Ogl 554 final

Case Manager Development Program

Monica Simons

OGL 554 Learning and Development in Organizations

Dr. Marie Wallace June 21, 2025

Overview and

Organizational

Goals

2

Employee orientation 7/29/20XX

Bay Area Community Services (BACS)

Is committed to building strong, inclusive communities where everyone can thrive.

Collaborates with the community to ensure youth, young adults, and families have access to essential services.

Provides:

• Mental health services

• Grief counseling

• Individual and family counseling

• Case management

• Rapid rehousing

• Emergency shelter

• Transitional housing

• Operates across two counties, serving over 5,000 clients annually

Values 3

Employee orientation

• Belonging

• Collaboration

• Compassion

• Impact

• Integrity

• Learning

• Perseverance

Needs Assessment 4

Employee orientation 7/29/20XX

Needs Assessment Element Description

Objective Ensure training design meets case managers' and

clients' specific requirements

Assessment Focus Identify gaps between current skills and required

competencies

Data Source Use existing BACS client demographic data

Assessment Methodology Select impactful methods based on client data

analysis

Client Understanding Analyze characteristics and requirements of the

populations served

Training Alignment Goal Design training that reflects and supports client

population needs

Rationale

5

Employee orientation 7/29/20XX

The training module will be redesigned in response to

survey results and evolving contractor needs.

Redesigned training will prepare case managers with

the tools and support to excel in their roles.

Training will cater to diverse learning styles, skill levels,

and include peer-to-peer engagement.

It will be integrated with new hire orientation,

streamlining introductory content.

Program and organizational overviews will shift to

orientation, saving time during case management

training.

More time will be allocated for on-the-job training after

the core module is completed.

Training Structure 6

Employee orientation 7/29/20XX

Three-Phase Structure:

Phase 1: Training

Phase 2: Learning

Events

Phase 3: Post-Training

Duration: Total of 2

weeks

1–2-hour sessions per

training topic

Phase One: Pre-Training 7

Employee orientation 7/29/20XX

•Analyze survey results from previous training participants to identify existing skill gaps.

•Gather input from current staff on desired learning areas and skill development needs.

Needs Assessment

•Align goals with contract deliverables and program- specific performance metrics.

•Tailor training content based on participants’ prior knowledge and survey feedback.

Learning Objectives

8

Course Curriculum Phase Two

9

Employee orientation 7/29/20XX

Component One: The new hire orientation will consist of

four sessions:

Who's who in the organization

Program overview

Performance Quality Improvement (PQI) and Metrics

Importance of data entry in documentation

10Course Curriculum

Phase Two

 Component Two:

 The case manager development module will consist of five sessions:

1. Case Management Basics

2. Effective client engagement

3. Trauma-informed care

4. Overview of community resources

5. Preventing compassion fatigue

Structure and Outline

•Cohort-Based Delivery:

•Participants progress through the program together

•Purposeful Design:

•Each phase builds on the previous

•Aligns with agency goals for continuity and

effectiveness

•Learning Outcome:

•Promotes knowledge retention, practical application,

and sustained impact

11

Course Objectives 12

Employee orientation 7/29/20XX

Learning Level Focus Area Objective

1. Remembering (Basic Knowledge) Retention & Recall Case managers will retain and recall training

information and share it with peers.

2. Understanding (Comprehension) Conceptual Clarity

Trainees will explain and interpret case management

concepts through active discussion and demonstrated

understanding.

3. Applying (Practical Implementation) Skill Application

Trainees, with trainer guidance, will practice using their

knowledge and apply learned skills to real-world case

scenarios.

4. Analyzing (Critical Thinking) Strategy Differentiation Trainees will assess and distinguish between various

case management strategies and techniques.

5. Evaluating (Assessment & Decision-

Making) Effectiveness Evaluation

Trainees will evaluate strategy effectiveness, justify

interventions, and assess case progress.

6. Creating (Problem-Solving & Innovation) Training Development & Innovation Feedback will inform future service training design and

material development tailored to agency needs.

Phase Three: Post Training

After each training there

will be surveys to measure the effectiveness and quality of the training.

Executive leadership team will utilize the assessments and

surveys to determine which elements of

the training were the most successful.

Adjustments will be made to the

training as needed based on

participant feedback.

.

Aspects of the

training may change

depending on the

agency's strategic

plan, Key

Performance

Indicators (KPI) or

other contract/grant

needs.

7/29/20XX Employee orientation 13

Course Evaluation 14

Employee orientation 7/29/20XX

1. Purpose of Evaluation

Measure the effectiveness and quality of each

training component

Collect meaningful feedback for continuous

improvement

2. Trainee Feedback Focus Areas

Facilitator’s presentation style and

engagement

Clarity and usefulness of training materials

Facilitator’s subject matter knowledge

Learning environment experience

Open-ended reflection on skills and

knowledge gained

Course Evaluation 15

Employee orientation 7/29/20XX

3. Facilitator Reflection

Trainers reflect on trainee

engagement and material

reception

Emphasizes the often-overlooked

trainer perspective

Supports balanced feedback

integration

4. Evaluation Tools &

Methods

Online Survey:

Created via Google Docs

Distributed by email or accessed

via QR code

Paper Survey:

Handed out at the end of each

training session

16

17

Evaluation Outcomes

Combined feedback informs updates and revisions to future trainings

Ensures training remains relevant, engaging, and aligned with organizational goals

18

References 19

 Noe, R. (2023). Employee training & development (9th ed.). McGraw-Hill Companies.