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What is the…

2014 National Social Services and Disaster Management Conference

Lake Buena Vista, FloridaMarch 26, 2013

USA CENTRAL TERRITORY

Maribeth Velazquez Swanson, LCSWTerritorial Social Services Secretary

Linda Brinker, LCSWTerritorial Pathway of Hope Project Coordinator

Major Ruth Fay, Corps OfficerJanesville, Wisconsin – Wisconsin Upper Michigan

Jackie Robertson, MSWPOH Regional Coordinator – Eastern Michigan

Presenters

Overview

Maribeth Velazquez Swanson, LCSWTerritorial Social Services Secretary

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Guiding Thoughts

Three seismic shifts are happening in our world

the Army must respond

MILLIONS

in CRISIS

SHIFTS in

FUNDING

DESIRE to do

EVEN MORE

GOOD

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Through the Pathway of Hope we are responding, and

embarking on a season of change and progress

from ONLY

to ALSOINTENTIONAL

SOLV I NG

SHARED

V IS I O N

P RODUC ING

OUTCOMES

I N S P I R ED

S ERV I NG

LOC AL

R E S PONS E

TRACK ING

OU TPU TS

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Pathway of Hope is an approach of providing targeted services to families with a desire to take action to

break the cycle of crisis

Empowering vulnerable

families to take action to

overcome their barriers

Optimizing the Army’s

resources to address root

cause barriers

Catalyzing community

collaboration in service of

clients’ goals

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Progression along the Pathway

of Hope

• Are clients making progress along

the Pathway of Hope towards

stability?

• Client Sufficiency Matrix

(Arizona)

Reduction in the number of

barriers faced

• What identified barriers have

clients overcome to achieve that

progress?

• Client Action Plan

• Client Strength Assessment

Increased hope

• Has clients’ progress led to their

increased belief and confidence

in positive outcomes for the

future?

• Herth Hope Scales

• Post-Pathway Client Survey

Positive intergenerational

impact

• Has clients’ progress on the

Pathway of Hope created

conditions for improvements in

families’ welfare?

• Client Sufficiency Matrix;

• Income

• Post-Pathway Client Survey

Reduction in the number of

repeat clients

• Has clients’ progress on the

Pathway of Hope reduced their

dependency on basic Emergency

Assistance?

• Pathway of Hope Client Tracking;

• Post-Pathway Client Survey

Individual Client Outcomes

Outcome Central Question Measurement Tool

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Organizational Outcomes

Solve root causes of our

target segment

• Is the Pathway of Hope optimizing the internal

resources aligned to the needs of clients?

• Resource Reallocation Action Plan;

• MPC forms

Optimize the use of community resources

• Is the Pathway of Hope

leveraging all of the community’s resources on behalf of clients?

• Community Collaboration Action Plan;

• Community Survey

Effect greater integration

of Social Services & congregation

• Is the Pathway of Hope engaging Corps soldiers, volunteers and advisory boards?

• Pastoral Care Plan;

• Volunteer Tracking

Increase positive perception of the Corps

and Army role and

impact

• Is the Pathway of Hope increasing the perception

of The Salvation Army in the eyes of its stakeholders?

• Community Survey

Replicate and scale efforts based on

learnings to other Corps

in the Territory

• Is the Pathway of Hope able to scale to the entire Territory within five years?

• Corps implementing the Pathway of Hope

Outcome Central Question Measurement Tool

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Pathway of Hope initiated in October 2011 with three

“Demonstration Corps”

Gary Merrillville, INOne part-time SS staff

Elkhart, INOne full-time SS staff

Green Bay, WIThree full-time SS staff

Community

• Large industrial metropolis

• 84% African-American

• 15.5% unemployment rate

• Small town in rural area

• 72% White, 15% Hispanic

• 11% unemployment rate

• Mid-sized suburban city

• 86% White, 7% Hispanic

• 7.6% unemployment rate

Congregation

• Has two pastors with strong community connections

• Congregation has seen

increasing numbers of clients due to economic hardship

• Corps Officer has an MSW

and 18 years of experience

• High levels of income

inequality in community

• Army has trouble engaging

with Hispanic community

• Part of the larger Brown

County Command

• Many clients are also

congregation members

• Most difficult neighborhoods

are far from Corps site

Social Services

• Doesn’t have a strong community SS network

• Tracks clients’ basic info, but

wants to do more

• Close partnerships with local government and SS agencies

• Tracks clients’ needs and

requests, but not outcomes

• Strong partnerships with local SS agencies

• Use Service Point; has a

paper system for tracking

Corps diversity across geographical divisions, community types, demographics,

and staff sizes have provided for rich learning opportunities

Foundations in Theology & Pastoral Care Planning

Major Ruth Fay, Corps OfficerJanesville, Wisconsin

Wisconsin & Upper Michigan Division

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Casting Crowns - Jesus, Friend Of Sinners

Jesus Friend of sinners we have strayed so far awayWe cut down people in your name but the sword was never ours toswing

Jesus friend of sinners the truth's become so hard to seeThe world is on their way to You but they're tripping over meAlways looking around but never looking up I'm so double minded

A plank eyed saint with dirty hands and a heart dividedOh Jesus friend of sinners

Open our eyes to the world at the end of our pointing fingersLet our hearts be led by mercyHelp us reach with open hearts and open doors

Oh Jesus friend of sinners break our hearts for what breaks yours

Jesus friend of sinners the one who's writing in the sandMake the righteous turn away and the stones fall from their hands

Help us to remember we are all the least of theesLet the memory of Your mercy bring your people to their kneesNobody knows what we're for only what we're against when wejudge the woundedWhat if we put down our signs crossed over the lines and love like You did

Oh Jesus friend of sinnersOpen our eyes to the world at the end of our pointing fingersLet our hearts be led by mercyHelp us reach with open hearts and open doorsOh Jesus friend of sinners break our hearts for what breaks yoursYou love every lost cause; you reach for the outcast

For the leper and the lame; they're the reason that You cameLord I was that lost cause and I was the outcastBut you died for sinners just like me a grateful leper at Your feet'Cause You are good, You are good And Your love endures foreverYou are good, You are good and Your love endures forever

HALL, JOHN MARK / WEST, MATTHEWPublished byLyrics © Sony/ATV Music Publishing LLC, Warner/Chappell Music, Inc.

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Core Client Approach

Linda Brinker, LCSW Pathway of Hope Project Manager

Pathway of Hope Client Approach

• Approach designed to reach families

• At least one child under the age of 18

• Desire to take action

• Utilizes

• Strengths-Based Perspective of Case Management

• Stages of Change Model

• Motivational Interviewing

• Overarching goals

• Raise hope

• Increase sufficiency

• Break the cycle of intergenerational poverty.

• People have capacity to learn, grow, and change

• Focus on strengths vs. deficits

• Client is the director

• Helping relationship is primary and essential.

• Community is preferred setting

• Wealth of resources within the community

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Motivational Interviewing-Assumptions

• Assumes individuals know their personal environment and its resources better than the worker

• Seeds of all behavior change lie within the client

• Change most likely to occur in relationship characterized by empathy, respect and collaboration.

Motivational Interviewing – Key Concepts

• Build commitment to change and develop a concrete plan

• Plan largely designed by client utilizing naturally occurring resources, such as family members, friends, or a community

group.

• Use SMART goals – Specific, Meaningful,

Assessable, Realistic, and Timed

• What will be your next step?

• Have you ever done any of these things

before to achieve this?

• Model developed in the late 1970s that studied how smokers were able to quit smoking

• Created by Prochaska and DiClemente at the University of Rhode Island

• Change is a process of progressing through a series of 6 stages.

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Six parts of the Stages of Change model

Pre-contemplation

•No intention to change behavior in the foreseeable future.

•Unaware or under aware of their problems.

Contemplation

•Aware that a problem exists and thinking about

overcoming it

•Not yet ready to commit to take action.

Preparation•Intending to take action in the near future

•Unsuccessful in attempts to take action in the past year.

Action

•Ready to modify their behavior or environment in order to overcome their problems.

•Changes can be large and require a lot of time and energy.

Maintenance•Work to consolidate the gains they attained during the action stage.

Termination• More confident and spend minimal effort maintaining the changes they’ve made.

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Six steps in the Pathway of Hope process

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IntakeIntakeIntakeIntake SelectionSelectionSelectionSelectionInitial Initial Initial Initial

AssessmeAssessmeAssessmeAssessme

ntntntnt

Action Action Action Action PlanningPlanningPlanningPlanning

Follow-upFollow-upFollow-upFollow-up TransitionTransitionTransitionTransition

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URICA

Consistent intake forms Strengths Assessment

Action Plan

Community resource maps

Client feedback form

� While examining the lives of our clients, we must access multiple forms of information.

◦ Individual systems (wants, needs, coping skills)◦ Environmental systems (kin, friends, social

supports)◦ Cultural influences (religion, ethnicity)

� The assessment is an ongoing process that will require the use of more than one assessment tool

� It must involve the client

The approach to serving clients through the Pathway of Hope is basedupon the use of:

•Strengths-based strategies

•Stages of Change principles

•Motivational interviewing techniques

•Hope enhancing strategies

A partnership is established with the client and the client’s values and aspirations drive the goal setting process.

Summary

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PowerPoint Request:

Linda_Brinker@usc.salvationarmy.org

Team Exercises

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Workshop format focused on team exercises designed to develop systems which will allow for the establishment of the Pathway of Hope approach.

First Day

• Addresses the importance of the team process

• Assist teams with the effort to enhance the use of available resources and strengthen community partnerships

Second Day

• Focuses on the clinical approach and tools designed to enhance strengths­based strategies.

All Hands on Deck Approach

• Team approach is critical to success in implementation of Pathway of Hope

• Network of people working together to assist families with the caseworker coordinating services

• Ideally weekly team meetings are suggested to address range of issues presented by families

Pathway of Hope success depends upon an “all hands on deck”

approach supporting each caseworker and familyPATHWAY OF HOPE WORKING TEAM

Casework Supervision

Division

Corps Ministries

Corps Officers

Social Services

caseworkers &

other Corps staff

Division

Social Services

Administration

Regional Pathway of

Hope Coordinator

Administrative Supervision

Training

Support

Supervision

Training

Mentoring

Feedback

THQ Social Services

and Pathway of

Hope Manager

Support

Training

Support

Pathway of Hope

Family

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Vision Exercise

• Identify the current situation of your clients, Corps, and community

• Determine how you would like to see your clients, Corps, and community change through

Pathway of Hope implementation

• After completion of other team exercises, will address “how will get there” section

Vision for the Pathway of Hope

in your Corps

our C L I E N T S our C O R P S our C O M M U N I T Y

todayWHERE YOU ARE

NOW

� � �

tomorrowWHERE YOU’D

LIKE TO BE

� � �

how we’ll

get there� � �

Social Services Staff Roster Template

Name Role Position Type Hours/Week Educational Background Experiential Background Training

List every member of

your Corps staff

List each staff

member’s official

position

Note whether the

staff member is

full­time, part­

time, or volunteer

Enter the average

number of

hours/week

worked at the Corps

List the diplomas or degrees each staff

member has received

List relevant work experiences and

their duration, both within and outside

The Salvation Army. List languages

spoken.

List all formal and informal training

received for current job, both within

and outside The Salvation Army

EXAMPLE:

Sally Smith

Social Services

DirectorFull Time 40 hours

� Bachelors in Sociology,

Northwestern University

� Social Services Director, TSA

Detroit Corps (1.5 years)

� Associate Director, Homeless

Services, Chicago Housing

Authority (8 years)

� Social Worker, Catholic

Charities, Champaign (2

years)

� Divisional Social Services

support group

� Territory Business seminar

EXAMPLE:

Major John LeahyCorps Officer Full Time 40 hours

� High school diploma; some

college theology and

philosophy courses

� Divisional HQ (5 years)� Corps Officer, Flint (3 years)

� Intermediate Spanish

� Officers College

� � �

� � �

� � �

� � �

� � �

� � �

� � �

� � �

� � �

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Social Services Diagnostic Exercises

• Assist in understanding the current state of

staff, programs, and time available for Pathway

of Hope management

• Three templates –

– Staff Roster

– Programs template

– Time Diagnostic

Social Services Staff Roster Template

Name Role Position Type Hours/Week Educational Background Experiential Background Training

List every member of your Corps staff

List each staff

member’s official

position

Note whether the

staff member is

full­time, part­

time, or volunteer

Enter the average

number of

hours/week

worked at the

Corps

List the diplomas or degrees each staff member has received

List relevant work experiences and

their duration, both within and outside

The Salvation Army. List languages

spoken.

List all formal and informal training

received for current job, both within

and outside The Salvation Army

EXAMPLE:

Sally Smith

Social Services

DirectorFull Time 40 hours

� Bachelors in Sociology,

Northwestern University

� Social Services Director, TSA

Detroit Corps (1.5 years)

� Associate Director, Homeless

Services, Chicago Housing

Authority (8 years)

� Social Worker, Catholic

Charities, Champaign (2

years)

� Divisional Social Services

support group

� Territory Business seminar

EXAMPLE:

Major John LeahyCorps Officer Full Time 40 hours

� High school diploma; some

college theology and

philosophy courses

� Divisional HQ (5 years)

� Corps Officer, Flint (3 years)

� Intermediate Spanish

� Officers College

� � �

� � �

� � �

� � �

� � �

� � �

� � �

� � �

� � �

Programs Template

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Time Diagnostic

Social Services

Programs (EA and non­EA)

Number of Staff Hours per week in Each Program Total weekly

SS program

hoursEXAMPLE:

Food Pantry

� List Program names as column headers above

� List Corps staff in each row

� In each row below, enter the approximate number of hours the staff person spends weekly on each

program (rounded to the nearest 5 hours)

� Include any administration affiliated with each program (you may also wish to separate administration

as a different “program” to capture administration across all programs)

Each row

should add to

the total weekly

hours worked

by the staff

person

EXAMPLE: Sally Smith 10 0 0 0 10 15 5 0 0 0 0 40

10

5

20

10

20

0

0

0

0

Total Program Hours 75 750

Percent of total Corps SS

program hours10% 100%

Resource Reallocation

• The Process Map is used to identify key steps in each resource intensive program and potential ways to reallocate time at each step.

• The Primary goal is to identify ways to free time up time to allow for work with 10 Pathway of Hope families over the course of one year.

• Reallocation strategies can include recruitment of volunteers, interns, changing the configuration of the office, establish procedures to streamline paperwork, etc.

Process Map Template

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Process Map ­ Example

Community Collaboration Exercises

The Community Social Services and Resource Map will help Corps understand all the resources available in their community and how they can strengthen their Corps’ relationships with the organizations that provide them.

• Define boundaries of the community and referral network

• Identify all stakeholders providing resources

• Determine a contact person at each organization

• Describe the strength of the Army at each location

• Identify services each organization provides

Community Collaboration

Program Map

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Community Collaboration

Resource Map

Community Collaboration Exercises

� Which services not currently provided by your Corps are most requested by your clients?

� If there are needed resources not provided in your Corps’ referral network, how could you obtain access to them within a broader area?

� Which resources (people, funding, in­kind support) are currently most needed for the operations of your Corps? Who are potential providers?

Cluster Working Norms Discussion

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Implementation Planning

• Implementation timeline is a tool that will

outline key steps and timing considerations

related to the roll out of Pathway of Hope in

Corps.

• Timeline is intended to be a practical roadmap

that can be revisited and revised over time.

Implementation Timeline Template

Team Exercises ­ Goals

Bring all the

Army’s

internal

resources to

bear,

aligning

them to the

needs of

clients and

focused on

outcomes

� Assess existing Army resources

and make changes to:

o Reallocate Social Services

staff time to serve families

o Increase integration of

Congregation and Social

Services functions to ensure

families receive the full

benefit of Army assistance

o Increase coordination within

the Army to ensure inclusion

of client families into relevant

Corps activities

o Enhance staff capacity and

motivation to help families

make long­term changes to

achieve stability

� A broader, renewed concept of the

resources and relationships Corps can

use to benefit clients

� Greater operational efficiency to serve

more clients through existing

programs

� Dedicated time for Social Services staff

to work with Pathway of Hope clients

� Expanded access to effective programs

that educate and build employable

skills

� Greater integration of congregations,

volunteers, and soldiery in ministry

work

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Jackie Robertson, MSWPathway of Hope Regional Coordinator

Experiences Working with Pathway of Hope

Clusters

1. How many cases actually engaged:• Four Clusters• 22 Corps trained and engaged in POH

• Currently 64 families enrolled

2. Learned lessons:

• Hands on follow-up after initial 2 day training• Getting started

3. My Experiences:• Work alongside caseworker • Speak at Advisory Council & Board meetings • Corps Meetings• Monthly Cluster meetings • Network with community agencies• Work with Development Department to secure funds

4. Resource reallocation – What are Corps doing differently?• Review implementation plans• Revisit use of volunteers, interns • Reaching out to community agencies• Caseworker schedules time for POH

5. From Challenges to Success• Change • Frustration• Success

Performance Measurement

October 2012 through December 2013

• 100 Corps and Social Service Centers initiated Pathway of Hope• 398 families completed a the enrollment process • 319 families have developed action plans• 117 families completed 2 or more assessment phases• 51 cases from Kansas City Metro and 66 from other corps• 60 families achieved increase stability• 53 participants reported increased hope of a 20%

• Kansas/Western Missouri Division has the most momentum and has served 119 families since October 2012.

• 88% of those who complete the full assessment process remain engaged in services.

Participants have demonstrated improvement in 11 of the 15 domains on the Client Sufficiency Matrix, when comparing the average scores from initial to the three month follow-up interval.

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• Kansas City, MO structure includes project manager, clinical supervisor, full-time dedicated staff for each corps

• Material assistance is available for each family as needed.

• Case managers responsibilities include home visits, engaging and building upon collaborative partnerships.

• Enrolled 119 families in FY 13 of which 43% continued involvement past 3 months.

• Supervision and ongoing training are essential for increasing staff capacity

• Material assistance doesn’t always ensure better outcomes for clients.

What are some lessons from Kansas City?

• Central Territory has contracted with Bowman Systems

(ServicePoint)as the electronic client management system.

• Integrates Client and Organizational Tools into the software, ensuring consistent gathering and analysis of client data, outcomes and benchmarks may be

conducted.

• ServicePoint supports TSA National Statistical System.

• Specific training to support end users and adequate

supervision and technical support to ensure data is being correctly entered, as well as useful to end user in delivery of POH services.

• Client Systems Administrator & Program Data Analyst to support development, training, and coordination.

Client Data Management Systems

Central Territory expects to have 100% of Corps implementing POH by end of 2016

Central Territory Corps Scaling Projections

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= Mission Alignment

“…If he has lost all heart,

and hope, and power to help himself,

… he must be inspired with hope and

have created within him the ambition to rise;

otherwise he will never get out of the horrible pit.” William Booth

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PowerPoint Request:

Linda_Brinker@usc.salvationarmy.org

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