This document describes a learning collaborative hosted by EveryOne Home in Alameda County, California to improve their homeless assistance system. The collaborative was called the EveryOne Housed Academy and brought together staff from homeless services organizations over two days. The goals were to develop a shared understanding of housing first and rapid rehousing approaches, align around common language and tools, and create customized implementation plans to help organizations move more people quickly into permanent housing. Guiding principles for effective learning collaboratives that were followed included making topics concrete and practical, creating space for ongoing learning and application, and unlocking new possibilities through a collaborative process.

1. Improving
Homeless
Assistance
Through
Learning
Collabora9ves
EveryOne
Home
Aspire
Consul9ng
LLC
Elaine
de
Coligny
Kathie
Barkow
Guiding
Principles
and
A
Case
Study
from
EveryOne
Home,
Alameda
County,
CA

2. * Alameda
County,
CA
* San
Francisco,
East
Bay—Oakland
and
Berkeley
our
best
known
ci9es
* Popula9on
1.6
million,
Homeless
PIT-­‐4,263,
down
16%
from
a
decade
ago.
* 14
ci9es,
combines
urban,
suburban
and
rural
* EveryOne
Home
* Serves
as
the
CoC
and
10
year
planning
body
* Staff
of
3,
plus
some
brilliant
consultants
Introduc9on

3. Kathie
Barkow,
Principal
Aspire
Consul9ng,
LLC
Elaine
de
Coligny,
Execu9ve
Director
EveryOne
Home
Facilitators

4. I. What
are
learning
collabora9ves
II. Our
sense
of
the
guiding
principles
to
keep
in
mind
when
designing
one
III. How
we
designed
the
EveryOne
Housed
Academy
IV. A
taste
of
the
Academy
V. Debrief
and
discussion
Agenda

5. * Different
than
steering
or
oversight
commiWees
and
different
than
trainings
or
TA
* For
us,
they
are
people
coming
together
to
get
something
done
by
doing
something
new
over
9me.
* Learning
=
experimenta9on,
trying,
adjus9ng
through
praxis.
We
don’t
start
with
all
the
answers.
* Collabora9ve
=
working
together
as
peers,
implies
accomplishing
things,
coopera9ng
and
learning
from
each
other
as
much
as
experts
What
are
learning
collabora9ves

6. Guiding
Principles
For
Designing
And
Facilita9ng
Learning
Collabora9ves
Build
A
Clock
Be
Concrete
Create
Space
Unlock
Possibili9es

7. Build
A
Clock
–
Not
A
Clock
Shop

8. Current
Homeless
Assistance
“System”
* Some
are
a
liWle
behind
the
9mes—more
“housing
ready”
than
“housing
first”
* Others
are
in
a
completely
different
9me
zone—not
in
HMIS
* Helping
each
clock
perform
beWer
s9ll
does
not
result
in
a
system
Lots
of
programs
doing
basically
the
same
thing—
helping
homeless
people,
but
func9oning
independently

9. How
a
Homeless
System
Could
Work
* Different
components—
outreach,
shelter,
RRH,
PSH-­‐-­‐working
together
to
a
singular
end
* Each
part
of
the
system
in
good
working
order
* Each
component
connected
and
dependent
on
the
others
to
work

10. * Learning
collabora9ves
should
support
building
a
single
homeless
assistance
system,
not
programs
performing
well
in
isola9on
* Even
when
you
are
working
on
a
single
gear
such
as
rapid
rehousing
or
street
outreach,
be
mindful
of
how
it
can
and
must
intersect
with
and
support
the
other
components
* Otherwise
you
have
problems
like
creaming
or
resources
not
targeted
to
the
right
people
Build
a
Clock
-­‐
Not
a
Clock
Shop

11.
* Translate
abstract
theories
to
the
opera9ons
of
programs
in
your
system—how
do
they
show
up
in
the
day
to
day
decisions
all
staff
make
Make
It
Real,
Prac9cal
And
Concrete
-­‐
All
The
Way
Down
To
The
Front
Line
* Involve
the
people
who
use
the
system
to
define
the
problem
and
crad
the
solu9ons
* Learning
collabora9ves
need
to
include
more
than
E.D.s
and
Program
Managers.
Front
line
staff
are
cri9cal
to
system
change
and
success
* Ask
how
HR,
Board,
overnight
staff,
janitors
etc.
contribute;
how
is
each
role
affected

12.
* Organiza9onal
teams
are
beWer
than
1-­‐2
people
par9cipa9ng
* Allow
for
people
to
apply
learning
right
away—apply
a
theory
or
best
prac9ce
to
an
organiza9onal
policy
* Meet
over
9me
to
check
in
on
how
applica9on
is
going
Create
Space
For
Learning

13.
* People
have
to
get
it
with
their
gut,
not
just
their
head
* Design
to
a
range
of
learning
modali9es
* Have
resources
available
to
share
so
organiza9ons
can
easily
adapt
and
go
* Have
your
content
and
style
presume
allies
and
confront
road
blocks
Design
To
Unlock
Possibili9es

14. EveryOne
Housed
Academy
Two
day
learning
retreat
to
develop
custom
tools
and
strategies
for
equipping
organiza9ons
to
move
more
people
to
permanent
housing
as
quickly
and
efficiently
as
possible

15. * Alignment,
belief,
understanding
of
the
importance
* common
language
* tools
and
resources
* to
a
core
team
of
staff
members
* wriWen
and
priori9zed
plans
to
implement,
evaluate,
and
adjust
a
key
retooling
in
four
areas.
Housing
First,
Housing
Fast

16. * Housing
First
approach
* Rapid
Rehousing
approach
* Harm
reduc9on
* Trauma-­‐informed
services
* Consumer-­‐focused
housing
first
and
housing
fast
What
Supports
Housing
&
Reten9on?

17. * expand
knowledge
of
approaches
* transform
key
policies
and
prac9ces
* collaborate
with
their
team
* learn
from
other
agencies
and
evidence-­‐
based
prac9ces
* be
part
of
a
learning
community
that
inspired
accountability
and
improvement.
During
the
Academy

18. * Design
Team
* Applica9on
only
* Two
sessions;
6
organiza9ons
per
session
* Five
–
eight
people
per
organiza9on
* Prep
work
included:
 Organiza9onal
Assessment
 Personal
Reflec9ons
 2
hours
of
reading,
watching
per
person
Nuts
and
Bolts

19. (
(
(
(
(
AGENDA(
(
Day$One$
(
1. Welcome(……………………………………………………………………………..(((9:00(am(
2. A(Little(Bit(About(You((………………………………………………………….(((9:45(am(
3. The(Real(Scoop(……………………………………………………………………((10:30(am(
( BREAK((……………………………………………………….……………………….((11:30(am(
4. The(Toolbox(………………………………………..………………………………((11:40(am(
( LUNCH((………………………………………………….….………………………..((12:40(pm(
5. Tools(in(Action((……………….…………………..………………………………(((1:10(pm(
6. Revamping(Rules(and(Policies((…………………………………………….(((2:15(pm(
7. Wrap(Up((………………..…………………………….….…………………………(((4:40(pm(
(
(
Day$Two$
(
1. Welcome(Back((…………………………………………………………………..(((9:00(am(
2. Renewing(the(Healthy(Helping(Relationship((……….……….…….(((9:15(am(
( BREAK((……………………………………………………….……………………….((11:35(am(
3. Redefining(a(HousingXOriented(Culture((……….………..…….…….((11:40(am(
( LUNCH((.………………………………………………….….……………………….((12:15(am(
4. Redefining(a(HousingXOriented(Culture((continued)((.………….((12:40(pm(
( BREAK((……………………………………………………….……………………….((((2:30(pm(
5. Redesigning(a(Welcoming(Physical(Environment((.……………….(((2:40(pm(
6. Taking(It(Home((…………………………………………………………………..(((4:10(pm(
7. Presents(for(Your(Presence((………………………………………………..(((4:40(pm(
(
(
Aspire Consulting LLC
The
Agenda

20. Revamping*rules*and*
policies*
Renewing*the*healthy*
helping*relationship*
Redefining*a*housing7
oriented*culture*
Redesigning*a*
welcoming*physical*
environment*
• Program'rules'
• Fair'application'of'
rules,'and'
consequences'
• Program'termination'
practices'and'policies'
• Length'of'stay'policies'
• Grievances'and'
appeals'
• Write'up'forms'and'
incident'reports'
'
• Welcoming'and'
orienting'clients'to'
program'
• Developing'a'
permanent'housing'
strategy'
• Transforming'case'
management'to'a'
strengths>based,'
accountable'
partnership'
• Follow>up'housing'
stabilization'
• Incorporating'
consumer'voice'
• Job'description'and'
supervision'to'
outcomes'
• Training'and'staff'
development''
• Incorporating'
evaluation,'best'
practices'and'data'for'
top'performance'
• Piloting'progressive'
engagement'
• Creating'or'funding'a'
Housing'Specialist''
• Signage'and'bulletin'
boards'
• Reception'area'
• Community'space'
• Office'layout'and'
decor'
'
'
'
Work
Areas
–
Aligned
to…

21. Try,"Learn,!Adjust'Plan!
Try$
Learn$Adjust$
Try$
1. What$rules$or$policies$are$you$trying$to$improve?$
$
$
2. List$at$least$two$ways$the$new$version$will$be$different$$
from$the$current$one.$$$_____________________$
$
__________________________________________________$
$
(STOP%HERE%AND%BEGIN%REVISING%YOUR%RULES%OR%POLICIES)$
$
3. The$staff$responsible$for$implementing$the$change$are:$
$
$
4. How$are$you$going$to$train$those$affected?$
$
$
$
5. On$__________$(date),$training$will$occur.$
Learn$
6.$$List$at$least$two$indicators$you$will$use$to$know$if$this$new$version$
is$successful.$
$
$
$
7.$$On$____________$(date)$we$will$begin$collecting$data$about$these$
indicators.$
$
8.$$Who$else$will$you$ask$or$consult$with$to$learn$if$this$version$is$
working?$
$
$
9.$$We$will$evaluate$the$indicators$and$other$input$to$see$if$
adjustments$are$necessary$on$____________$(date)$and$with$(list$
people):$
Adjust$
10.$$What$other$changes$might$you$consider$making$
after$learning$what$is$working$and$what$isn’t?$
$
$
$
$
To$be$completed$on$______________$(from$#9)$
11.$What$is$working$about$this$new$strategy$or$process?$
$
$
12.$$What$isn’t$working$as$well$as$you$expected?$
$
$
13.$$Are$there$any$other$unanticipated$benefits?$
$
$
14.$What$adjustments$or$refinements$need$to$$
be$made$at$this$point?$$(continue$with$#3)$

23. * TH
program:
 61%
to
78%
(2011
to
2012)
 62%
to
80%
* Shelters:
 from
16%
to
29%
 from
17%
to
31%
Supported
by
“the
EveryOne
Housed
Academy
helped
to
inject
some
energy
and
focus
to
the
way
we
help
people
find
permanent
housing.”
…the
focus
of
weekly
house
meeAngs
has
shiBed
to
clients’
weekly
housing
goals
and
the
staff
has
become
more
thorough
in
gathering
housing
resources.
The
Impact

24. A
Taste
of
the
Academy

26. Relationship – 50 Points
QUESTION:
A client complains to you, the program manager, that his case
manager keeps being late or rescheduling appointments. What do you
do?
A. Ask case manager if it is true and develop a plan with client and case
manager to ensure it gets corrected.
B. Remind client that case managers are very busy people. He should try
his best to be patient and available when the case manager can see him.
C. Tell the case manager to meet with that client or get written up.
ANSWER:
• A. Demonstrates respect for staff and consumer;
expects mutual accountability.

27. Rules – 100 Points
QUESTION:
A client loses his temper and yells at the receptionist after he has to
wait for 20 minutes, and this is the second time this happened this
month. As the receptionist tells him to take a seat, he storms out
punching the wall. What do you do?
A. Temporarily ban him for two weeks from services.
B. Tell him he can come back if he apologizes to the receptionist.
C. Call him that afternoon to see if everything is ok.
ANSWER:
• C. Is both consumer-focused and trauma-informed;
gets to the heart of the matter and focuses on removing
barriers to progress.

28. Rules – 200 Points
QUESTION:
In case conference, the team wrestles with whether to keep a client
in the program because he has gotten a number of write-ups (for
not doing chores and being rude to staff, rude to other clients)
while his application for a new permanent supportive housing
building is being processed. What do you do?
A. Keep the client so he’s able to be housed and talk to staff about ways
to respond to his behavior.
B. Exit the client for too many write-ups.
C. Revise the policy that requires exiting a youth for too many write-ups.
ANSWER:
• A. Good focus on housing outcomes and the
prize.

29. Support – 300 Points
QUESTION:
It is your job to develop a housing plan for a client who has been
living outside for two years and recently gotten SSI. What do you
do?
A. Start by asking what he is looking for in a place and where he would
like to live.
B. Start looking for housing in the poorest part of the county; that’s the
only place he can afford to live.
C. Start pitching permanent supportive housing; you can tell he is going
to need it.
ANSWER:
• A. You are respecting client’s choice and
engaging him as a partner in his housing plan.

30. Decisions – 400 Points
QUESTION:
After being in your shelter program for two weeks, a woman
mentions her mom for the first time. She asks for a night out to
visit her. What do you do?
A. Tell her you normally you don’t let residents have nights out this early
in their stay, but you’ll do her a favor this time.
B. Ask more questions to find out whether the woman can stay with her
mom instead of the shelter while you continue helping her to find
housing.
C. Grant the night out, and move on to discussing her housing plan.
ANSWER:
• B. You are connecting the dots and exploring all
housing options.

31. Decisions – 500 Points
QUESTION:
The leasing guidelines for a permanent supportive housing
program you operate automatically deny applicants with a criminal
background. They can appeal, but you notice that very few do.
What do you do?
A. Revise policy so that the crimes for which a person is denied are far
fewer.
B. Encourage support services staff to help applicants appeal.
C. Revise policy so that applicants with a criminal background have a
chance to explain their circumstances before being denied and
narrow the reasons for denials.
ANSWER:
• C. Good housing first strategy.

32. Decisions– 600 Points
QUESTION:
You have a mom in your program that you know drinks and you
suspect hits her kids (though there have been no reportable
incidents). You are concerned what will happen to the family if they
get housed. What do you do?
A. Require her to complete the shelter’s 12 step and parenting groups
before working with housing specialist.
B. Get housing specialist working on housing. Talk to client about your
concerns, help her arrange for services now and once she is housed,
ensure follow-up care.
C. Don’t refer her to the housing specialist because the kids are safer at
the shelter.
ANSWER:
• B. That’s combining housing first and harm
reduction. Good job!

33.
ROCK:
Something
that
is
hard
for
you
to
imagine
how
it
can
be
achieved
LIGHTBULB:
Something
that
is
an
insight;
an
“aha”
for
you
BRICK
WALL:
The
biggest
challenge
or
obstacle
to
overcome
HEART:
Something
you
really
resonate
with
GAMECHANGER:
Something
that
will
make
a
huge
difference
or
change
if
implemented
Tell
Us
How
You
Really
Feel

34. The
HEARTH
Act
“establishes
a
federal
goal
of
ensuring
that
people
who
become
homeless
return
to
permanent
housing
within
30
days.”

35. “If
staff
has
become
accustomed
to
viewing
the
families
they
serve
as
dysfuncEonal,
they
are
unlikely
to
have
confidence
that
Housing
First
will
work.”

36. “Staff welcomes
me no matter
what shape I’m in
when I show up.”

37. “Housing is a
basic human right,
not a reward for
clinical success.”

38. “Learning
collaboraEves
should
support
building
a
single
homeless
assistance
system,
not
programs
performing
well
in
isolaEon.”

39. “People
have
to
get
it
with
their
gut,
not
just
their
head.”

40. Guiding
Principles
For
Designing
And
Facilita9ng
Learning
Collabora9ves
Build
A
Clock
Be
Concrete
Create
Space
Unlock
Possibili9es

41. www.endhomelessness.org/blog
Learn
how
to
plan
your
own
Learning
CollaboraEve,
and
find
sample
materials
and
resources.

42. Thank
you
for
learning
with
us!
Elaine
de
Coligny
www.everyonehome.org
e.decoligny@acgov.org
510.670.5944
Kathie
Barkow
kathiebarkow@earthlink.net
510.967.5161