Promoting a Healthy Work Environment in Homeless Services: What Works

Ken KraybillB.J. IacinoAyala LivnyTye Deines

WHAT IS A HEALTHY WORK ENVIRONMENT?

 

The two most important factors

• Respect • Recognition

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

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

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

Today’s Webcast:

• Organizational Values• Supervision & Building Healthy

Teams• Building Trauma-Informed Staff

ORGANIZATIONAL VALUES & PHILOSOPHY OF SERVICE

B.J. Iacino & Tye Deines Colorado Coalition for the Homeless

CHART A COURSE

• Sets direction• Establishes intent

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.

ESTABLISH VALUES

• Influences decision-making• Shapes our conduct

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.

We create lasting solutions to homelessness by:• Honoring the inherent dignity of those we serve, affirming their capabilities and fostering their hope that a better life is possible;

• Building strong, caring communities through the integration of housing, health care and supportive services;

• Advocating for social equity and challenging the status quo on behalf of the individuals and families we serve;

• Achieving excellence through continuous quality assurance, innovation and professional development; and

• Using resources judiciously and effectively.

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

PUTTING VALUES INTO PRACTICE

• Leadership support and participation• Involve staff from all levels and areas• Establish an inclusive, effective

process• Communicate progress regularly

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

SUPERVISION & BUILDING HEALTHY TEAMS

Ayala Livny, Youth on Fire Tye Deines, Colorado Coalition

“People join organizations and leave supervisors”

A supervisor:

• Selects & hires people • Sets expectations• Motivates people • Focuses on their strengths• Develops people by helping them

understand their strengths

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

The Twelve questions

1. Do I know what is expected of me at work?2. Do I have the materials and equipment I

need to do my work right?3. At work, do I have the opportunity to do

what I do best every day?4. In the last seven days, have I received

recognition or praise for doing good work?

5. Does my supervisor, or someone at work, seem to care about me as a person?

6. Is there someone at work who encourages my development?

7. At work, do my opinions seem to count?8. Does the mission/purpose of my company

make me feel my job is important?9. Are my co-workers committed to doing quality

work?

10.Do I have a best friend at work?11.In the last six months, has someone

at work talked to me about my progress?

12.This last year, have I had opportunities at work to learn and grow?

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

BUILDING TRAUMA-INFORMED STAFF

Ayala Livny, Youth on Fire

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.

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

How do you create a trauma-informed staff?

• Training • Supervision • Create trauma–informed spaces

Staff Results:

• Lower levels of burn-out and frustration with clients

• Feel more competent

Consumers report

• Increased sense of safety• Better collaboration with staff• a more significant “voice” (Jennings,

2004)

IN SUMMARY

Organizational ValuesSupervision & Building Healthy TeamsCreating Trauma-Informed Organizations

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

Q&A WITH PRESENTERS