M28C.VI.A.2 M28C.VI.A.2 Case Management For Employment Services

a. General Information

(Change Date August 1, 2012)

A claimant must first be declared “job ready” before a case manager provides him or her with employment services or post-employment services. Job ready refers to a claimant’s ability to obtain and/or maintain suitable employment after receiving the services necessary to become suitably employable, as outlined in his or her rehabilitation plan.

A claimant with a disability who is job ready should meet the same expectations as any applicant for employment who does not have a disability. In general, an employer’s expectations for an applicant include the following:

Demonstrates proper workplace decorum.

Works effectively and efficiently with others.

Understands the requirements of the job.

Acts responsibly and performs job duties with dignity.

Possesses the skills and knowledge required to perform the duties of the job.

b. Required Job-Seeking Skills

(Change Date March 31, 2014)

The Vocational Rehabilitation Counselor (VRC) must assess the claimant’s job-seeking skills before declaring the claimant to be job ready. This includes ensuring that the claimant possesses adequate job-seeking skills needed to begin his or her job search. If it is determined the claimant needs job-seeking skills training, these services must be included in combined IWRP/IEAP or IEAP. These services may be provided by any of the following:

• VRC
• Vocational Rehabilitation Specialist (VRS)
• Employment Coordinator (EC)
• Community agency
• Private contractor
• Job-seeking skills and other factors needed to begin a job search include, but are not limited to the following:
• Creating a comprehensive resume and cover letter
• Utilizing the Internet to search and apply for jobs
• Networking with others
• Utilizing local labor market information to identify growing occupational fields
• Preparing for and participating in interviews
• Negotiating salary requirements
• Following up after an interview

c. Requirements for Job Ready Declaration

(Change Date March 31, 2014)

A VRC must make the job ready determination. The determination must include the following verifications:

Documentation, such as a diploma/certification, official or unofficial transcript of records that demonstrates the claimant has completed the education or other training outlined in his or her Individualized Written Rehabilitation Plan (IWRP).

Completion of any required certification or license.

Documentation that any barriers, such as disability conditions, family situations, etc., that may prevent the claimant from obtaining or maintaining suitable employment have been addressed.

A statement that the claimant possesses of job-seeking skills, or a plan is in place to address this need.

A combined Individual Written Rehabilitation Plan (IWRP) and Individual Employment Assistance Plan (IEAP) or an IEAP has been completed.

Documented contact that clearly demonstrates that the VRC has established communication with the claimant to validate the findings of the job ready declaration.

Refer to M28C.IV.C.7, Employment Plans, for additional information on developing a combined IWRP/IEAP or IEAP.

If a VRC determines that the claimant is not currently job ready, the VRC must work with the claimant to determine the services he or she needs to become ready to obtain or maintain suitable employment. Once the services are identified, the VRC must modify the claimant’s IWRP to include the additional services to be provided. Refer to M28C.IV.C.2 for plan redevelopment.

d. Documentation for Job Ready Declaration

(Change Date March 31, 2014)

The VRC must accurately and clearly justify and document the declaration of the claimant’s job readiness in an electronic case note. The narrative must clearly demonstrate that all impediments in the claimant’s ability to obtain or maintain suitable employment have been identified and solutions have been addressed.

e. Effective Date for Opening Job Ready Status

(Change Date August 1, 2012)

The effective date for declaring a claimant job ready is the date the documentation for the declaration is completed. A claimant must not be declared job ready on the sole basis that the claimant obtained suitable employment. The case manager must determine the claimant meets relevant job ready criteria as outlined in M28C.VI.A.2.01.c

The effective date for placing the case in Job Ready (JR) status is the same date as the declaration of the claimant’s job readiness.

f. No Retroactive Declaration of Job Readiness

(Change Date August 1, 2012)

A VRC cannot make a retroactive declaration of a claimant’s job readiness. This will include, for example:

• Instances in which a claimant completed the objectives of his or her IWRP but cannot be located; or
• Does not respond to motivational contacts; or

Has obtained suitable employment and resumes contact with his or her case manager.

Determination for job readiness must begin at the time the VRC re-establishes contact with the claimant and has completed the requirements for declaration of job readiness as outlined in M28C.VI.A.2.01.c . This contact must be clearly documented in an electronic case note.

2.02 Case Management for Employment Services

a. Monitoring Claimant’s Progress

(Change Date August 1, 2012)

The case manager must monitor the claimant’s participation in employment services within 30 days after the claimant is declared job-ready and at least monthly as outlined in M28C.V.A.2 Case Management Assistance. Monitoring may include a face-to-face or Tele-counseling meeting with the claimant. If contact cannot be made via these methods, the case manager may also contact via telephone or email.

Services must be adapted according to the claimant’s needs and must be immediately provided to assist in the claimant’s ability to obtain and maintain employment, as outlined in M28C.V.A.2 for Level 3 for Employment services.

All contacts or meetings with the claimant must be clearly documented in an electronic case note and should include the following topics for discussion:

• Is the claimant following the employment-seeking actions outlined in the IEAP?
• Is the claimant receiving the appropriate level of assistance or is more assistance needed?

Do circumstances require modification of the IEAP, including changes in services or service providers? If the plan requires modification, the case manager must redevelop the IEAP with the claimant using a comprehensive evaluation. Refer to M28C.IV.C.2 for plan redevelopment.

Is the claimant employed? If so, does the job meet his or her needs?

b. Advocacy

(Change Date August 1, 2012)

In accordance with 38 CFR 21.252(c), the case manager must ensure that claimants receiving Chapter 31 employment services from all applicable provisions of the laws and regulations providing for special consideration, emphasis, or preference in placement or training. To advocate for the claimant, the case manager must perform, but are not limited to, the following activities:

Encourage prospective employers to recognize that claimants with disabilities are excellent workers and hiring claimants with disabilities is consistent with good business practices.

Create a more favorable climate for job-seeking claimants with disabilities through public awareness programs to educate employers on the advantages of hiring claimants with disabilities using outreach programs.

Work closely with hiring managers to identify and develop job modifications to accommodate claimants with disabilities.

Provide technical assistance for the modification of jobs, facilities, and equipment when assistance is necessary for a claimant to obtain and maintain suitable employment.

Provide post-placement assistance to claimants to assist in job orientation, how to address unexpected problems, and provide other services to ensure a suitable adjustment to employment.

Assist the claimant with filing a complaint if the claimant believes the employer has discriminated against him or her or has not carried out affirmative action obligations.

2.03 Job Placement

a. Direct Placement Service

(Change Date March 31, 2014)

Direct placement requires the case manager’s active involvement and personal intervention with an employer on behalf of the claimant. Direct job placement occurs within a network that involves employers, employees, and service providers. Direct placement entails the following activities:

Matching the claimant’s needs, abilities, and aspirations to the demands, salary expectations, and other characteristics of a specific employment objective.

Communicating the agreed upon employment objective to the claimant and employer to ensure a successful job interview for both parties.

Successful placements are mutually beneficial to the employer, claimant, and Department of Veterans Affairs (VA). The roles of each party and services involved in the direct job placement process are discussed below.

b. Roles and Responsibilities

1. Case Managers

(Change Date August 1, 2012)

Employers are concerned about timeliness and cost in filling job vacancies and the productivity of newly hired employees. When collaborating with employers, the case manager is regarded as the service provider. The case manager functions as a salesperson in a consumer-oriented market.

Successful placement of claimants creates goodwill with employers and often results in long-lasting working relationships that aid in future placements. Therefore, the case manager should consider the employers’ time constraints and staffing needs. This means that the case manager refers only qualified and carefully matched applicants.

2. Claimants

(Change Date August 1, 2012)

The claimant’s main role and responsibility in the placement process is to be willing participant who is actively engaged in the process. The primary considerations in determining whether a claimant is a qualified candidate for a specific job are experience, credentials and academic or vocational training. As such, the claimant must be willing to work with the case manager to ensure he or she is a good candidate for a specific position. Other evaluations and supportive services may be necessary to ensure that the claimant is job ready. For example, interpersonal and readjustment issues must require resolution before a claimant is ready to seek employment. The claimant is expected to work with the case manager to resolve any identified issues.

3. Service Providers

(Change Date March 31, 2014)

A case manager may utilize services available from various service providers to increase the claimant’s marketability, connect with potential employers, and address any employer issues. These sources can provide a variety of services to ensure a successful placement. Services may include, but are not limited to, the following, if required:

• Job analyses; modifications to the job; job accommodations; and post-placement services to ensure a successful placement
• Job seeking skills training

Information on special hiring programs, such as noncompetitive placement in a public sector agency and nonpaid work experience. Refer to M28C.VI.A.3 for more information on these programs, as well as other special hiring authorities.

c. Job Applications/Interview Referrals

(Change Date August 1, 2012)

A referral to a job interview is a disservice to both the claimant and potential employer if the claimant is not job ready. The claimant’s future employability may be impaired and the service provider’s credibility with the employer may be damaged if a referral for a job interview is made prematurely.

The case manager can provide a variety of services to ensure that the claimant is ready to proceed to the interview phase of the job search process prior to the referral for a job interview. Examples of these services include, but are not limited to:

• Mock interviewing sessions
• Informational interviewing
• Training in successful interviewing techniques

d. Job Development

(Change Date August 1, 2012)

Job development can be a difficult and demanding activity. The case manager may need to coordinate with a variety of service providers to accomplish aspects of job development including. Examples of service providers include, but are not limited to:

Public sector agencies, such as local, state and federal government agencies.

The Department of Labor, Veterans’ Employment and Training Service (DOL/VETS) program provides employment and training services to eligible claimants at the state level through two principle programs:

Disabled Veterans’ Outreach Program (DVOP) specialists provide outreach and aids Veterans with disabilities and other Veterans by promoting community and employer support for employment and training opportunities.

Local Veterans’ Employment Representatives (LVERs) provide employment assistance to claimants, including processing complaints regarding the observance of Veterans’ preference and identify employment opportunities for Veterans. LVERs also provide outreach and engagement with local businesses and advocates for the hiring of Veterans in the local labor market.

Not-for-profit organizations, such as public post-secondary schools, vocational schools, colleges, and universities provide career services to assist students with job placement. On-campus recruiting, and job fairs are common practice in these settings, providing excellent opportunities for job development.

For-profit entities, such as employment agencies. Employment agencies serve both large and small organizations across all industry sectors, thus providing opportunities for job development in a variety of occupational settings.

2.04 Job Analysis

a. General Information

(Change Date August 1, 2012)

Job analysis is an essential aspect of direct placement. The analysis is based on the specific duties and actions to complete those duties of a job. Job analysis is particularly useful when dealing with small businesses, as many of the jobs in this setting have a variety of ancillary duties.

b. Methodology

(Change Date August 1, 2012)

To complete a job analysis, a case manager may need to conduct an on-site analysis of a prospective job when precise information about job task requirements and the work environment are not known. A job analysis should identify the following factors of a job:

• Key Tasks and Responsibilities
• Required Problem-Solving and Decision-Making Skills
• Management Responsibilities
• Contact with Others
• Job Complexity
• Work Environment
• Physical and Cognitive Demands
• Education, Experience, License, and/or Certification Requirements

c. Job Profile

(Change Date August 1, 2012)

A case manager may utilize the Occupational Outlook Handbook (OOH) to identify the profiles associated with the occupation, to include:

• Training and Education Requirements
• Earnings
• Working Conditions
• Expected Job Growth/Decline Rate
• Physical Demands
• Essential Job Duties

This information, coupled with an understanding of the claimant’s strengths and weaknesses, will increase the likelihood of a successful placement.

Additional information on occupations can be found at O*NET Online.

2.05 Reasonable Accommodations and Workplace Modifications

a. Reasonable Accommodations and Workplace Modifications

(Change Date October 1, 2020)

Reasonable accommodations and workplace modifications provide the same stability to employees with disabilities, allowing the opportunity to capitalize on their strengths and independence. The case manager must assist the claimant in identifying and requesting these services from the employer. Some examples of reasonable accommodations and workplace modifications include but are not limited to:

• Making existing facilities readily accessible and usable
• Restructuring a job
• Modifying work schedules
• Acquiring and modifying equipment

The case manager may complete a job analysis to assist in determining the necessary accommodations and workplace modifications. The job analysis could also be referred to a contractor. Refer to M28C.V.B.3 for Contracting Activities and Guidance for the Reasonable Accommodations and Undue Hardship Under the American with Disabilities Act.

b. Resources

(Change Date October 1, 2020)

Job Accommodation Network (JAN) is a comprehensive job accommodation resource for individuals, employers and professionals. The website provides information and resources for employers, individuals, and others seeking information on accommodations.

The Office of Personnel Management (OPM) provides additional resources relating to reasonable accommodations, assistive technology, and accessibility.

c. Americans with Disabilities Act

(Change Date October 1, 2020)

The Americans with Disabilities Act (ADA) requires reasonable accommodations as they relate to the three aspects of employment:

Ensure equal opportunity in the application process.

Enable a qualified individual with a disability to perform the essential functions of a job.

Make it possible for an employee with a disability to enjoy equal benefits and privileges of employment.

The ADA requires employers with 15 or more employees to provide qualified individuals with disabilities an equal opportunity to benefit from the full range of employment-related opportunities available to others. For example, it prohibits discrimination in recruitment, hiring, promotions, training, pay, social activities, and other privileges of employment. It restricts questions that can be asked about an applicant’s disability before a job offer is made and it requires that employers make reasonable accommodation to the limitations of otherwise qualified individuals with disabilities.

2.06 Contracting for Employment Services

a. Areas Appropriate for Contract Services

(Change Date August 1, 2012)

Provision of effective employment services is generally a labor-intensive activity requiring specialized skills. The case manager and the claimant must identify the specialized employment services needed, such as:

• Resume preparation
• Interviewing techniques
• Marketing, such as conducting informational interviews with employers
• Networking
• Job search techniques
• Once the case manager and the claimant have identified the services, three factors affect the decision whether or not to contract for these services:
• Does VR&E have the resources to provide the services directly?
• Is the impact of the claimant’s disability such that specialized placement assistance would be beneficial?
• Are there available resources, including public and private agencies, that can provide adequate assistance on a no-charge basis?

b. Selection of Service Providers

(Change Date August 1, 2012)

Contracts are awarded at a national level. To develop local contracts, authority from VR&E Service is required prior to the procurement of services. VR&E Service may contract with for-profit entities if VR&E determines comparable services from non-profit or public-sector agencies are not available in the claimant’s community, but services by for-profit agencies are available locally. Examples include:

The claimant needs highly individualized services which are not available from public-sector or not-for-profit agencies.

Receiving the services from a public-sector or not-for-profit agency would constitute a hardship for the claimant.

The VA cannot obtain comparable services cost-effectively from other sources, such as public-sector or not-for-profit agencies.

Refer to M28C.V.B.3 for additional information on Contracting Activities.

c. Monitoring Contractual Services

(Change Date August 1, 2012)

When using contractual services, the case manager is accountable for ensuring the claimant receives the contracted services. The case maanger is also responsible for the provision of employment services to ensure that the claimant’s progress is monitored regularly and that services are provided appropriately and in a timely manner.

In addition, the case manager must address all employment needs that the VA contractor identifies and must coordinate the necessary services, to include amending the IEAP if necessary.

2.07 Job Fair Tool Kit

a. Procedures

(Change Date June 15, 2012)

When attending job fairs and other outreach events, the EC should determine if other VA business lines are participating in the event so that timely referrals can be made for participants who have specific VA questions not related to VR&E services. The EC should determine the location of VA HR staff so that participants interested in VA career opportunities can be directed appropriately. If VA HR is not present at the event, the EC should assist participants in accessing the “VA for Vets” website, www.vaforvets.va.gov, or USAJOBS website, www.usajobs.gov, to search for VA or other federal government career opportunities.

Additional tips for maximizing effectiveness at outreach events are listed below.

1. Ensure there is appropriate representation for the event.

(Change Date To Be Determined)

Have at least two VA staff (EC, VRC, or VRS, if available) attend to interact and engage with Service member and Veteran participants.

Be outgoing, assertive, upbeat, and positive.

If physically able, stand at the table.

Greet participants with a firm handshake.

Engage participants in conversation as they approach your location, even if it appears the participant does not plan to stop.

2. Make your booth interesting and attractive.

(Change Date To Be Determined)

Display the VR&E banner, tablecloth, or other signature if available.

Display the VR&E Orientation DVD throughout the job fair, if a laptop or monitor is available.

Keep business cards on the table so participants can stay engaged after the event.

3. Supply your table with VR&E forms and materials.

(Change Date April 23, 2021)

Bring an ample supply of VR&E application forms and other VA materials, such as Veterans Opportunity to Work (VOW) to Hire Heroes Act Fact Sheets, VA for Vets, etc.

Provide leaflets or brochures about VR&E and other VA services.

Prepare to take two or three laptops to help participants register on va.gov.

4. Attend to Veterans, Service members, and employers at the event.

(Change Date April 23, 2021)

Assist participants with va.gov registration.

If the event is a job fair, review resumes and provide guidance on career opportunities in VA or other federal agencies, and careers currently available on https://www.va.gov/careers-employment/

Ask Veterans to elaborate on their experience and qualifications, if necessary.

Network with businesses and employers.

Particular attention should be given to participants with skills that match the requirements of employers partnering with VR&E Service to employ Chapter 31 claimants.

5. After the event:

(Change Date April 23, 2021)

Follow-up with all Veterans and Service members who meet employment requirements of employee partners or provide further assistance in accessing va.gov.

Follow-up with businesses and employers you met during the event that expressed interests in partnering with VR&E Service to employ Chapter 31 claimants.

Complete evaluation forms provided by event hosts, indicating your level of satisfaction on the quality, conduct, and effectiveness of the event.

Complete Job Fair After Action Report.

b. Resources

(Change Date April 23, 2021)

The websites listed below are resources which can be copied and shared with Service members, Veterans, spouses, and employers.

The va.gov website is a centralized location for Service members, Veterans, and their families to research and apply for VA benefits, access official military personnel documents, view the status of their disability compensation claim, transfer entitlement of Post-9/11 GI Bill to eligible dependents (Service members only), and register for and update direct deposit information for certain benefits.

The USAJOBS website is a centralized location to research, build, and store resumes to apply for employment at various federal agencies.

The VACareers website is a centralized location to research and apply for employment within the VA.

The VAforVets website offers career-search tools and coaching for Veterans seeking employment at the VA, career development.

2.08 Post-Employment Services

a. Purpose

(Change Date August 1, 2012)

Post-placement services are provided to ensure that the claimant is able to maintain suitable employment. Suitability of employment means that the claimant's employment is compatible with his or her disability condition(s), requires reasonably developed skills, and is consistent with his or her interests, aptitudes, and abilities.

b. Maintaining Suitable Employment

(Change Date September 09, 2022)

When a claimant obtains employment, the case manager must obtain the necessary information that includes but is not limited to the following:

• Date of employment
• Name and contact information of employer
• Job title
• Essential duties or position description
• Monthly salary
• Type of employment (full-time, part-time, permanent, temporary, etc.)
• Employment benefits (health, vacation, etc.)
• How VR&E services contributed to the claimant obtaining suitable employment

The case manager may obtain the employment information from the claimant through direct communication by email, letter, or telephone or from a third-party as well. The third-party may be a Disabled Veterans Outreach Program (DVOP) specialist, Local Veterans' Employment Representative (LVER), or a school employment coordinator.

The date of employment is the effective start date for the position. If there is a gap between the hire date and the start date, the case manager must continue regular monthly contact with the claimant in Job Ready Status and provide payments of EAA where appropriate. However, the follow-up period for post-placement services begins from the date the case manager has verified that the claimant has started his or her employment. Refer to M28C.V.A.6 for additional guidance.

The case manager must document contact with the claimant, obtain all his or her employment information, and document the justification why the claimant's employment is suitable and how VR&E services contributed as outlined in M28C.V.A.6 in an electronic case note. Documentation must be filed appropriately in the claimant's VR&E record.

c. Services

(Change Date August 1, 2012)

The case manager will provide post-employment assistant to a claimant who has completed the vocational objectives outlined on his or her rehabilitation plan and how has obtained suitable employment. Services that may be authorized during this period may include but are not limited to the following:

1. Counseling

(Change Date August 1, 2012)

The first few months is the critical period for a claimant starting a new position. Within this period a new employee is expected to:

Become reasonably skilled in performing the work requirements.

Effectively relate to supervisors and coworkers.

Gain experience in the work environment.

Counseling must be provided to the claimant to ensure that he or she is able to maintain employment. This is also useful in identifying and addressing potential problems such as time management, task management, following directions, job modifications, or conflicts with coworkers, management, and/or customers. Some key factors that may also affect satisfactory work adjustment and therefore need to be addressed may include:

• Transportation
• Child and family care
• Personal budgeting and financial management
• Use of leisure time
• Family and marital relationships

2. Reasonable Accommodations and Workplace Accommodations

(Change Date August 1, 2012)

Reasonable Accommodations and Workplace Accommodations provides a claimant with disabilities with the necessary work conditions and tools to perform his or her job duties. Generally, a reasonable accommodation may be identified while the claimant is still participating in his or her training program. However, the need may not become evident until after the claimant has begun working. In this instance, necessary modification or reasonable accommodation must be addressed as soon as possible. Refer to section 2.05 of this chapter for more information.

3. Payment of Employment Adjustment Allowance

(Change Date July 2, 2014)

A claimant who has completed a period of services while in Rehabilitation to the Point of Employability (RTE) status, has been declared job ready, and is actively participating in employment services, may be provided an Employment Adjustment Allowance (EAA) payment. Refer to M28C.V.B.9 for more information on EAA payments.

d. Follow- Up Activities

(Change Date August 1, 2012)

The case manager must follow up with the claimant at least monthly during the post-employment phase. The follow-up contacts may also be provided by a DVOP specialist or contractor, under the supervision of the case manager. This monthly follow-up is intended to monitor the claimant's progress in his or her job and to determine if further services are needed to ensure the claimant's successful adjustment to his or her new employment position. These follow-up activities may be extended beyond the required 60-day period until the claimant is declared rehabilitated.

1. Required Monthly Follow- Up

(Change Date August 1, 2012)

The case manager must monitor the claimant's employment progress through a monthly contact for a minimum of 60 days from the day the claimant began his or her employment.

If the claimant obtains suitable employment prior to the completion of his or her training program, the monthly contact will begin after the claimant has completed his or her training objective, has been declared job ready, and a combined IWRP/IEAP or IEAP has been developed.

If the claimant obtains suitable employment and the case manager discovers the employment at a later date, the monthly contact will begin after the date of the discovery of the claimant's employment.

The follow-up activities must address but are not limited to the following:

• Is the claimant adjusting well to the work environment?
• Is the claimant able to perform his or her work duties without difficulties?
• Is the claimant able to maintain satisfactory relationships with his or her co-workers, supervisors, customers, etc.?
• Is there any impediment that may prevent the claimant from maintaining employment?

2. Extended Follow-Up

(Change Date August 1, 2012)

Provision of the minimum 60-day post-placement follow-up does not necessarily indicate that the claimant has satisfactorily adjusted to his or her employment. Some claimants may need continued monitoring of their employment progress beyond this 60-day period, to ensure their successful adjustment.

Additionally, a claimant may need services beyond those identified in his or her current employment plan. In this instance, the case manager must ensure the combined IWRP/IEAP or IEAP is updated to reflect the additional services. As necessary, the period of services outlined in the plan must also be extended to ensure validity of the services. However, the case manager should ensure that the employment services do not exceed the regulatory limit of 18 months.

3. Required Extended Follow-Up for Specific Employment

(Change Date August 1, 2012)

The case manager must ensure that an extended follow-up is provided for Veterans participating in the following employment services:

• (a) Self-Employment

(Change Date March 31, 2014)

A minimum of one year extended follow-up must be provided while the case is in Job Ready (JR) status for self-employment cases.

(b) Temporary Employment

(Change Date March 31, 2014)

For temporary employment, a minimum of one year extended follow up must be provided while the case is in JR status. If a claimant's employment is converted to a permanent status during the one-year follow up period required for temporary employment, the case manager must ensure and verify that there are no impediments to the claimant's ability to maintain employment and that the position is suitable. The claimant must maintain permanent employment for at least 60 continuous days, from the date the temporary employment is converted to permanent status, before the case manager can declare him or her rehabilitated.

e. Documentation of Follow-Up Activities

(Change Date June 11, 2020)

Follow-up activities include face-to-face meetings or communications with the claimant via telephone, email, Electronic Virtual Assistant (e-VA), or other written correspondence.

The case manager must ensure that all follow-up activities and contacts made with the claimant and/or a third party are documented in an electronic case note. Email communications between the claimant and the case manager must be uploaded to VBMS or copy and pasted into the claimant's VR&E record. To capture an email message in a CWINRS note, cut and paste the information, making sure to include the "header" of the email, which captures the "envelope" information such as sender's name and email address and date the email was sent. Email messages that are copied into CWINRS notes do not need to be printed.

The documentation should clearly demonstrate that the claimant is adjusting to his/her employment and should outline all services provided to resolve issues encountered.