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“Work as a Priority”Principles and Practices for Employing People with Psychiatric Disabilities who
are Homeless
Gary ShaheenAdvocates for Human Potential, Inc.
262 Delaware Ave.Delmar, NY 12054
518-475-9146, ext. 243gshaheen@ahpnet.com
PRINCIPLES FOR BUILDING MOTIVATION 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
Homelessness and Choosing, Getting and Keeping a Job
Distrust is common Focus on immediate needs Co-occurring disabilities Learned helplessness Functional limitations Cognitive limitations Illiteracy Communication deficits Physical/emotional trauma Poor self-esteem Fragmented or inadequate
services/supports
Mobility Skills mismatch Legal issues: custody
convictions, judgements, probation
Lack of personal documentation
Child care Transportation Earning disincentives Lack of permanent
address and phone # Lack of hope
“If you have had any of the major mental illness…”© Mimi Kravitz 1997
You have strength You can cope You have patience You possess spirituality and hope You have courage You have humility You have imagination
“If you have been hospitalized, you…”© Mimi Kravitz 1997
You have survival ability You can tolerate pain You can deal with the unknown You have interpersonal skills
“If you have survived hearings for SSI, Food Stamps, etc…”© Mimi Kravitz 1997
You have anxiety tolerance You can organize documentation You can negotiate systems You can persevere
“If you have taken medication..”© Mimi Kravitz 1997
You can handle risk You can adapt to adverse
conditions You can compensate for induced
physical disability You might have gained some
knowledge of introductory chemistry
Our Challenges……. Will RJ likely to appear at your One-Stop
and are you prepared to serve him? Do we know enough about those who
serve him now to build a partnership that: Helps him become an independent user Addresses his complex issues Augments our resources Helps us meet our outcome criteria Results in his employability, retention,
advancement
“Breaking the Cycle”Trust-building is fundamental
Recognize/utilize personal strengths
Recognize and address complex needs
Affirm personal dignity and self-worth
Reinforce personal responsibility, choice and empowerment
Adapt vocational approaches to meet needs
Provide comprehensive, long-term supports
A New Paradigm Shifting staff assumptions Avoiding lengthy prerequisites and rigid
sequencing Taking people’s desires seriously Flexibility Supportive environments “No fail” orientation Recognize that recovery is possible
Role Recovery is….
Obtaining and sustaining a valued role as a: Worker Friend Homeowner/tenant Partner, etc
By overcoming personal losses, setbacks, obstacles, and limitations
Obtaining the skills needed to perform that role
Using natural and professional supports as needed
Worker Role Recovery-Two Dimensions
INSIGHT DEVELOPMENT
Identify values preferences, choices
Prepare for change Honest self-
assessment Trust in self and
others Hope for the future
SKILL DEVELOPMENT
Setting work goals Testing work
preferences Evaluating skills and
supports against goals Skills Teaching: tasks
and work habits Support Service
planning
Program-Level Challenges Lack of knowledge,
experience “Paradigm paralysis” Readiness prerequisites Ethnic/cultural sensitivity Milestone disparity Role disparity Funding inadequacy or
fragmentation Lack of coordination,
communication Promising more than can
be delivered
Fragmentation-funding sources, priorities, roles, criteria, etc
Stigma and misconception
Lack of resources Consistent training
across systems Best practices
dissemination
Service System Challenges
Some Strategies……… Use in-house resources for
low-impact jobs “on demand”
Redefine work readiness Provide wrap-around
services supporting work Interagency coordination Intra-agency coordination Cross-training Blended funding More seats at the “table” Involve food pantries,
shelters, etc. in employment services planning
No Wrong Door to Employment”
MOTIVATION AND AWARENESS
(At Engagement, Drop-In Center, Shelter, etc).
Skills, Interests Assessment
SUPPORTED OPTIONSIn-house jobsSocial enterprisesDay laborVolunteer workReadiness servicesCognitive remediation
FAST TRACK OPTIONSCompetitive Job SearchCompetitive Job PlacementJob SupportTraining and education
ONGOING CONTACT WITH JOB
SPECIALIST
RETENTION, CONTINUOUS ASSESSMENT &
ADVANCEMENT SERVICES
© Advocates for Human Potential 2003
Common Themes
Jobs that people want Standing offer of work Entrepreneurial approaches Clear & reasonable expectations Flexible outcomes Redefine failure No arbitrary time limits Hire consumers as staff Cultural competence Employment, housing, treatment Literacy, cognitive remediation, physical
wellness
Developing Collaborations: The Key to Service System Integration
Identify and include key stakeholders Identify and secure new resources Develop clarity on priorities, barriers,
opportunities and outcomes Market the mission Adapt or adopt programs to meet
need Reaffirm, widen, support the
collaboration
19 Tools for Successful Collaborations (Winer, M. & Ray, K. 2001)
History of collaboration Collaborative group seen as
community leader Favorable
political/social/funding conditions
Mutual respect, understanding, trust
Appropriate representation Collaboration=self-interest Ability to compromise Members share in both
process and outcome Multiple layers of decision-
making
Flexibility Development of clear roles
and policy guidelines Adaptability Open and frequent
communication Established informal and
formal communication links Concrete, attainable goals
and objectives Shared vision Unique purpose Sufficient funds Skilled convener
LAMP Village527 S. Crocker, Los Angeles, CA 90013 (213) 488-0031
Drop-in Center/Crisis Shelter Lamp Lodge-50 unit permanent housingVILLAGE INDUSTRIES:- Linen Services- Public Laundromat- Public Showers &Toilets 1/3 of staff are consumers
Employs 35 people per day
“COACH” Comprehensive Opportunities to Assist Consumers who are Homeless
HUD Supportive Housing Program
Housing: 16 scattered site single apartments rent stipends & grant for furnishings
Support Services: 1 FTE case manager
Employment: Jobs in Social Enterprises or competitive jobs. Job coach for employee & time-limited wage stipends
Chicago Christian Industrial League (Chicago, Il.)
Landscape Services Training Program
75 Trainees per season $3.5 mil. Revenues Niche contracts Partnership with Service Master
COMMUNITY VOCATIONAL ENTERPRISES 1425 Folson St., San Francisco, CA 94103 (415) 544-0424
Training and employment for persons with mental illness& other people withdisadvantages
Service Master Partnership Transitional employment in
4 agency-run businessesProfessional development seminars
Support services/Case management Enrolls +200 persons/year. 50-70 persons
employed at any one time
Top 10 “To-Do’s”/”Who Does?”
NATIONAL LEVEL Data gathering/analysis-
what is the problem? Guidance on connecting
to BLNs, WIBs, One-Stops Interagency Committee
on Employment TA Center-Resource
Clearinghouse Flexible outcome and
funding guidelines
LOCAL LEVEL Include service recipients
in program planning Make work a priority in
agency mission and practice
Commit to local partnerships and collaborations
Develop flexible outcome measures
Hire, train, support staff with needed competencies
If One-Stops Works For All….
Reaffirm, communicate the mandate
Recognize our limitations
Provide training Develop partnerships &
collaborations Ensure easy, ongoing
access to TA/support “Market the Message”
Document success Set best
practice/fidelity standards & measures
Process for ongoing technology transfer
Assign leadership-address turf issues
Ensure ongoing customer inclusion
Innovate-create!
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