“Best” Practices in Job Development Prepared for the Homeless Veterans Reintegration Project by Gary Shaheen, Managing Director for Program Development Syracuse University Burton Blatt Institute geshahee@syr.edu

Today’s Topics “Supply Side” Tips and Tools :“Work fast”- Using outreach tools to explore employment Customizing the job development process Support for job development “Demand Side Tips and Tools Understanding employers’ needs Tips and Tools for employer marketing  Checklist - Key steps in improving job development

When should job development start? Old paradigm: Wait until people are permanently housed, clean and sober, symptom-free, etc, etc before you provide help getting a job New paradigm: Include conversations about work at outreach, early engagement in jobs to build trust, hope and motivation to change, customize to address job-seeker and employer’s’needs

What we know……………… Job development is more than just job placement The best ‘work readiness’ services are those that get people into jobs quickly Jobs that they choose and want Jobs in real work settings for real pay Jobs with pre-and post employment supports Employment services should address both: The ‘supply’ side (our customers’ interests, needs, barriers and opportunities) and The ‘demand side’ (what employers want or need)

Ongoing Support to Employee & Employer for Retention, Advancement Employment Services At Outreach/Engagement Information and conversations about work Link access to housing with access to work “Standing offer of Work in or out of house” Peer support for employment Purpose: Develop Trust, Awareness & Motivation Provide Employment Services Assessment and goal development Establish employment team Awareness of job market Job development or self-employment ‘Supply Side’ Understand job qualifications Job development planning ID triggers/challenges Independent or facilitated job search Self-employment training Asset development /financial literacy Benefits advisement Retention/advancement plan Employment team Ongoing support Purpose: Meet job-seeker need ‘Demand Side’ Business Advisory Councils Labor market identification Job site accommodations Hiring incentives Exploratory interviews Job testing Link to education/skills training Involve in training program development Purpose: Meet Employers needs Jobs that meet job-seeker and employer needs Ongoing Support to Employee & Employer for Retention, Advancement

Customized Planning for Job-Seekers who are Homeless Should Address: “Concrete” barriers, i.e., access to laundry, showers, clothing Lack of fixed address for mail or telephone to receive and return messages Personal humiliation and lack of self-esteem Criminal histories Poor employment histories Lack of Transportation Focus on immediate needs vs. longer term goals Impact of lifestyle change Managing housing stability/recovery and work Unclear expectations/inadequate information Physical health

Some principles of job development for homeless Vets Job development starts at outreach Job retention planning starts early Operationalize choice Capitalize on strengths gained through survival Address unique needs and issues faced by Vets Job development means addressing fundamental issues of poverty through employment and asset accumulation Job development is best done with employers as partners Rapid job search rather than extensive ‘pre-vocational’ requirements equals better outcomes Provide comprehensive, wrap-around and continuous supports Use evidence based and promising practices with fidelity to ensure better outcomes

Job development starts at outreach Make work part of the conversation about engaging in services Prompt and listen to people’s 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’ “Tell-Show-Do”

Job retention planning starts early Create a retention plan Help to identify ‘triggers’ Be clear with employees and employers about your role Participate in the Integrated Services Team to troubleshoot retention Meet with employees in comfortable, non-stigmatizing places off the job Encourage (or require) meetings on a consistent, regular basis “Debrief” after work Help to “problem-solve” through counseling, role playing, reviewing assessments and employment plans

Re-Entry Issues affecting job development and retention When to disclose a criminal record? How to advise on disclosing a criminal record? What about resources for expungment? Clean Slate Program, San Francisco Public Defender’s Office, 555 Seventh St., San Francisco 415-553-9337 More resources on the Web: www.reentrypolicy.org www.etcny.org –Exodus Transitional Community www.dol.gov/cfbci/ready4work.html

Operationalizing “Choice” Job Preferences Type of job Location & business type Size of employer Self-employment? Proximity to specific services, public transportation Income expectations Effect on benefits? Support Self-represent or represented Accommodations Access to training Budgeting Preparatory skills Ongoing counseling and support Transportation Clothes If we are to promote the concept and reality of choice-driven employment services there are a number of employment program components we must include

Capitalize on strengths gained through survival What are the skills I gained and used to survive on the streets and in shelters? Do employers need these types of skills? Are they skills that are relevant to self-employment? Who helps me in my recovery and what do they provide? Do I need similar help as part of my employment team? From your knowledge of your community-where are the jobs?

Rapid job search rather than extensive ‘pre-vocational’ requirements equals better outcomes (Excerpted from Supported Employment Evidence Based Practices Kit) Beginning the job search early demonstrates that you take their desire for work seriously Looking for jobs early can help to confront fears about work Rapid job development takes advantage of consumer’s current motivation By exploring job options and learning more about real work requirements and settings, consumers learn more about their preferences

Address unique needs and issues faced by Vets Service-related trauma Integrated treatment, job development and supportive services Service related skills Identify skills that are present, transferable, applicable to the job goal and include in job development plan Service related benefits Integrate Vets benefits, SSI/DI advisement on an ongoing basis in job development and retention planning

Job development means addressing fundamental issues of poverty through employment and asset accumulation Assets (owning a home or business, investments, savings, property) provide greater financial security and independence. Assets improve community participation and quality of life. Saving money and developing assets will produce choices about where one lives and impact: mental and physical health; positive self-concept expectations and status with other community stakeholders Enduring poverty singularly diminishes freedom, opportunity and self-determination Provide info and assistance to access Federal tax credits (like EITC), financial literacy, individual development accounts

Job development is best done with employers as partners (adapted from PWI) Establish a Business Advisory Council (BAC), comprised of representatives of private industry, business concerns, One Stop, organized labor, and job-seekers that will: Help identify job and career availability within the community, consistent with the current and projected local employment opportunities Help identify opportunities for self-employment Identify the skills necessary to perform those jobs and careers; Help develop training programs designed to develop appropriate job, career and self-employment skills; Help arrange or provide: Training in realistic work settings to prepare people for employment and career advancement in the competitive labor market or in self-employment; and Understand and implement job accommodations and worksite modifications

Provide comprehensive, wrap-around and continuous supports Professional, peer natural supports Understand triggers that can lead to job loss Develop a job loss prevention plan Develop a career growth plan Manage benefits all along the way

Evidence-Based Programs Promising Effective SAMHSA’S MODEL FOR EBPs SAMHSA National Registry of Effective Programs and Practices (NREPP) http://modelprograms.samhsa.gov Evidence-Based Programs Conceptually sound and internally consistent Program activities related to conceptualization Reasonably well implemented and evaluated Promising Some positive outcomes Effective Consistently positive outcomes Strongly implemented and evaluated SAMHSA uses this method to define what they mean by “Evidence based”, “Promising” and “Effective” Practices Model Availability for dissemination Technical assistance available from program developers

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 SAMHSA also indicates that consistently better results are derived from practices with a sound empirical evidence base

What evidence-based Supported Employment is NOT Work crews Sheltered workshops Referral out Extensive pre-assessment and testing Work preparation/skills development Transitional employment positions One-time placement On-site job coaching Rehabilitative day treatment Generic psychosocial rehabilitation Clinical services alone Research and practice show that jobs not owned by the consumer, those in segregated and sheltered settings and extensive pre-requisites are among the factors that do not contribute to good competitive employment outcomes

Some Tips for Job Development and Placement Typical Challenges Force-fitting placements 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 Define features and benefits Offer examples to employers of ways part time, negotiated or carved jobs has helped an employer in the past Understand employer training needs, growth jobs Help the job seeker break down the job development process into attainable steps Use peer support and mentors Use testimonials and referrals