The document summarizes a strategy for developing a coordinated learning and performance framework for staff working in Ireland's homeless sector between 2005-2006. It recommends establishing competency frameworks, a sectoral training program, induction processes, and leadership development. A learning and performance network of organizations was formed to facilitate collaboration on these initiatives and maximize the impact of existing resources. The goal is to meet the needs of homeless people by ensuring staff have the necessary skills to perform their roles effectively.

1. Every homeless person has the right to expect that all staff and managers they
come in contact with will have the skills and capacity to do their job well.
Learning & Performance – A Strategy for
the Homeless Sector. 2005-2006.
Developed & Written by Liz Lennon. 2004-2005
Accreditation
Learning &
Performance
People
Resources Partnerships
Meeting the needs of Homeless People
by Developing a Quality Workforce
Competency
Frameworks
Sectoral
Induction
L&P Sectoral
Programme
Leadership
Program
Learning
Pathways
ROI
Service users
Realign
Existing
Resources
Attract new
Resources
Cross
Sector
Community
& Statutory
L&P
Network
EXECUTIVE SUMMARY

2. Introduction & Background
Every homeless person has the right to expect that all the staff and managers they
come in contact with will have the skills and capacity to do their job well.
Every funder resourcing services has a right to expect effective performance management
practices, strategic resourcing actions, and optimal learning and performance practices from
the organisations they fund.
Building a quality workforce that will deliver the services needed to eliminate homelessness is
a challenge – and one that must be met.
The key to successfully achieving the sectors vision - articulated in the Homeless Agency’s
second action plan – will be through the sectors ability to adapt and innovate continuously
and appropriately. That will only happen with a quality workforce that has a cohesive,
cooperative and coordinated Learning and Performance strategy.
Learning & Performance (L&P) is bigger than ‘training’ (which is often wrongly seen as the
only response to performance issues). It’s about creating an action learning culture where
every individual and organisation in the sector takes responsibility for performing their work -
in the process delivering on their organisation and sectoral mission. This requires an
understanding of what performance is required; performance gaps and learning interventions.
Investment in time, money, people and energy will be required and clear/phased priorities for
action agreed. All the investment will not need to be new – although opportunities for new
resourcing partnerships within and between sectors must be explored. Realigning and
refocusing existing L&P resources will provide new value added and return on investment
opportunities.
And it’s not just about money. Organisations and individuals will need to build on existing
cooperative and coordinated efforts to maximize both the effectiveness and efficiency of
resource impact.
Organisations in the sector have been exploring Learning & Performance issues individually
and agree that it’s timely to work collectively.
The Homeless Agency had provided quality training programmes to the sector for 5 years.
With the publication of the new Action Plan the Agency felt that it was timely to conduct a
review of its training programme as well as the wider issues regarding Learning &
Performance at a sectoral level. As part of a phased process the following key activities
were conducted from August to December 2004 by this consultant through the Homeless
Agency:
 Evaluate the Homeless Agency 2004 Training Programme
 Develop the 2005 Homeless Agency Learning & Performance Programme
 Consult with the sector regarding the current Learning and Performance environment
and develop a discussion paper/strategy for coordinated action in 2005 and 2006.
This paper is the result of the final key activity. The first draft of this paper was written in
November 2004. This Executive summary was written in April 2005. A full report has also
been written.
Learning & Performance - A Strategy for the Homeless Sector – 2005-2006
Executive Summary. April 2005.
2

3. In October 2004 the Community and Voluntary organisations funded by the Homeless Agency
received a short survey asking them to rate the sector on a range of Learning & Performance
development indicators.
The 10 small (>9 Employees) to 2 medium (10-49 employees) community organisations were
invited to a consultation session in late 2004. Two organisations responded to the invitation
so the meeting has been postponed to May 2005.
A more in depth process was instigated with the largest Voluntary and Community
organisations in the sector. This was done because they are both the largest NGO employers
collectively in the sector and have the economies of scale to implement future strategies. A
series of in depth interviews were held with HRM/ Training managers in these organisations.
From November to early December 2004, the HRM/Training/ Managers from the
organisations attended three 4-hour meetings to discuss and reflect on the key L&P
development indicators - as well as input on the strategy that critically informs this document.
From the first meeting the participants indicated that they wanted this network to continue as
they perceived immediate benefits in terms of information /knowledge sharing as well as
feeling that for the first time there was an opportunity to explore areas of collective
agreement.
The commitment, enthusiasm and strategic intelligence that each person brought to the table
is to be commended and celebrated.
The participants in the 3 meetings were:
 Tony Duffin – Depaul Trust
 Trina O’Conor – Dublin Simon Community
 Teresa Russell – Focus Ireland
 Wendy Crampton – Merchants Quay
 Catri O’Kane – Simon Communities of Ireland
 Jack Dunphy – Crosscare
 Howard Russell – Salvation Army
 Jean Dempsey – Consultant
 Liz Lennon – Learning & Performance Consultant
 Marie Fitzpatrick – Homeless Agency
There was across the board agreement that individual organisations (particularly the large
ones) had been developing good quality training programmes in the last few years – and the
Homeless Agency training had provided quality training to all these organisations.
Organisations had also individually begun to explore competency and standards frameworks;
leadership programmes; and other learning and performance issues.
Everyone who completed the survey identified the gap in learning and performance
development – which was the need to collectively develop initiatives as a sector. For
example, there is no agreed sectoral:
• Worker standards/competency framework
• Leadership programme
• Learning recognition and accreditation
• Induction
• Worker learning & performance programme
Learning & Performance - A Strategy for the Homeless Sector – 2005-2006
Executive Summary. April 2005.
3
Review Methodology & Findings

4. The full report (that is also available from the Homeless Agency) explores all the key
elements of a successful Learning & Performance Strategy. It details the current sectoral
context as well as providing practical, relevant and tangible actions that can be implemented
in 2005-2006. There are three core development areas with 13 sub development areas.
 Competency Frameworks
 Learning & Performance Sectoral Programme
 Sectoral Induction
 Sectoral Leadership Programme
 Return on Investment – Transfer of Learning
 Learning Pathways Online
 Accreditation
 Service Users
The Homeless Agency with the L&P Network and this consultant have achieved a great deal
in 7 months:
 An evaluation of the 2004 Homeless Agency Training Programme was conducted
 A completely revamped 2005 Homeless Agency Learning & Performance Programme
(new products, prices, policies and promotion) has been developed.
 The Homeless Agency Learning & Performance Programme is now online. Since we
went online in February 85% of bookings have been made using the Internet.
 The sectoral response to the L&P Programme has been very positive and we have
waiting lists for most modules.
 Formation of the Learning & Performance Network – 5 meetings (3 hrs each) since
November 2004. Network meetings planned for every 4-6 weeks in 2005.
 Development of Homeless Agency self-assessment learning sheets for each module
in the 2005 L&P Programme. These sheets are then emailed to the participant and
their supervisor after a learning course. It helps give a clearer idea of the key elements
of people’s work and areas for support and development.
 Development and implementation of Transfer of Learning information from the
Homeless Agency to learners and organisations
 Information and awareness article on the whole process written for Cornerstone
 Development of Learning Pathways managed by the Homeless Agency – online
information gateway for workers in the sector. It will contain information on learning
courses; trainers and L&P topics. It will also allow workers/managers to email the
Agency with information on courses and trainers. It will be running in May 2005
 A lot of information had been gathered and shared by the consultant with the Agency
and the L&P Network on a range of Learning & Performance topics.
Learning & Performance - A Strategy for the Homeless Sector – 2005-2006
Executive Summary. April 2005.
4
Vision – Meeting the needs of Homeless People by Developing a Quality Workforce
Theme A - People Theme B - Partnerships
 Learning & Performance
Network
 Community & Statutory
Partnerships
 Cross Sectoral
Partnerships
Theme C – Resources
 Realigning Existing Resources
 Attracting New Resources
Achievements August 2004 to March 2005

5. Competency
Frame
works
1. Using existing Frameworks developed by TOPPS UK and others
an expert advisor will be commissioned to develop a Competency
Menu that can be piloted in late 2005.
2. The expert advisor will also develop the framework for a process
of communication, awareness and buy in that could be rolled out
in late 2005
Note – This is a priority action as it informs the development of many of the
other L&P areas.
Homeless
Age
ncy
L&P
Network
External
exp
ert
Learning &
Perfor
mance
Sector
al
Progr
amme
1. L&P Network has begun discussions on the issues, processes
and potential content of a sectoral workers L&P Programme.
These discussions will continue in the May & June meetings
2. Develop supply and demand labor force figures for 2006
3. A paper detailing the content and process of a sectoral L&P
Programme will be developed by June 2005.
Homeless
Agency
L&P
Network
Liz Lennon
Sectoral
Induct
ion
1. L&P Network has begun discussions on the content and process
of a sectoral induction process for 2006.
2. Develop an overview of the working and resourcing of a sectoral
induction programme by June 2005.
Homeless
Agency
L&P
Network
Liz Lennon
Sectoral
Leade
rship
Progr
amme
1. L&P Network has begun discussions on the purpose and skill
development needs of a sectoral leadership programme focused
on new managers (project leaders etc)
2. Source external advice on current successful leadership models
including the one developed by the HSE.
3. Develop a paper by June that details the leadership programme
with resource implications.
Homeless
Agency
L&P
Network
& External
advisor
Return on
Invest
ment
–
Transf
er of
Learni
ng
1. Develop the plan for a transfer of learning pilot that could be
conducted in late 2005
Homeless
Agency
L&P
Net
wor
k
& External
Advisor
Learning
Pathw
ays
Online
1. Develop Learning Pathways Homeless
Agency
L&P
Net
wor
k
& Liz
Lennon
Accreditation 1. Invite FETAC representative to address June L&P Network
meeting regarding the process of accreditation
2. Identify what accreditation elements can be built into any 2005
sectoral L&P Programmes.
3. Establish the feasibility of developing a sectoral recognition of
2005 programmes
4. Summarise conclusions and late 2005/6 actions by June 2005
Homeless
Agency
L&P
Net
wor
k
Liz Lennon
Service
Users
1. Assess whether this research could be conducted under the
potentially wider service user and peer research work.
Homeless
Age
ncy
Partnerships
Learning &
Performance
Network
1. Continue to organize and facilitate the 2 meetings
2. Organise guest speakers
3. Gather information to inform discussions
4. Summarise key discussions
Homeless
Agency
L&P
Network
Liz Lennon
Learning & Performance - A Strategy for the Homeless Sector – 2005-2006
Executive Summary. April 2005.
5
Key Priorities for Action April to June 2005

6. Community
& Statutory
Partnerships
As part of the next phase of development of the L&P strategic process:
1. Convene a meeting in May of the small/medium Community &
Voluntary organisations funded by the Homeless Agency to
continue opening communication and input into the L&P strategy.
2. Organise to meet in May with Head Homeless Services(DCC) to
discuss the strategy; invite a representative onto the L&P
Network and identify ways we can work together
3. Identify the appropriate person/people in the HSE (inclusion
managers) to meet and discuss the L&P strategy
Homeless
Agency
Liz Lennon
Cross
Sectoral
Partnerships
1. L&P May Network meeting discuss potential partnerships.
2. Homeless Agency & Liz to meet with relevant division head of the
Dept. Enterprise Trade and Employment to discuss the strategy
Resources
Realign
existing
resources
1. When sectoral L&P Programme is decided there is a need to
explore how the current training monies will be utilized – and –
what new monies will be needed.
2. As a result of this second phase of L&P work a paper on the late
2005 and 2006 resource implications will be written.
Attract New
Resources
1. Attend information meeting regarding Skillnets funding run by the
Dept Enterprise, Trade and Employment. April 2005.
2. Identify other resource opportunities.
Homeless
Agency
L&P
Network
Liz Lennon
This consultant has been commissioned by the Homeless Agency to provide facilitative
support to themselves and the L&P Network until the end of June 2005.
The Homeless Agency, through commissioning this Learning & Performance Strategy has
taken a leadership role. It’s support of the Learning & Performance Network has shown it’s
very real commitment to a partnership process.
This is a first for the homeless sector in Ireland (and such an initiative hasn’t been done in the
UK) and has the potential to showcase a strategic process model of Learning & Performance
that other sectors can learn from and use in the future.
It will require ongoing discussion, practical action, review and resourcing.
The CEO’s in the Community and Statutory organisations will have a leading role in
supporting the development of the initiatives detailed in this executive summary and the full
report.
Learning & Performance - A Strategy for the Homeless Sector – 2005-2006
Executive Summary. April 2005.
6
Conclusion

7. The Learning & Performance Network with the facilitative leadership of the Homeless
Agency, the support of organisation CEO’s, and relevant experts will develop:
blue square against a recommendation indicates it is a priority for action between April and June
2005. Other recommendations will flow from this work from September 2005 into 2006.
 A framework for a menu of competencies for workers and managers will be developed in the
first half of 2005. This piece of work will need to be outsourced and completed by June/July
2005. This is a priority action.
 An agreed process to create understanding and buy in from the sector will be developed in the
first half of 2005 (for potential roll out in late 2005) with the Learning & Performance Network.
 A pilot will be run in late 2005 to test the relevance and adaptability of the competency
frameworks. This will also include a series of awareness information meetings throughout the
sector for workers and managers.
 In 2006 the sector will roll out an agreed menu of competencies for workers and managers.
 Support the development of a sectoral workers L&P programme. It will be developed by the
Homeless Agency with the Learning & Performance Network.
 Begin to discuss within the L&P Network how the sector can begin to introduce more on time
Learning & Performance processes in 2006.
 Explore the resource opportunities to do action research on e learning opportunities within the
sector.
 The L&P Network (with relevant expert advice) explores the pros and cons of developing a
sectoral induction programme.
 If a central Relief Worker pool is developed then the L&P Network should input in the
development of an induction programme.
 The Learning & Performance Network with the Homeless Agency and a relevant expert will
explore the range of possibilities in terms of developing a sectoral leadership programme. A
paper exploring the possibilities; pros and cons; and resource implications will be developed by
July 2005. This will inform the development of a sectoral programme towards the end of 2005
and into 2006.
 By June 2005 the Learning & Performance Network have begun discussions on Transfer of
Learning and explore what key actions could be developed in terms of policies, practices and
pilot projects.
Learning & Performance - A Strategy for the Homeless Sector – 2005-2006
Executive Summary. April 2005.
7
Recommendations for Sectoral Strategic Actions
Theme A - People
Competency Frameworks
Learning & Performance Sectoral Programme
Sectoral Induction
Sectoral Leadership Programme
Return on Investment – Transfer of Learning

8.  Learning Pathways – an online information gateway – is currently resourced and under
construction for an ay 2005 launch date.
 Work is currently resourced to write a short info paper on the topic and post it in Learning
Pathways online.
 That the L&P Network explores how they could recognize/accredit a sectoral L&P Programme
until it can achieve broader recognition.
 Some initial work is done to explore accreditation &recognition opportunities and their resource
implications.
 Develop action research on service user participation in developing, delivering and participating
in learning and performance programmes by June 2005.
 As a result of the research findings the L&P Network will explore the potential for developing
policies and practices regarding service user participation.
 That the Homeless Agency through its Board support and resource the Learning & Performance
Strategy and the L&P Network
 That the Homeless Agency convenes a series of meetings between other key consultants who
were commissioned to do work in late 2004 and 2005. These meetings would focus on the key
results of each consultant/researchers work – and – identify where there are critical areas of
overlap in recommendations.
 To continue exploring the potential for partnerships
 The Homeless Agency and the L&P Network identify and foster cross-sectoral partnerships.
 The Homeless Agency and the L&P Network begin to explore the resource
implications and realignments that may be necessary to develop the L&P strategy.
 Homeless Agency and the L&P Network begin discussions with organisations who could provide
new resources to implement the Learning & Performance Strategy
Learning & Performance - A Strategy for the Homeless Sector – 2005-2006
Executive Summary. April 2005.
8
Theme B - Partnership
Theme C - Resources
Learning Pathways Online
Accreditation
Service Users
Realigning Existing Resources
Attract New Resource
Community & Statutory Partnerships
Cross Sector Partnerships
Learning & Performance Network

9. Learning & Performance - A Strategy for the Homeless Sector – 2005-2006
Executive Summary. April 2005.
9

10. Learning & Performance - A Strategy for the Homeless Sector – 2005-2006
Executive Summary. April 2005.
9