Client Tiering
Clients will be classified into a Tier according to their level of need and the complexity of their
circumstances. There are three Tiers for the HSP, these are:
i. Tier 1: Tier 1 Clients generally present with the knowledge and skills required to settle into their
new community with minimal assistance from a Service Provider. For example, a Client with basic
English who has some work experience but requires some Settlement Services to assist in connecting
to mainstream services, orienting to Australia and navigating employment pathways.
ii. Tier 2: Tier 2 Clients are likely to have experienced high levels of poverty, trauma or health
impacts arising from persecution, discrimination, displacement, nutritional deprivation or
inadequate medical care. For example, a Client with little to no English language proficiency who has
been displaced and unemployed for several years. The majority of Clients in the HSP are likely to be
identified as Tier 2.
iii. Tier 3 (Specialised and Intensive Services): Tier 3 Clients may display an inability to independently
engage with appropriate supports and may be impacted by multiple and complex barriers. For
example, a Client presenting with significant mental health issues resulting in disengagement with
mainstream support services and social isolation.
Case Management Guidelines :
i. for Tier 1 and 2 Clients at:
six (6) months following establishment of the Case Management Plan; and
Exit from the HSP; and
ii. for Tier 3 Clients at:
three (3) months following establishment of the Case Management Plan;
six (6) months following establishment of the Case Management Plan; and
at Exit from the HSP.
iii. If a Tier 3 Client is ready to be Exited from the HSP at six (6) months following establishment of
their Case Management Plan, the Exit review must replace the six (6) month review.
Exit strategy:
Exit planning is the process of helping a client prepare to maintain their progress without
Case Management support or with the support of another agency. Service exit could be
discussed at the assessment and review stages and at each stage there could be discussion
around the aim of independence from the service when the client’s goals have been
achieved and/or the available support timeframe has ended.
Service exit could be done after :
o practical preparation for independence
o emotional or psychological preparation for cessation of service and Case Manager
support links to long-term or ongoing services
o obtaining relevant resources for maximizing independence
o identifying and mobilising ongoing personal support networks
o celebrating the client’s achievement in “graduating” from the service, meeting some
or all of their goals and moving towards independence.
An after-care component for continuation of support as clients transition out, can often be
provided through an outreach model. This typically involves creating, strengthening and
maintaining support networks which may include family, peers, MA services and other
agencies. Where a service doesn’t include an aftercare component, it is regarded as best
practice for all services to ‘follow up’ with clients who have left the service. This involves
contacting the client to ask how they are going and if they would like assistance to connect
with support in the community. It may also include following up on referrals made for the
client prior to exit to identify any issues with engagement. Where aftercare or ‘follow-up’ is
offered, it should be tailored according to each client’s ongoing needs and choices.
As part of the Case Management and service exit process, feedback from clients should be
sought. This could occur informally during discussions and meetings and formally through
surveys or other methods to capture their views on the case management process and
outcomes achieved.
