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DAY
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1. Work as a PriorityStrategies for Employing People with Psychiatric and Co-occurring Disabilities who are Homeless Sponsored by
The California Institute for Mental Health
Facilitated by
Gary Shaheen
Laura Ware
Advocates for Human Potential, Inc.
518-475-9146, ext. 243
gshaheen@ahpnet.com
2. DAY #1 Learning Objectives Learn about factors resulting from homelessness that affect peoples ability to obtain and retain employment
Understand how recovery and rehabilitation principles and practices can provide the foundation for employment success.
Understand how to address factors of motivation, self esteem, powerlessness that affect employment success
Apply information through scenario exercises
3. Larry MeredithIn Hooked by Lonny Shavelson 2001 If we are going to make a difference, then we have to realize that drug abuse & mental health is related to housing is related to health care is related to joblessness is related to poverty. You cant deal with any one of those without dealing with all of them.
4. RJ I have been homeless for five years
I have schizophrenia and have been drug addicted since the age of six
I smoked crack
Did some time a few years back on a burglary charge
I dont know where Im going to sleep tonight
Shelters are bad places where they rob you and beat you up. The staff looks the other way.
I am an artist. I could be a millionaire if I could get money to make and sell my paintings
If the Mayor can spend millions building a new city hall he should be able to give us money to help us get jobs and a decent place to live.
5. Disincentives to Employment Distrust
Focus on immediate needs
Co-occurring disabilities
Learned helplessness and emotional instability
Functional limitations
Cognitive limitations
Illiteracy
Communication deficits
Physical/emotional trauma
Poor self-esteem
Fragmented or inadequate services/supports Mobility
Skills mismatch
Fear
Legal issues: custody convictions, judgements, probation
Lack of personal documentation
Child care
Transportation
Earning disincentives
Lack of permanent address and phone #
Lack of hope
Lack of skills regarding how to work towards a sustained goal, not just immediate gratification
6. Program-Level Challenges Lack of knowledge, experience
Paradigm paralysis
Different providers speak different languages and often cant share much information
Readiness prerequisites
Ethnic/cultural sensitivity
Different outcome expectations
Different roles and turf issues
Not enough $$ or in the wrong places
Lack of coordination, communication
Promising more than can be delivered
7. Different systems are not aware of each other, and are resistant to change
Fragmentation-funding sources, priorities, roles, criteria, etc
Political priorities and issues that may prevent effective communication
Stigma
Lack of $$
Lack of cross-systems training
EBPs not understood
Service System Challenges
8. Breaking the Cycle Trust-building is fundamental
Recognize/utilize personal strengths
Provide factual information
Teach by example
Recognize and address complex needs
Affirm personal dignity and self-worth
Reinforce personal responsibility, choice and empowerment
Facilitate discussions to help individual see how previous choices and decisions can be done differently
Adapt vocational approaches to meet needs
Provide comprehensive, long-term supports
9. Common Themes Jobs that people want and can
manage well
Linking Housing First/Work First
Entrepreneurial approaches
Clear & reasonable expectations
for all parties
Flexible outcomes
Redefining failure
Provide personal service supports
No arbitrary time limits
Hire consumers as staff
Cultural competence/relevance
Link to treatment, rehabilitation, recovery services
11. Guiding Principles #2:Social Justice and Equity XXX% of all people who are homeless are persons of color
Stigma, discrimination is a triple whammy-
1) homelessness + mental illness + substance abuse + criminal justice issues
2) poverty and disenfranchisement
3) racial stereotyping, prejudice and discrimination
You should consider the impacts of these factors on employment as well!
13. UPENN RESEARCH-MAJOR FINDINGS Homelessness is a Revolving Door Phenomenon
Point in Time vs. Longer Time Frame
Identified 3 Subgroups
* Transient
* Episodic
* Chronic
14. CULHANE S SUBPOPULATIONS Transient: 80% of overall population, single, economically caused episode, low rates of illness
Episodic: 10 % of overall population, multiple episodes of homelessness over time
Chronic: 10% of overall population, multiple, complex problems, long term homelessness
15. Resources Changing for Good-Prochaska, Norcross & DiClemente, 1994
Motivational Interviewing: Preparing People to Change Addictive Behavior-Miller & Rollnick, 2002
PATHPROGRAM.COM-Click on Technical Assistance
Implementing Interventions for Homeless Individuals with Co-Occurring Mental Health and Substance Abuse Disorders-Winarski, 1998
19. Consumer Self-Report of Items Important to Recovery (Ralph,R) Ability to have hope
Trusting my own thoughts
Enjoying my environment
Feeling alert and alive
Increased self-esteem, spirituality
Knowing I have a tomorrow
Having a job
20. How MH Professionals Help (Ralph,R) Encourage my independent thinking
Treat me like an equal in planning my services
Give me freedom to make my own mistakes
Listen to me and believes what I say
Recognize my abilities
Work with me to find the resources/services that I need
23. Role Recovery is. Obtaining and sustaining a valued role as a:
Worker
Family-member
Friend
Homeowner/tenant
Partner, etc
By overcoming personal losses, setbacks, obstacles, and limitations
Obtaining the skills and trust from others needed to perform that role
Educating others re: personal abilities
Using natural and professional supports as needed
24. Worker Role Recovery-Two Dimensions INSIGHT DEVELOPMENT
Identify values preferences, choices
Prepare for change personal and environmental
Honest self-assessment
Trust in self and others
Hope for the future
SKILL
DEVELOPMENT
Setting work goals
Testing work preferences
Evaluating skills, personal strengths and supports against goals
Skills Teaching: tasks and work habits, as well as pursuing, obtaining and managing success
Support Service planning
28. ASSESSMENT PROCESS
29. Tips for Effective Interviewing Choose between open-ended and closed-ended questions.
Avoid leading questions.
Structure chronological answers.
Divide the experience into parts.
Share experiences by generalized feelings.
Be aware of non-verbal communication
Conclude the interview.
30. Common Errors in Interviewing Imposing values.
Offering false reassurance.
Asking double questions.
Interrupting answers.
Discouraging or forbidding the expression of real feelings.
Saying I understand inappropriately.
31. Techniques for Identifying Dual Disorders Screen-expectation not an exception. Increase the Index of suspicion.
Self-report
Signs and Symptoms
Chemical testing
Collateral information
Correlates or predictors of substance use disorders
Indirect measures (e.g. Family history -Car accidents).
33. 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
Encourage stories that help the individual to see unidentified yet transferable skills
Provide information
Assess the value of an offer of work as a hook to influence positive change
Understand the stages of change
34. Principles/Practices #1: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
35. 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.
36. Mary Mary accepts housing but refuses to consider employment. Even though the Personal Services Coordinator reminds her that the program is offered only to those who want to work as well as get a place to live, she says she is not ready and wont discuss it any further.
What are some ways you might help Mary address motivation to work?
37. Principles and Practices #4Helping Mary 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
38. STAGES OF BEHAVIOR CHANGE Pre-contemplation: No awareness of problem or need to change
Contemplation: Emerging Awareness, ambivalence
Preparation: Identify, anticipate hot spots, planning, rehearsal, identify skills, supports
Action: Plan implementation with feedback loop
Maintenance: Reinforce what works
Relapse Prevention: Anticipate and plan for relapse, viewed as learning opportunity
39. FACTORS THAT INLUENCE CHANGE READINESS Perception of Need: Persons experience of discrepancy between the pain of the present and the potential for future improvement
Belief that Change is Possible: Positive outcome is achievable in reasonable time period
Sense of Self Efficacy: Believes they can succeed
Makes Stated Intention to Change
40. MOTIVATIONAL TASKS Pre-contemplation: educate, raise doubt re: perception of risk, identify other areas of high motivation
Contemplation: Tip the Balance- evoke reasons to change and risk of not changing
Preparation: Choose best strategies, anticipate difficulties, plan, rehearse
Action: Frequent monitoring of progress and ongoing lessons
Relapse: Help reframe as learning opportunity, not failure, plan
Describe a time in your life you attempted change-how difficult? Who helped? Outcome?
41. Principles and Practices #2Integrated Team Planning Typical Challenges
Developing effective relationships with staff of other partners, especially when they are located elsewhere
Creating a project culture that encourages joint decision making
Effectively documenting services for overall reporting, informational and evaluation purposes
Seeing regular , consistent meetings as crucial, useful and a priority
Developing centralized systems and procedures for intake, assessment, r intervention, communication processes, follow-up, referral, contacts with outside community
Avoiding turf issues Suggested Responses
Clarify for all staff and organizational partners, in writing, who is responsible for each role and component of the project
Sponsor a series of shadowing or job switching opportunities
Include discussion of partner and staff roles in regular staff meetings
Facilitate regular case meetings, at which all staff working with a specific participant are present and asked to share information as well as next steps
Create opportunities for staff to talk about successes and challenges, and for other staff to assist in problem-solving
Designate a team leader
42. John John says that there is no use in trying to find a job, because all he will do is fail at it anyway. He used to be a good carpenter but that was many years ago. Years of living on the street has eroded those skills and reduced his stamina. He says he feels hopeless of ever finding anything better than dishwashing or carrying out garbage.
How would you help John develop an employment goal?
43. Principles and Practices #3Helping John Create Employment Goals Typical Challenges
Many people have not thought about having vocational or employment goals, since their first goal on the streets has been survival
Many are focused on immediate gratification, such as earning a bit of money or paying off a debt
They may have had negative vocational or employment experiences because of the barriers they face
They have trouble thinking about small steps that will lead to achieving a vocational or employment goal
Some may not be currently motivated to pursue vocational or employment activities, and are content to maintain current status or activities
Some may need help to identify how current interests, activities or desired participation can be seen as vocationally-oriented Suggested Responses
Create opportunities in which they can have a sense of immediate success or achievement
Focus on a persons perceived or inherent strengths, gifts, skills and interests
Work with them to acknowledge all achievements (including survival on the streets) and make them visible to them as sources of strengths and knowledge that may have a job application,
Focus on immediate goals first, and how these can lead to a larger goal.
Give timeframes to specific goals as a way of motivating participant and yourself as a staff
Make sure all goals are developed or agreed-to by the participant
Make sure goals of any type are clearly defined and fleshed out by the participant and staff so that they are real and true
44. Principles and Practices #6Implementing 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/performance 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
45. LAMP Village527 S. Crocker, Los Angeles, CA 90013 (213) 488-0031 Drop-in Center/Crisis Shelter
Lamp Lodge-50 unit permanent housing
VILLAGE INDUSTRIES:
- Linen Services
- Public Laundromat
- Public Showers &Toilets
1/3 of staff are consumers
Employs 35 people per day
46. Principle # - Connecting to MH/SA Treatment Services Typical Challenges
People may not be ready to accept treatment
People are fearful of treatment
Their friends are not good influences and may disapprove of a persons decision to enter treatment
Stigma
Side effects Suggested Responses
Establish referral relationships so that the services are accessible to participants when needed
Help people understand the implications on goals they chose and commit to achieving
Enlist the support of peers to help people understand the positive effects of accepting treatment
Be clear about the rules regarding substance abuse on site at HUD housing
47. Step-Back/Step-Out/Step-UpA Practical Strategy for Keeping the Door Open for Employment WHAT IT IS:
a) A strategy for helping people address their treatment issues and impact on work
b) A way of keeping people involved in employment services while they deal with their substance use and/or MH treatment issues
c) A plan for putting together a support plan emphasizing growth
WHEN: At engagement, involvement, continuation
WHO: Implemented by staff, peers
WHERE: Shelters, employment programs, housing sites
48. Step Back Offer alternatives to terminating program involvement for people when substance use interferes with their ability to get or keep employment
Focus on how substance use prevents someone from getting or keeping a job, not the behavior itself.
Provides alternative step-down employment-related services that do not risk the safety of the person or others
Step downs still require people to be substance-free while they participate
Examples: employment counseling, presentations by peers or staff, resume writing, low-impact, P/T, time-limited in-house work experience, shadowing, P/T volunteer work
Expected Outcomes: Maintain connection, use stages of change strategy to change behaviors, show consequences (eg: person may lose job but staff never go away)
49. Step Out Some people may not be ready to deal with their treatment issues that affect their jobs and they may need to step out of the program.
Although you may have to get to the place of reinforcing rules of enrollment-try to maintain contact (through outreach staff, shelter staff, peers, friends, etc) and let them know that the door is open for them to try again.
50. Step Up The job placement is only the first success
Dealing with treatment issues affecting work is an ongoing process owned by the individual
Advancement and stepping out of poverty is the goal and is negatively affected by job and housing loss due to treatment issues
Ongoing, follow-along support by an IST to support both treatment and work goals
Support needs to accommodate for success as well as address challenges
Involve peers as counselors or mentors showing how people can overcome fears of change and advancement and maintain balance
Expect relapses and have a plan in place that deals with them
Expected Outcomes: Staff realize the job doesnt end at placement; participants see the benefits of treatment and job retention and advancement; they have access to wrap around supports 24/7
51. Day #1 Summary:Breaking the Readiness Model Assume employability
All staff supports peoples desire to work
Avoiding lengthy prerequisites and rigid sequencing
Allow multiple options-one best practice does not fit all
Understand peoples needs, abilities and values
Understand what employers want
Understand how to make a good job fit
Celebrate all degrees of success
52. Day #2Learning Objectives Learn about employment services practices being used throughout the country
Understand tools and strategies for helping people choose, get, keep and advance in jobs
Understand how to use partnerships to improve program delivery
Learn about critical staff competencies for providing employment services
Address challenges and strategies using scenarios and exercises
53. Customization of Employment Best Practices- A Challenge for the Field Why?
Replace staff-driven employment services with more person-centered approaches
How?
Modify existing practices like:
TEP: Each time-limited job is individually negotiated/the person AND the job can change
What Outcomes?
Improve outcomes-satisfaction, tenure, growth
54. Transitional Employment (TEP) (Est. 1964 Fountain House, NYC) Primary vocational services of Clubhouses
Time-Limited Part-Time Competitive
Negotiate job slots set aside for rotating workers
Usually entry level jobs
Agency guarantees the job will be done
On and Off-Site Job Coaches, peer supports
Disadvantages:
Time limitations
Agency is responsible for performing the job
Dependency issues
55. ACT/PACT Continuous 24 hour treatment planning approach
Employment specialist is member of multi-disciplinary Team
Rapid placement, continuous follow-along and reassessment
Recognizes that work is integral to the community treatment process
Focus on work first on-the job learning, adaptation and accommodation
Clash between short-term funding and long-term support needs
56. Customized Employment (NCWD) Individualizing the employment relationship between job seekers and employers to meet the needs of both.
Determine the strengths, requirements, and interests of a person with a complex life.
It is not a program, but rather a set of principles and strategies that result in employment.
Builds on supported employment and results in individually designed services, supports, and jobs negotiated to fit the needs of a specific job seeker or employee.
57. Customized Employment (NCWD)
Customized Planning
Profiles, portfolios, etc to capture, organize, and represent the information that was collected during exploration
Negotiating
Negotiating job duties and employee expectations. Can include job carving, negotiating a job description, job creation, job sharing, etc.
Self-Employment
A recognized CE option
58. Career Mapping-A New Approach to Assessments and Job Planning (Based on materials developed by Sowers, McLean and Shelton Empowerment for Life Project-Portland, OR) Recognizes the complex impacts of homelessness and disability on employment
Seeks to bridge issues of trust
Uses interactive group or individual techniques
Results in pictographs (maps) that are the basis for referral to career services
Assumes the result is mainstream employment with support services planning
59. Key Elements of Mapping LIFE HISTORY -draw correlations to past experiences. Identify patterns over their life span and recognize reoccurring themes, interests, and passions
STRENGTHS, GIFTS and CAPACITIES - Identify what they are able to do, what they enjoy doing, and what they have done in the past to develop a job goal
WHAT WORKS - Create a list of job characteristics that work well for them and those that do not work well for them
POSSIBLE RESOURCES - Community-based resources available to them, as well as resources within the One Stop system
POSSIBLE JOBS - List of possible jobs for themselves using strengths, gifts and capacities and what works as the only criteria
REFFERAL Work with staff to develop a plan to get the job they want
60. A Map in Progress
61. SAMHSAS MODEL FOR EBPsSAMHSA National Registry of Effective Programs and Practices (NREPP) http://modelprograms.samhsa.gov
62. Why Use Evidence Based Approaches? Evidence based practices yield better outcomes
Evidence based programs have fidelity measures
SAMHSA acknowledges that the evidence base is limited in some areas
SAMHSA supports promising practices where evidence of effectiveness is based on:
Formal consensus among recognized experts
Evaluation studies not yet published
63. IPS/SE Fidelity (Bond 2003) Fidelity is important because programs that faithfully implement evidence based practices have better outcomes.
Fidelity Scales assess the adequacy of implementing an evidence based practice
64. Supported Employment EBP (Drake, et al) Basis for SAMHSA Toolkit on Supported Employment
Blending of assertive case management and supported employment
Has been used to replace continuing/day treatment
Work is considered both treatment and outcome
Employment specialist is member of tx. Team
Vocational assessment is continuous and obtained from multiple sources
Focus on work first - learning through doing
Services in the community on flexible schedule
Has established a fidelity scale with staff/customer ratios
65. Social Enterprises Meeting the Market with a Mission Businesses which affirmatively employ persons with disabilities and who have been homeless and/or other disadvantages
Achieve social change:
More people get jobs
Achieve Economic Change:
Build healthy business
communities
66. Social Enterprises Characteristics
Agency-sponsored businesses employing people with disabilities, people who have been homeless and/or other disadvantages
Objectives
Exposure and experience, skills development
Add to the available jobs in the marketplace
Advantages
Agency owns the jobs
Business to business potential
Disadvantages
High risk-requires sound business planning
Can create numerous issues of roles and boundaries for staff and clients
67. COMMUNITY VOCATIONAL ENTERPRISES 1425 Folson St., San Francisco, CA 94103 (415) 544-0424 Training and employment
for persons with mental illness
& other people with
disadvantages
Service Master Partnership
Transitional employment in
4 agency-run businesses
Professional development seminars
Support services/Case management
Enrolls +200 persons/year. 50-70 persons employed at any one time
68. Supported Self Employment Characteristics
Consumer owned and operated businesses
Objectives
Self-sufficiency through owning ones means of livelihood
Advantages
Consumer owns the job
Self-reliance, independence, role shift from consumer to entrepreneur
Disadvantages
High risk-requires sound business planning
Complications re: benefits are different from other employment scenarios
The buck stops here
69. Homelessness and Choosing a Job Need to address considerable concrete barriers, i.e., access to laundry, showers, clothing
Lack of fixed address for mail or telephone to receive and return messages
Personal humiliation about current homelessness and past record, such as criminal histories
Poor employment histories and track record regarding employment
Access to transportation
Focus on immediate needs vs. longer term goals
Impact of change
Managing housing stability/recovery and work
Unclear expectations/inadequate information
Physical limitations
70. Getting a Job: What Level of support is needed? Work while choosing or job goal first?
Identify values
Identify strengths and gifts
Identify preferences: type of work, location, hours of work, wage scale
Identify resources: postings, ads, friends, family, staff
Why this job? Why now?
Sustained assistance regarding set-backs
Support services-on and off job
71. Principles and Practices #7Employer Marketing Typical Challenges
Devalued group of people with stigma
Multiplicity of physical, psychological problems that could affect work
Lack of recent solid work history
Appearance and mannerisms
Few resources (e.g. transportation, child care, etc)
Poor self-image and lack of confidence, fear
May not be a clear job match-negotiation may be necessary
Employers understanding of the features/benefits
Employers fears of accident liability Suggested Responses
Assess employer needs and concerns
Represent the job seeker
Develop and use marketing tools brochures, testimonies, videos, etc.
Develop sustained relationships with employers that allow for more non-traditional job matches
Consider sectoral approaches
Becoming familiar with the current labor market to make an informed match
Guide job seekers on disclosure of disability and options for requesting reasonable accommodations.
Provide information about work site accommodations to employers
Guide job seekers on ways to address a record of conviction/incarceration
Support successful job seeker interviews
72. Principles and Practices #8Job Development and Placement Typical Challenges
Force-fitting to meet program outcomes
Passive job development
Not following up on a regular basis with active and potential employers
Focusing on the disability rather than the ability
Starting with tax incentives
Promising two for one
Guaranteeing 100% productivity or attendance
Offering to do all the training and supervision
Failing to plan for the next step (advancement, transition) Suggested Responses
Be creative- you want the same thing
Offer examples to employers of ways part time, negotiated or carved jobs has helped an employer in the past
Review the assessment information on an ongoing basis and update as needed
Help the job seeker break down the job development process into attainable steps
Select, train and support mentors
Offer to provide disability sensitivity training to employers staff
Include benefits planning as an ongoing part of the process
73. Highlights: Who Does What? Here is the context. You need to decide how you will exert leverage. As the saying goes, to eat your dinner, you have to be at the table. After todays presentation, I think the most useful thing is for people to go back to your program leadership and figure out how you can be included in the state and local planning process so your folks are consideredHere is the context. You need to decide how you will exert leverage. As the saying goes, to eat your dinner, you have to be at the table. After todays presentation, I think the most useful thing is for people to go back to your program leadership and figure out how you can be included in the state and local planning process so your folks are considered
74. One Stop Services Core services:
- Available to any job seeker
- Self-service job search, resume development
- Use of One Stop facilities, job fairs, employer presentations, etc
Intensive services:
For those not successful in Core services
Vocational counseling, remedial education and skills and support development, guided job search, enrollment into WIA funded training programs, etc
Training services:
Enrollment in classes, specialized trades training, etc Point here is that everyone gets core-the other services are available on assessment, need and funding availabilityPoint here is that everyone gets core-the other services are available on assessment, need and funding availability
75. Principles and Practices #5Connecting to Mainstream Employment Typical Challenges
Mismatch between customers readiness and the self-guided core services at a one stop
Participants feel uncomfortable in One-Stop environments
One Stop staff feel uncomfortable working with people who are chronically homeless
Different goals regarding employment placement
Different languages and expectations
No history of coordination Suggested Responses
Have information of relevance to people who are homeless at the One Stop
Develop partnerships for targeted outreach
Cross-train staff
Use the resources of the DPN
Review services forms and documents to determine how they are consistent with each other, and where they contradict each other
Introduce people to One Stop services as a normal part of the employment process
76. Example #1: CTWorks-Bridgeport, CT Operated by Career Resources, Inc.,
Partnerships with LWIB, Bridgeport Continuum of Care, the CT Division of Rehabilitation Services, the CT Department of Mental Health and Addiction Services and the Veterans Employment Service.
50+ corporate donors, the United Way, US Department of Education grant ,DOL Work Incentive Grant and Disability Program Navigator funding
77. CT Works!- Why? Meets people who are homeless with services where they are at
Developed a Career Coach mobile One Stop with the technology on board to connect people who are homeless to core services
Important partner is HVRP to connect Vets to core, intensive, training services
Visionary Leadership!
Public/private funding mix
78. Example #2: SEARCH-Houston, TX Active member of the local Continuum of Care
Permanent and transitional housing, daily lunch for 250, a food pantry, mobile outreach, day care, medical assistance and psychological evaluations, and a one-stop career center for the homeless
Received JTPA and WIA Adult funding for employment services for homeless
79. SEARCH Works! Why? Realized it could not go it alone
Offers on-site occupational skills training (computers, etc) for growth jobs
Understands it needs to braid/blend funding to provide support services and intensive counseling
80. Ending Chronic Homelessness Partnerships HUD, ODEP, ETA, VETS funded x 5 years
5 Cities: LA, Boston, SF, Indianapolis, Portland, OR
297 people housing + jobs
Lead applicant is workforce development
81. Progress so far.. Through 9/30/05 Number served 357
# full or part time competitive jobs: 113
Employment rate (# placed in housing: # entering employment) = 43%
Innovations (one stop satellite; career mapping strategy, mobile one-stop)
82. 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
83. Job Search Planning Assessment-skills/resources/supports
Person-centered planning-preferences/goals, job expectations
Researching employer(s)
Complete/modify resume, cover letters, applications;
Obtain transcripts, credentials, references
Resolve disclosure issue
Address criminal justice involvement
Identify hot buttons and plan response
Practice interviews and how to deal with surprises
Develop a schedule and plan
84. Disclosure: A Personal Choice Disclosure of disability can occur:
At the time of the job application (by the applicant or by their representative)
During the interview
After the job is accepted
After adjusting to the job, demonstrating competency and prior to the need for reasonable accommodation
When asking for an accommodation
Never
Sometimes it is optimal to discuss the disability in terms of behavior and resulting behaviors
85. Menu of Keep Services Job Coaching & Follow-Along
Educational, Professional, Peer, Natural Job Supports
Professional, Peer, Natural Housing, Recovery Supports
Benefits Management & Advocacy
Growth and Career Planning
86. Principles and Practices #9Job Retention and Advancement Typical Challenges
Having $$
New friendships/disengaging from problematic old relationships
Managing new structure, scheduling and time demands
Pressures to share new funds or luxuries with less fortunate neighbors
New routines
New lifestyle
Co-worker, supervisor relationships
Threat of success
Suggested Responses
87. Tools and Activities: Utilizing Natural Workplace Supports Job coach as training consultant, not trainer
Utilize typical employee orientation and training process and resources
Assist to understand workplace culture, cues, politics
Dont switchboard questions & feedback
Help people develop skills to establish their own natural workplace supports
Explore possibility of training the employer to facilitate the best results for everyone
88. Understanding and Addressing Work-Related Triggers Having $$
New friendships/disengaging from problematic old relationships
Managing new structure, scheduling and time demands
Pressures to share new funds or luxuries with less fortunate neighbors
New routines
New lifestyle
Co-worker, supervisor relationships
Threat of success
89. Scenario Questions Choosing, Getting and Keeping a Job What are this persons strengths and assets?
What employment goal(s) do you think they might choose?
What employment program option might they prefer and why?
What concrete barriers may arise or exist that need to be addressed? How would an integrated services team proceed with the participant?
Will this person choose to disclose their disability or not?
Describe how the plan for job search might look
What natural supports does this person have available?
What triggers will affect job retention?
What are some of the elements of the employment support plan?
90. For Systems/Programs For People
91. Building a Culture Supporting Employment Some Examples Employment is part of our Mission Statement
Targeted increases in rate of employment is an agency priority
Consumers are included in program decision-making
Skill building of participants is an integral part of all service delivery teaching the participants how to meet their own needs
We hire consumers as staff
We have ongoing staff training on employment
Consumers are clear on why they are participating in employment programs
Staff support consumer involvement, dignity, choice and community integration
Consumers, their families and staff express hope that employment is possible
All staff throughout the organization are interested in and committed to employment opportunities for participants
Formal vendors and outside partners are viewed as potential employers for participants
92. Developing Capacity-Examples We have employment program written policies and procedures
We have clear employment outcome measures
We have the goal of assisting participants in relevant ways with employment goals in the job descriptions of all staff
We have a dedicated budget for employment
We have a process for resource development and business planning
We have employment specialists on staff
We are risk-takers
We have a strong management team
We are culturally competent
We have experience with developing partnerships
We think of all partners and vendors as potential employers of our participants
93. Opportunities-Examples We are aware of local hiring and economic development trends
We look for non-mental health funding sources as part of our employment funding mix
We have staff assigned to resource development and program growth
We build coalitions among families, mainstream resources and institutions, peers and professionals to address stigma
We are members of Chambers of Commerce
We initiate and participate in the development of access to new employment sectors for our participants, i.e. hotel industry, specific unions, etc.
We build upon the principles of the Americans with Disability Act, New Freedom Initiative, Olmstead Decision, TTW/WIA and local hiring goals/requirements for new program development
We help to make sure employment is on the agenda for State Policy Academies
94. Working with your VR Agency: Challenges Time-limited nature of VR services
Incentives for VR case closures
Demonstrate how VR, One Stop, agency staff and participant can build a partnership for success
Mutual suspicion & misunderstanding
Staff training issues
Incentives for collaboration
Funding limitations
95. Working with your VR Agency: Best Practices for Partnerships Make people with mental illness and co-occurring disorders a priority
Staff training
Define milestones for payment relevant to the population
Role definition and clarity
Hire consumers as VR staff
Co-location of counselors
Non-traditional providers
Involve employers in these partnerships
96. Business Improvement Districts Convergence of need
Resources for outreach, engagement
Job development
Anti-stigma
Opportunity for developing better understanding of community needs employers and participants
97. Staff competencies Knowledge
Skills
Attitudes
Cultural sensitivity
98. Staff Competencies: Knowledge Job Market (current and projected)
Job features, credentials and skills (hard and soft) requirements
Entitlement systems and related work incentives
Strong understanding of vocational rehabilitation practices throughout all delivery of services
Mainstream community organizations, natural supports, self-help & peer supports, non-traditional (eg. Faith-based) resources
Employer associations, Chambers, One-Stops, WIBs, VR
Other potential employers small businesses and community-based organizations
Agency purchasing procedures/services they are contracting-out
Homeless services and coalitions
Asset development strategies-IDAs, ITAs, etc
99. Staff Competencies: Skills Active Listener
Good Communicator (verbal, written, and telephone)
Able to integrate vocational growth into all service delivery
Consistent follow-through
Networker and strong relationship-builder (Giant Rolodex)
Teacher
Negotiator
100. Staff Competencies: Attitudes Shared values
Flexible
Self-confident
Outgoing
Patient
Respectful and Tolerant
Well-trained and conscious about cultural differences
Hands-on
Tenacious
Inventive
101. Some More Important Questions.. How are you involving consumer leaders in employment program development?
What funding sources are you using to address employment?
What partnerships are necessary to increase employment?
What advocacy tools do you use to promote employment?
What skills must staff know to provide/support employment?
How do you approach employers to achieve greatest number of opportunities?
What do you need to do differently to increase employment?
102. 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
103. Bakers Dozen To-Dos/Who Does? Leadership for employment within the disability services systems
Unified vision re: employment as a priority across service systems
Share best practices
Visible consumer leadership
Develop a toolkit for employment implementation
Work with employers and develop knowledge of employers throughout process
Statewide training initiative to improve staff competencies
Develop individual outcome measures
Develop program accountability measures
Develop local partnerships-business, FCBOs, One-Stops, VR, employer and labor sectors, etc.
Help other systems understand employment and recovery
Train housing staff on employment and recovery
Use State purchasing power to support employment
104. Picturing a Champion Recognized leader
Big and small picture knowledge
Technical skills
Community organizer
Collaborator
Familiar with and committed to issue and population
Responsive
Resources/resourceful
Risk taker
Passionate commitment
Representative
105. Providing Services What are your challenges in providing effective, quality outcomes for job-seekers with psychiatric disabilities who are homeless?
What strategies are you using to achieve those outcomes?
What resources do you have and use to achieve those outcomes?
What resources do you need to achieve those outcomes?
What training opportunities would be especially important and useful?
106. Building Systems Who are your local partners?
Describe the plan/steps for developing stakeholders for employment of people with psychiatric disabilities who are homeless
What does each stakeholder, including employers and employment sectors, bring to the table that helps meet those outcomes?
What challenges do you anticipate in developing partnerships and collaborations?
What training, technical assistance and support do you need to develop and sustain these partnerships/collaborations?
107. Culture-Capacity-Opportunity What are the tools and activities you need to utilize to develop and/or improve the organizational Culture that supports employment in your agency, government unit, community and employment sectors?
What resources and/or knowledge must you as a practitioner and your agency as a provider acquire to build your Capacity to implement employment?
What Opportunities do you see to support and expand employment services, and how do you propose to address challenges that could impede your ability to take advantage of these opportunities? (e.g.: funding, public policy, local hiring plans, employer tax incentives, Medicaid, DMH initiatives, initiatives by other sectors (faith-based, DOL, etc.)