Promoting a Healthy Work Environment in Homeless Services: What Works

1. Promoting a Healthy Work Environment in Homeless Services: What Works Ken Kraybill B.J. Iacino Ayala Livny TyeDeines

2. What is a healthy work environment?

3. The two most important factors Respect Recognition

4. A Healthy Work Environment: Values people Gives priority to the multiple aspects of the workplace that affect employees’ ability to function well in order to accomplish the goals of the organization

5. Key aspects Organizational culture Relationships with other agencies and the larger community Personnel policies including salaries and benefits Clinical and administrative supervision Structure and quality of decision-making

6. Key aspects Communication methods and effectiveness Conflict resolution Cultural diversity and competence Opportunities of systems/political advocacy Safety concerns Practical and aesthetic features of physical space Support for self-care, personal wellness

7. Today’s Webcast: Organizational Values Supervision & Building Healthy Teams Building Trauma-Informed Staff

8. B.J. Iacino & Tye Deines Colorado Coalition for the Homeless Organizational Values & Philosophy of Service

9. CHART A COURSE Sets direction Establishes intent

10. The mission of the Colorado Coalition for the Homeless is to work collaboratively toward the prevention of homelessness and the creation of lasting solutions for homeless and at-risk families, children, and individuals throughout Colorado. The Coalition advocates for and provides a continuum of housing and a variety of services to improve the health, well-being and stability of those it serves.

11. ESTABLISH VALUES Influences decision-making Shapes our conduct

12. The Colorado Coalition’s Philosophy of Service We believe all people have the right to adequate housing and health care. We work to remove the barriers that restrict access to these rights. Society benefits when adequate housing and health care are available to everyone.

13. We create lasting solutions to homelessness by: • Honoring the inherent dignityof those we serve, affirming their capabilities and fostering their hope that a better life is possible; • Building strong, caring communitiesthrough the integration of housing, health care and supportive services; • Advocating for social equity and challenging the status quoon behalf of the individuals and families we serve; • Achieving excellencethrough continuous quality assurance, innovation and professional development; and • Using resources judiciously and effectively.

14. STRATEGIC THINKING vs. PLANNING Guided by Mission and Philosophy of Service Gives everyone a voice in shaping the process Emphasizes thinking versus planning Fosters innovation and imagination Promotes agility and flexibility in our work Ensures everyone understands the connection between what they do and the larger organization

15. PUTTING VALUES INTO PRACTICE Leadership support and participation Involve staff from all levels and areas Establish an inclusive, effective process Communicate progress regularly

16. PUTTING VALUES INTO PRACTICE Tie initiatives to mission and values Promote continuous feedback Integrate performance management and professional development activities Create meaningful incentives Proactively address lagging performance Train managers

17. Ayala Livny, Youth on Fire Tye Deines, Colorado Coalition Supervision & Building Healthy Teams

18. “People join organizations and leave supervisors”

19. A supervisor: Selects & hires people Sets expectations Motivates people Focuses on their strengths Develops people by helping them understand their strengths

20. The Questions That Matter 12 core elements to attract, focus, and keep talented employees Create an environment where employees answer positively to all 12 questions Relationship with direct supervisor linked to productivity, company profitability and employee

21. The Twelve questions Do I know what is expected of me at work? Do I have the materials and equipment I need to do my work right? At work, do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for doing good work?

22. Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? At work, do my opinions seem to count? Does the mission/purpose of my company make me feel my job is important? Are my co-workers committed to doing quality work?

23. Do I have a best friend at work? In the last six months, has someone at work talked to me about my progress? This last year, have I had opportunities at work to learn and grow?

24. Putting the 12 questions into practice at the Colorado Coalition for the Homeless

25. Ayala Livny, Youth on Fire Building Trauma-Informed Staff

26. To be a “trauma-informed” provider is to root your care in an understanding of the impact of trauma and the specific needs of trauma survivors.

27. Importance of a trauma-informed staff High levels of trauma in homeless populations Client behaviors linked to trauma responses Trauma informed care training helps staff recognize trauma and triggers A toolbox of skills

28. How do you create a trauma-informed staff? Training Supervision Create trauma–informed spaces

29. Staff Results: Lower levels of burn-out and frustration with clients Feel more competent

30. Consumers report Increased sense of safety Better collaboration with staff a more significant “voice” (Jennings, 2004)

31. Organizational Values Supervision & Building Healthy Teams Creating Trauma-Informed Organizations In summary

32. Resources Trauma Informed Care Training from HRC. E-mail lwinn@center4si.com Marcus Buckingham & Curt Coffman. First, Break All the Rules: What the World's Greatest Managers Do Differently, Simon & Schuster, 1999. HRC website: homeless.samhsa.gov

33. Q&A WITH PRESENTERS