New Tools for Engagement-Housing First/Work Fast

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New Tools for Engagement-Housing First/Work Fast

• Presented by
• Gary Shaheen Ann Denton
• Advocates for Human Potential, Inc
• gshaheen_at_ahpnet.com
• adenton_at_ahpnet.com

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Contact Us!

• Gary Shaheen, Managing Director, Advocates for
  Human Potential, Inc. New York Office. 2 E-Comm
  Square, Albany, NY [phone], ext. 243
  gshaheen_at_ahpnet.com
• Ann Denton, Managing Director, Advocates for
  Human Potential, Inc. Texas Office. 9727 FM 1826,
  Austin, TX  78737, 512-288-8733
  adenton_at_ahpnet.com

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Some Resources

• Work as a Priority ftp//ftp.health.org/pub/ken/
  pdf/SMA03-3834/workpriority.PDF
• SAMHSA www.samhsa.gov
• Creating Change Pushing Workforce Systems to
  Help Participants Achieve Economic Stability and
  Mobility-Annie Casey Foundation-July 2002
  http//www.aecf.org/
• Economic Engagement An Avenue to Employment for
  Individuals with Disabilities - Institute for
  Community Inclusion-2004 www.communityinclusion.or
  g
• Innovative Methods for Providing Vocational
  rehabilitation Services to Individuals with
  Psychiatric Disabilities- RSA/George Washington
  University - http//www.gwu.edu/iri/psg.htm
• Profiles of One Stop Career Centers Serving
  Homeless Persons at www.csh.org/CHETA

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Work Fast Principles

• Most homeless people are working
• Must redefine what we mean by job ready
• Must redefine what we mean by work
• Recognize skills and strengths derived through
  survival
• Allow flexible measures of success on a slow
  entry ramp
• Celebrate success/redefine failure
• Customize the employment experience to meet
  people where they are at, rather than vice-versa

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Work Fast-Practices

• Conversations and exposure to the prospect of
  working begins at outreach
• Opportunities to talk about and test work
  continue upon housing placement
• Not every moment is a competitive job placement
  moment
• Use standing offer of employment as an
  engagement strategy and slow entry ramp into work

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Employment-Centered Outreach

• Make work part of the conversation about engaging
  in services
• Prompt and listen to peoples stories about jobs
  they had and jobs they may want
• Provide information
• Assess the value of an offer of work as a hook
  to influence positive change
• Understand the stages of change

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Principles and Practices Helping to Develop
Motivation for Work

• Typical Challenges
• Sense of hopelessness about vocational goals
  based on experience to date
• Numerous setbacks in general or negative work or
  other vocational experiences
• Many think of jobs or tasks that have
  historically been available without a great deal
  of creativity
• Some may be struggling with depression or other
  clinical/medical issues that make it difficult to
  get motivated
• Current stresses in life that make feeling
  motivated difficult
• Negative consequences of work such as child
  support payments, credit debts, SSI/DI
  disincentives, etc

• Suggested Responses
• Motivation as a State not a Trait it can change
  over time and be influenced
• Ambivalence is Good Tease out both sides, help
  tip balance towards change
• Resistance is not a Force to be Overcome-Roll
  with it
• Focus on Person as Ally, not Adversary
• Recovery, Change and Growth are intrinsic to
  being Human
• Remember that People who have suffered many
  losses may relinquish hope to survive
• Paint a picture of immediate incentives that can
  trigger motivational thinking

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Principles/Practices Linking Employment and
Housing

• Challenges
• People may not be interested in services once
  they are in the housing unit
• They are not sure what they want to do and avoid
  staff
• They are engaged in behavior they are trying to
  hide from staff
• Staff try to over engage or overstep
  boundaries and push participants away
• Staff may not maintain proper boundaries with
  participants, especially if he/she can relate to
  a particular challenge or situation
• Lack of cultural sensitivity to the background,
  needs, challenges and goals of a specific
  participant

• Suggested Responses
• Offer incentives in order to develop their
  interest
• Keep the conversation focused on what the
  participant is thinking or feeling, and what
  he/she wants to do about it
• Be aware of how your body language or other
  non-verbal communication
• Remember that the staff role is to guide and
  support, not direct, over-invest, mother a
  participant, or become emotionally involved
• Suggest meeting in an open space such as outdoors
  or in a private space such as a counseling room
• Try to never force an interaction unless
  absolutely necessary, or unless someones safety
  is at risk
• Vocationalize the housing environment by having
  a variety of available activities that offer
  opportunities for engagement around work

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Vocationalizing

• Creating a culture that expects work - verbally,
  mentally, environmentally and literally.
• Arranging things, activities and resources to
  include and/or support employment.
• Assign accountability for employment outcomes to
  all staff.
• Develop and maintain organizational policies and
  practices that support client employment
• Begin tracking employment outcomes.

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Principles and Practices Implementing a Standing
Offer of Work (In-House Jobs)

• Typical Challenges
• Changing attitudes and expectations of all
  parties
• Acquiring jobs with built-in flexibility and
  opportunities for growth and transition
• Finding effective partners and employers-internal/
  external
• Resolving alcohol/substance abuse and mental
  health issues affecting work
• Staff and new worker training
• Providing supervision and support
• Fulfilling employment services contract/performanc
  e requirements
• Funding the effort
• Fit with SE Evidence based practices

• Suggested Responses
• Assume employability
• All staff supports peoples desire to work
• Look internally as well as externally for
• Provide direct, tangible workplace-based support
  to break down barriers
• Avoid lengthy prerequisites rapid access to a
  low-impact job
• Allow multiple work options-one job does not fit
  all
• Understand peoples needs, abilities and values
• Communicate your work expectations
• Celebrate all degrees of success
• Weave in conversations and support for the next
  step

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Linking Housing and Employment Promising
Practices

• Learn about employment services practices being
  used throughout the country, especially in
  housing environment
• Integrating use of Evidence Based Practices into
  provision of employment services
• Understand how to use partnerships to improve
  program delivery, including relationships with
  employment training providers and Workforce
  System
• Learn about critical staff competencies needed to
  providing employment services

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6 Principles of Evidence-Based Supported
Employment

• Competitive employment is the goal.
• Eligibility is based on consumer choice.
• Employment services are integrated with mental
  health treatment.
• Job search process starts soon after a consumer
  expresses interest in working.
• Follow-along supports are continuous for
  employed consumers.
• Consumer preferences are important.

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Consistent with Supported Employment EBP

• Assertive engagement and outreach
• Zero exclusion
• Integration w/TX
• Ongoing, work-based assessment
• Rapid job search
• Individualized job search
• Diversity of jobs
• Permanence of jobs
• Jobs as transitions
• Follow-along supports
• Community-based services

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Are Practices for Employment for People who are
Homeless Consistent with SAMHSA SE EBP?

• YES-Each does not require prerequisites
• YES-Each are consumer-driven
• YES-Each supports rapid access to work
• YES-Each requires integrated services planning
  with an employment-focus
• YES-Each endorse the goal of a competitive job at
  a living wage
• Differences
• The option of standing offer of work using
  in-house jobs as a tool for engagement and
  trust-building
• A Menu approach to employment that includes,
  but is not limited to SE EBP options

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Additional elements for integrating EBP and
housing

• Employment services integrated with housing lead
  to potentially greater stability for the client
• Housing First/Work First model assumes a high
  level of potential for the individual
• Housing environment creates a positive place for
  individual to pursue vocational goals

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Ongoing Support as Needed for Re-Placement, Job
Acquisition, Advancement
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Expected Outcomes of Work Fast

• Improved self-esteem and confidence
• Establish trust in self and others
• Develop insight into core gifts, skills,
  abilities
• Desire to increase hours of work, obtain a better
  job through mainstream sources
• Develop an initial job goal
• Develop an initial support services plan
• Improve knowledge of job options, skills and
  credentials needed
• Practice job skills and aptitudes
• Make

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What evidence-based Supported Employment is NOT

• Work crews
• Sheltered workshops
• Referral out
• Extensive pre-assessment and testing
• Work preparation/skills development
• Transitional employment positions

• One-time placement
• On-site job coaching
• Rehabilitative day treatment
• Generic psychosocial rehabilitation
• Clinical services alone

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Work Fast is Also Not..

• A reward for attending treatment groups
• A privilege after maintaining three months of
  sobriety
• An option one receives after a pre-determined
  length of housing stability
• Sheltered workshops
• Rapid placement in a competitive market job when
  the consumer and employer are not ready

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Some Program-Level Challenges

• Changing attitudes and expectations
• Acquiring jobs with built-in flexibility
• Finding partners-internal/external
• Resolving alcohol/substance abuse and mental
  health issues affecting work
• Staff training
• Providing supervision and support
• Fulfilling contract/performance requirements
• Business plan/budgetary issues
• Establishing credentials
• Linking to other employment programs and/or
  mainstream jobs

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Living Examples of Housing Linked with Employment

• Lamp Village, Los Angeles
• Supported Housing Employment Collaborative, San
  Francisco
• Community Engagement Program, Portland, OR
• New Horizons, Ft. Meyers, Florida
• SEARCH, Houston
• Thresholds, Inc., Chicago

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Keys to Success

• Trust-building is fundamental
• Give people what they say they want
• Offer hope and real opportunity
• Recognize/utilize personal strengths
• Recognize and address complex needs
• Affirm personal dignity and self-worth
• Reinforce personal responsibility, choice and
  empowerment
• Adapt employment services to meet needs
• Provide comprehensive, long-term supports
• Develop partnerships and collaborations

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Resources on the Web

• www.dol.gov/odep
• www.mentalhealthpractices.org
• www.redf.org
• http//www.psych.uic.edu/eidp/eidptoolkit.htm
• www.ahpnet.com
• www.csh.org
• www.hud.gov/offices/fheo/section3/section3brochure
  .cfm

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Accessing Mainstream Resources for Employment

• Medicaid (www.cms.hhs.gov)
• 1619(b)
• Buy-In
• Rehab Option
• HUD (www.hud.gov)
• Section 8
• CDBG
• ESG
• ROSS/Hope VI
• Tenant-Based Rental Assistance

• USDOL (www.dol.gov)
• WIA
• SSA (www.ssa.gov)
• Ticket to Work
• SSA Work Incentives
• Dept. of Agriculture (www.usda.gov)
• FSET
• RSA/VR (http//www.ed.gov/offices/OSERS)
• State VR
• HHS (http//www.acf.hhs.gov/programs/ocs/dcdp/joli
  /welcome.htm)
• JOLI