditures. Retain pay documentation each pay period and submit to SSA in the 9th month of the TWP. Contact HR dept. to get summary of health benefits and costs and send to CWIC. 10

Who should be included in completing action steps? The beneficiary and the CWIC would typically be responsible for most of the action steps contained in the WIP. Make sure you are supporting the beneficiary to be as independent as possible. Don’t do things for someone when they can be taught to do it themselves. Include other members of the beneficiary’s employment support team as needed, but not without their knowledge and approval. 11

How far into the future should action steps go? Projecting too far into the future may overwhelm the beneficiary. Include action steps that need to be completed within the coming 3-6 months. Revise the WIP as action steps are completed and new ones are identified. 12

Accessing Employment Services and Supports Common need/issue: Exploring employment services to meet specific needs. “Attend Vocational Rehabilitation Orientation”. “Contact five ENs to determine if any meet your needs”. Common need/issue: Addressing issues with employment service providers. “Contact Client Assistance Program to clarify your rights with VR services”. 13

Resolving Existing Benefit Problems Common need/issue: Correct/change beneficiary’s status with Social Security/ “Provide results of eye examination to Social Security and request medical CDR to establish blindness as disability of record.” “Spend excess resources and take receipts and current bank statement to Social Security to document that resources are under the limit.” “Create a written room/board agreement and go to Social Security with proof that you are making monthly payments.” 14

Managing Social Security Benefits and Work Incentives Common need/issue: Reporting earnings. “Complete notice of change in earnings form and mail to Social Security”. “Meet with CWIC to complete Work Activity Report (SSA-821)”. Common need/issue: Implementing or maintaining work incentive. “Create folder to maintain IRWE receipts, paystubs, and Social Security letters”. “Submit receipts for BWEs to Social Security”. 15

Managing Other Federal, State or Local Benefits Common need/issue: Reporting earnings to benefit programs. “Contact housing case worker to report start of employment”. “Submit wage documentation to SNAP eligibility worker on a monthly basis”. Common need/issue: Applying for benefit. “Complete and submit online application for SNAP”. “Contact Public Housing Authority and make an appointment to apply for subsidized housing”. 16

Planning for Future Healthcare Needs Common need/issue: Enroll in healthcare program. “Go to Social Security to complete forms to decline enrollment in Medicare Part B”. “Enroll in employer health insurance”. “Notify Medicaid eligibility case worker of enrollment in employer health insurance”. “Apply for Medicare Savings Program at Medicaid office”. 17

The Follow-Up Contact Plan This section should describe the schedule of contact you have planned for the duration of the WIP. The contact plan should indicate if regular weekly or monthly contacts will be initiated by the CWIC around certain issues. If the CWIC expects the beneficiary to initiate contact at certain points in time, those points must be identified. If the CWIC will make proactive contact with the beneficiary at critical touch-points, those should be identified. 18

Follow-Up Contact Step Examples CWIC initiates contact: CWIC will contact beneficiary in 9 months to check on TWP usage. CWIC will contact beneficiary on a monthly basis to check on wages earned and IRWEs incurred. CWIC will call beneficiary monthly to check on PASS progress. Beneficiary initiates contact: Contact CWIC when education program ends and job search begins. Meet with CWIC on a weekly basis to review progress on PASS development. Call CWIC when approved for Medicaid waiver services. 19

Reviewing the WIP CWICs should develop WIPs collaboratively with beneficiaries. Action steps should be discussed with the beneficiary and agreed upon before inclusion in the WIP. The beneficiary isn’t required to sign the WIP, but the CWIC must indicate that the plan has been reviewed and approved. 20

Updating the WIP Review progress made on action steps at least monthly. Revise the plan when all (or most) steps are completed to include new action steps. Some beneficiaries may need to have their plans updated frequently, while others will not. WIP development ends when no additional action steps are identified. 21

Final Words WIPs are a valuable organizational tool that provides structure and accountability to the provision of work incentives planning and assistance services. WIPs should NOT take a long time to develop as long as a comprehensive BS&A report has been written. A well developed and managed WIP should save time in the long run. 22