Improving Homeless Assistance Through Learning Collaboratives

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Improving Homeless Assistance Through Learning Collaboratives by Elains De Coligny and Kathie Barkow from the 2013 National Conference on Ending Homelessness

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Improving Homeless Assistance Through Learning Collaboratives

  1. 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. 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. 3. Kathie  Barkow,  Principal   Aspire  Consul9ng,  LLC     Elaine  de  Coligny,  Execu9ve  Director   EveryOne  Home   Facilitators    
  4. 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. 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. 6. Guiding  Principles  For  Designing  And   Facilita9ng  Learning  Collabora9ves   Build  A  Clock   Be  Concrete   Create  Space   Unlock  Possibili9es  
  7. 7. Build  A  Clock  –  Not  A  Clock  Shop  
  8. 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. 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. 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. 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. 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. 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. 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. 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. 16. * Housing  First  approach   * Rapid  Rehousing  approach   * Harm  reduc9on   * Trauma-­‐informed  services   * Consumer-­‐focused         housing  first  and  housing  fast   What  Supports  Housing  &  Reten9on?  
  17. 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. 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. 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. 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. 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)$
  22. 22. *  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  
  23. 23. A  Taste  of  the  Academy  
  24. 24. 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.
  25. 25. 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.
  26. 26. 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.
  27. 27. 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.
  28. 28. 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.
  29. 29. 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.
  30. 30. 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!
  31. 31.     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  
  32. 32. The  HEARTH  Act   “establishes  a  federal   goal  of  ensuring  that   people  who  become   homeless  return  to   permanent  housing   within  30  days.”    
  33. 33. “If  staff  has  become   accustomed  to  viewing   the  families  they  serve   as  dysfuncEonal,  they   are  unlikely  to  have   confidence  that  Housing   First  will  work.”    
  34. 34. “Staff welcomes me no matter what shape I’m in when I show up.”
  35. 35. “Housing is a basic human right, not a reward for clinical success.”
  36. 36. “Learning   collaboraEves  should   support  building  a   single  homeless   assistance  system,  not   programs  performing   well  in  isolaEon.”  
  37. 37. “People  have  to     get  it  with     their  gut,     not  just     their  head.”    
  38. 38. Guiding  Principles  For  Designing  And   Facilita9ng  Learning  Collabora9ves   Build  A  Clock   Be  Concrete   Create  Space   Unlock  Possibili9es  
  39. 39. www.endhomelessness.org/blog   Learn  how  to  plan  your  own  Learning   CollaboraEve,  and  find  sample  materials   and  resources.  
  40. 40. 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  

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