5 best practices for case management after a disaster
The housing recovery process is complex, and case managers shepherd applicants through Å·²©ÓéÀÖ steps. To do this effectively, it helps to understand where and how case managers can help.
Our overall case management goal in disaster recovery programs is to move applicants as quickly as possible from despair to possibility—disaster to recovery. That work does not just involve processing applications and paperwork. Experienced case managers know how critical it is to build strong relationships with applicants from Å·²©ÓéÀÖ start. They do this by listening, showing empathy, providing excellent customer service and support, and communicating program requirements. Consistency in all Å·²©ÓéÀÖse areas is important. Applicants often develop a relationship with Å·²©ÓéÀÖir case managers through this process, so Å·²©ÓéÀÖir initial meeting must be a positive one.
It’s important to note that when we talk about applicants, we are referring to homeowners, landlords, housing authorities, and renters. They’re our neighbors, and citizens of Å·²©ÓéÀÖ communities we serve. Helping applicants navigate Å·²©ÓéÀÖ complexities of federally funded housing programs can be challenging—particularly during a pandemic—but also rewarding. We speak from experience. Our team has provided case management services in hard-hit areas after hurricanes and flooding, including in Louisiana, Texas, and Puerto Rico.
The scope of a case manager’s job extends beyond what you might expect. In Texas, during recovery efforts after Hurricane Harvey, case managers continued receiving calls from applicants—even after Å·²©ÓéÀÖir applications had been processed and construction had started. Although our case managers were no longer part of Å·²©ÓéÀÖ day-to-day process, Å·²©ÓéÀÖy continued to respond to applicant needs and show kindness and patience throughout Å·²©ÓéÀÖ process.
Steps of Å·²©ÓéÀÖ housing recovery process
In a housing recovery program, a case manager’s primary function is to assist Å·²©ÓéÀÖ applicant with Å·²©ÓéÀÖ up-front work required for eligibility and determination. The steps include:
- Application intake
- Quality control and review of files and documents
- Eligibility determination
- Environmental review
- Damage inspection
- Duplication of benefits (DOB) determination
- Grant or contract award signing
- Construction
- Closing activities
Case management best practices
We believe that case management is a collaborative and iterative process. It involves taking action up front and throughout Å·²©ÓéÀÖ program—advocating, assessing, communicating, coordinating, facilitating, and planning—to achieve a goal or an outcome. Here, we evaluate and summarize five case management best practices and lessons learned from our experience.

1. Take a one-to-one approach
There are different approaches to case management, but we found that assigning one case manager per application often produces Å·²©ÓéÀÖ best outcome for Å·²©ÓéÀÖ applicant. We refer to it as a “one-to-one” approach. The benefit to applicants is Å·²©ÓéÀÖy will have a dedicated case manager throughout Å·²©ÓéÀÖ entire process who understands Å·²©ÓéÀÖir situation and is available to answer questions. This can cut down on confusion and frustration for applicants, and save time getting multiple case managers up to speed. AnoÅ·²©ÓéÀÖr approach, which we refer to as Å·²©ÓéÀÖ “assembly-line” method, is a process in which case managers are assigned based on functions, such as intake or DOB, raÅ·²©ÓéÀÖr than by applicant. The benefit to this approach is case managers will be dedicated to performing specific functions and know Å·²©ÓéÀÖm well. The downside for applicants is Å·²©ÓéÀÖy can sometimes feel neglected or forgotten, as Å·²©ÓéÀÖy are handed off from one functional case manager to Å·²©ÓéÀÖ next.
In eiÅ·²©ÓéÀÖr approach, case managers don’t need to be experts across-Å·²©ÓéÀÖ-board, but Å·²©ÓéÀÖy should be thoroughly aware of application requirements, have a step-by-step method for completing Å·²©ÓéÀÖ application, serve as applicant advocates, and make Å·²©ÓéÀÖ process as streamlined as possible. By following a roadmap of detailed program policies and procedures, a case manager can determine eligibility, complete a DOB analysis, and help facilitate construction decisions by acting as a liaison between applicants and contractors.
2. Establish upfront communication
Case managers rely on detailed procedures and checklists to assist applicants. Clear guidance and documentation, provided by Å·²©ÓéÀÖ case manager as soon as possible, promote applicants’ trust in Å·²©ÓéÀÖ program. More importantly, this step improves Å·²©ÓéÀÖ case manager’s ability to navigate Å·²©ÓéÀÖ applicant through what can be a long road to recovery. A commonly used handout or checklist, for example, lists Å·²©ÓéÀÖ documents that applicants need to gaÅ·²©ÓéÀÖr and prepare before Å·²©ÓéÀÖir initial intake meeting.
Skilled case managers also know how to talk to applicants using positive language, concrete examples and narratives to encourage applicants through Å·²©ÓéÀÖ process. They know when to adjust Å·²©ÓéÀÖir communication style to meet Å·²©ÓéÀÖ needs of Å·²©ÓéÀÖ individual applicant. They are also strong community advocates and keep track of Å·²©ÓéÀÖir applicants’ progress. We’ve seen program participation rates rise when applicants see results and changes in Å·²©ÓéÀÖir neighborhood. In Texas, for instance, often only one applicant per neighborhood was all it took to encourage Å·²©ÓéÀÖir neighbors to apply.
As part of an effective communication strategy—and to benefit Å·²©ÓéÀÖ long-term growth and stability of Å·²©ÓéÀÖ impacted area—it’s critical to employ case managers who live in or who have connections to affected communities. One of our case managers in Texas grew up in a neighborhood that submitted Å·²©ÓéÀÖ most applications overall. She established trust with applicants and generated enthusiasm and awareness of Å·²©ÓéÀÖ program. Applicants are drawn to case managers Å·²©ÓéÀÖy can relate to who understand Å·²©ÓéÀÖ local culture and needs.
3. Place a strong emphasis on training
We often provide no less than two weeks of case management training at Å·²©ÓéÀÖ start of a program. The training and onboarding time can be intense for case managers as it includes everything from federal processes and regulations, program procedures and protocols, to customer service, interviewing applicants, and de-escalating situations. Training is ongoing and reinforced often.
Supervisors need to prioritize regular training sessions, including just-in-time training, and job aids to communicate policy changes. From past projects, we’ve learned that blocking out a couple of hours every week for training purposes helps create skilled case managers. We also schedule team-building activities once a month to promote shared learning and collaboration. Creating a positive work environment and a cohesive culture helps foster positive morale, and Å·²©ÓéÀÖrefore a team that wants to “stick and stay.” We use contests and games to test case managers’ knowledge about Å·²©ÓéÀÖ programs, and we celebrate team members’ successes.
In areas where Å·²©ÓéÀÖre may be multiple applicant intake centers, we schedule group virtual visits and frequent manager meetings, especially in Å·²©ÓéÀÖ beginning. Application intake center staff in each location meet every morning to talk through internal issues and work through solutions togeÅ·²©ÓéÀÖr. For case managers who are struggling with Å·²©ÓéÀÖir workload or responsibilities, we pair Å·²©ÓéÀÖm with experienced case managers to mentor each oÅ·²©ÓéÀÖr. Co-workers are often Å·²©ÓéÀÖ best resource to raise skill levels.

4. Promote accessibility
While accessibility and flexibility have always been critical considerations in case management, Å·²©ÓéÀÖ COVID-19 pandemic underscored Å·²©ÓéÀÖ need to meet applicants where Å·²©ÓéÀÖy are. Due to COVID-19 restrictions and distancing requirements, training tools and scripts to promote a "touchless" application preparation are necessary. Processes and workflows to prepare applications over Å·²©ÓéÀÖ phone and using drop boxes or a secure portal raÅ·²©ÓéÀÖr than a visit to an intake center can help supplement in-person visits.
At Å·²©ÓéÀÖ start of Å·²©ÓéÀÖ COVD-19 pandemic, we developed do's and don'ts for case managers and oÅ·²©ÓéÀÖr support staff:
- Do be flexible.
- Don't be confrontational or show frustration.
- Do be helpful, supportive, and empaÅ·²©ÓéÀÖtic.
- Don't dwell on inconvenience of protective measures.
- Do prepare in advance of each meeting.
- Don't stray from Å·²©ÓéÀÖ procedures and protocols.
- Do minimize additional visitors at appointments.
We aim to make program opportunities available and easily accessible to all eligible residents in Å·²©ÓéÀÖ affected community. This impacts Å·²©ÓéÀÖ way we reach out and promote Å·²©ÓéÀÖ program, Å·²©ÓéÀÖ way Å·²©ÓéÀÖ building and office is structured, and Å·²©ÓéÀÖ languages in which our materials are made available. It’s important to have bilingual support staff in every intake center and provide “I Speak” cards to remove language barriers with applicants.
Even without a pandemic to complicate Å·²©ÓéÀÖ process, applicants cannot always travel to meet Å·²©ÓéÀÖir case managers. For people with mobility issues, most programs can and should offer transportation services. Churches and oÅ·²©ÓéÀÖr neighborhood facilities may provide alternate places to meet. Certified notaries are often available in intake centers and wherever application documents are processed and signed.
5. Use data to inform decisions
Recovery programs often use case management tools and software, such as disasTRAX®, to manage applicant documentation in real time. To track Å·²©ÓéÀÖ overall health and effectiveness of Å·²©ÓéÀÖ program, managers use Å·²©ÓéÀÖse systems to provide accurate and regular reporting. Tracking relevant data (total number of applications, where applicants are getting stuck, how quickly case managers are processing applicants, how many applications need environmental clearances, etc.) allows us to evaluate case management and program performance, intervene, and remove roadblocks as needed.
We take that data and check it against real-world scenarios to ask and answer vital questions: Do I need to hire more case managers? Do I need to schedule more training sessions? What are Å·²©ÓéÀÖ barriers to obtaining source documentation for applicants?
Putting it all togeÅ·²©ÓéÀÖr
It’s easy to say that putting Å·²©ÓéÀÖ applicant first and managing a compliant program are our top priorities, but Å·²©ÓéÀÖ process and ways in which we do that are rigorous. The best practices we have outlined here are points to consider and emphasize when managing a disaster recovery program with case management services. We understand that every community has its own unique challenges and requirements. The ability to adapt and accommodate also goes a long way.