CAMBRIDGE STEP HOME TEAM PILOT
DESCRIPTION AND OPERATING POLICES
AND PROCEDURES
DRAFT
November 29, 2016
Acknowledgements
This Guide was developed by the Cambridge STEP Home Team Pilot Administration Group
based in part on London Cares materials, with training and consultation support provided by
Iain DeJong of OrgCode Consulting , and input from the Cambridge STEP Home Team over
2016. We extend our thanks and appreciation to Jan Richardson in London and Iain Dejong
for all of their support.
Should you have any questions about this document or would like to request
the document in an alternate format please contact:
Regional Municipality of Waterloo Housing Services
20 Weber Street East, 4th Floor, Kitchener, ON N2H 1C3
Tel.: (519) 575-4400 ext. 4679 Fax: (519) 575-4026
TTY: (519) 575-4608
Docs #2109834
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TABLE OF CONTENTS
1
Background
4
2
Overview
5
3
Principles And Practices
7
4
Team Lead, Agency, Administration Group and Region Roles
9
5
Staff Roles
12
6
Meetings
14
7
Policies and Procedures
15
8
Pilot Resources
16
9
Marketing Services To Landlords
17
Appendix A: Participant Handbook
18
Appendix B: Service Agreement
19
APPENDIX C: Worker Safety Policies and Protocols for in-home and community-based
service
20
Appendix D: Flex fund policies and procedures
25
Appendix E: Landlord Letter – charity/non-profits
28
Appendix F: Landlord Letter – medium to large landlords
29
Appendix G: Discharge Letters
30
Appendix H: Cambridge STEP Home Pilot Draft Evaluation Plan
31
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1. Background
STEP Home (Supports to End Persistent Homelessness) programs have been operating
across Waterloo Region since 2008. STEP Home provides supports as outlined in a number
of documents including: STEP Home Program Description (2012), Waterloo Region Housing
Based Support Guide, and PATHS Process Guide: Priority Access to Supportive Housing.
In December 2015, Regional Council approved additional resources for STEP Home in
Cambridge over 2016-2018 as a best practice pilot following changes in Cambridge as a
result of the CHPI Supportive Housing Program Request for Proposal (RFP) process. The
four existing STEP Home delivery agencies in Cambridge (Argus Residence for Young
People, Cambridge Self-Help Food Bank, Cambridge Shelter Corporation, and Lutherwood
Housing Services) were invited to submit a joint proposal for the Cambridge STEP Home
Team Pilot to operate from April 2016 – March 2018. The proposal was received and
approved which combined the previous and new resources of STEP Home in Cambridge to
create the Cambridge STEP Home Team Pilot.
Cambridge STEP Home Team start-up activities took place over April – June 2016, with the
team beginning regular meetings in July 2016 and final hires for the team completed in
August 2016.
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2. Overview
The Cambridge STEP Home Team will seek to develop and pilot a team-based, Housing
First, housing support coordination approach to service delivery for existing participants and
new participants selected from the PATHS priority list as outlined in the PATHS Process
Guide.
Structure:
Agreements are held with each of the four Cambridge STEP Home agencies for April 2016March 2018 as outlined below:
Agency
Argus Residence for Young
People
Cambridge Self-Help Food
Bank
Cambridge Shelter Corporation
Lutherwood
Positions
2 FTE Youth-Specific Intensive Housing-Based Support
Workers
1.5 FTE Housing Focused Street Outreach Workers
1 FTE Intensive Housing-Based Support Worker
3 FTE Intensive Housing-Based Support Workers
1 FTE Peer Support Worker
1 FTE Team Lead
1FTE Team Coordinator
2 FTE Housing Liaison Workers (including support for
HAWS administration in Cambridge)
2 FTE Intensive Housing-Based Support Workers
The Team is co-located at the Tiger Lofts building (35 Water St. S). The Team is supported
by an Administration Group comprised of the Region, managers/supervisors from each
agency and the Team Lead and Team Coordinator.
The Pilot Team will incorporate best and promising practices in Housing First and housing
support coordination. Pilot Team learnings will be shared and discussed with the larger STEP
Home Collaborative. This pilot will help inform the future review of STEP Home programs
across Waterloo Region over 2017/18.
Learning Goals of the Pilot:
Refer to the Evaluation Plan in Appendix H for a list of process questions and outcome
questions and the timeline and approach for the pilot evaluation.
Expected Outcomes of the Pilot:
•
•
•
Clean up existing participant lists and continue to serve those that remain (total 36 of which ten
were still unhoused and on PATHS as assigned/connected).
House 50 people off the PATHS list over the two year pilot April 2016-March 2018 (includes the ten
that were predicted to be been housed through the previous program (five each year for two years)
plus forty with the four additional intensive workers.
100% of the housing used in the pilot will meet the new STEP Home Minimum Requirements PreScreen Unit Checklist.
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•
•
•
•
•
A minimum of 90% participants in the program retain their housing for 6 months or longer
(calculated based on those housed by October 1, 2017). A minimum of 85% retain their
housing for a year or longer (calculated based on those housed by March 1, 2017. If being
re-housed and find new housing within one month of leaving current housing may not
considered a return to homelessness – see below 1.
At end of pilot, current and past participants (within the timeframe of the pilot) rate 85%
overall satisfaction with the program.
At the end of the pilot, participating landlords rate 75% overall satisfaction with the
program.
At the end of the pilot, key community service providers rate 90% overall satisfaction with
the program.
o Work towards achieving a functional end to homelessness for people experiencing
high acuity and chronic homelessness in the following order: Chronic High/High, All
other High/High, Chronic Low/High, and All other Low/High
Benchmarks for consideration:
1
If the person ends up back on the street or in shelter, this would be considered a return to homelessness. If temporary
arrangements are made for the person (e.g., stay with someone else, motel, respite etc.) and move into new housing
within a month would not be considered a return to homelessness – check this definition with PAG.
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3. Principles and Practices
The following are the principles and practices of the Team and Administration Group as
confirmed through quarterly strategy meetings.
Principles and Practices of the Team
•
•
•
•
•
•
•
•
2
Serve people from PATHS as per the PATHS Process Guide - will not serve people
outside of participants assigned through team (with exception of the .5 general street
outreach).
Team uses a consistent approach (e.g., as outlined in the Housing Support
Coordination Guide, PATHS Process Guide, Cambridge STEP home Team Pilot
Description and Operating Policies and Procedures, and others as determined by the
team) so participants receive both consistent and individualized service.
Use a progressive engagement approach with a focus on “walking with” rather than
“doing for”
Apply Housing First principles 2:
o Immediate access to housing with no readiness conditions
o Consumer choice and self-determination
o Recovery orientation
o Individualized and person-driven supports
o Social community Integration
Use co-located space unless meeting someone specifically at another location
(including morning check-in - happens at co-located space before home agency and
any “spare” time is spent with the team rather than home agency)
Problem-solving regarding participant issues are done with the team rather than with
home agency.
Be friendly and supportive to participants served through the team where someone
else is lead/back-up but check-in with the lead/back-up before offering any support to
the participant.
Follow team documentation processes and standards.
Wording specifically from Rain City Housing BC – www.raincityhousing.org
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The team further developed the following set of values to guide their work together:
• Respectful language
• Transparency
• Guiding a process
• The ability to break the cycle of homelessness
• The ability to recover from homelessness
• Individualized support
• Respecting others’ experience
• The dignity and worth of each individual
• Harm reduction
• Accepting people
• Working with people where they are at
• Accommodating
• Not being punitive
• Supportive relationships
• Inclusivity, anti-oppression, anti-racism
• Housing first
• A person’s past does not dictate their future
Principles and Practices of the Administration Group:
•
•
•
•
•
Supports the team principles and practices (as identified above).
Supports decisions of the Team Lead and where there are any questions or concerns,
brings directly to Team Lead, and if not resolved brings to Team Lead’s Supervisor,
and if not resolved brings to Administration Group.
Team members will not be expected to provide “home agency” coverage.
If someone is not able to attend an Administration Group meeting, they will support
any decisions of the group in their absence.
Agree to number three along the following scale for consensus decision making.
1
I don’t Buy it
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I can live
with it but,
I have several
reservations
3
I can live
with it but,
have 1-2
reservations
4
I can live
with it the
way it is.
5
I love it!
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4. Team Lead, Agency, Administration Group and Region Roles
The STEP Home Cambridge Team Pilot adopts a shared leadership and stewardship model
based on strong practices of collaboration and integration. The funded agencies agree that
primary governance and accountability will be achieved through a combination of the Team
Lead, Team Coordinator, Agency, the Cambridge STEP Home Pilot Administration Group
(agency managers/supervisors), and the Region. These roles as they are currently
understood are described below. These roles may be further refined and developed
throughout the pilot.
The Team Lead is Responsible for:
•
•
•
•
•
•
•
Leading the Cambridge STEP Home Team Pilot
Leading any staff strategic meetings, daily team meetings (1/2 hour), monthly team
administration meetings, and weekly case review meetings (60 second updates on
each person)
Directly supervising Lutherwood staff including the Team Coordinator, Housing Liaison
Workers and Intensive Support Workers
Other team staffing issues:
o Coordinating staff vacations (for approval by host agency)
o Receiving notice of sick days (along with host agency)
Data and Reporting
o Review team data for accuracy and any trends
o Preparation and submission of data to funder
Community Contact
o Brokering and advocacy including building connections across systems and
organizations, creating memorandums of understanding, conflict resolution and
working with Region as funder
o Serve as the prime contact for conflict resolution with community supports
o Facilitate the meetings of the Cambridge STEP Home Pilot Administration
Group
o Working with the other Cambridge STEP Home Pilot funded agencies regarding
matrix reporting relationship of Team members
Support Coordination
o Assign participants through PATHS Process to team members in consultation
with the Team
o The Team Lead won’t carry their own participant assignments but may become
involved with any participant in conjunction with the direct support worker as
well as organize/participate in any wrap-around meetings where they deem it
appropriate to do so.
o Managing the Team flex fund
o Approve exits/transitions from the program
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The Team Coordinator (reporting to the Team Lead) is responsible for:
•
•
•
•
•
•
Backing up the Team Lead
Facilitating morning meeting with team lead (approx. ½ hour)
Work assignments along with the Team Lead
Administering the Team flex fund
Coaching and support of the Intensive Support Workers
o Cambridge STEP Home Team pilot orientation for all team members
o Morning team meetings (the Monday meeting will include other partner
agencies)
o Monthly one-on-one meetings with team members that review plans for each
person and support approach, accuracy of notes/crisis plans/SPDAT etc., and
provides coaching
o Ensure elements of Housing Based Support Guide are completed including exit
planning
o Support the organization of and/or participate in any wrap-around support
meetings
o Field shadowing once every two months or as needed (1/2 day to full day with
each team member - with participant prior approval/consent) to determine
appropriate training and coaching opportunities
o Participate in any case conference that they choose to attend.
o Determine if all due diligence has been completed prior to a Participant exiting
from the program.
o Adherence to STEP Home Team Pilot policy and procedures
o Ensure fidelity of practice
o Promote and support a learning culture
Reviewing and making recommendation for exits/transitions to the Team Lead
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The Funded Agencies are Responsible For:
•
•
•
•
•
•
•
•
Receipt and management of the funding associated with the positions they are
hosting;
Participating on the Cambridge STEP Home Pilot Administration Group;
Supporting the development of a partner agency Memorandum of Understanding
(MOU) for the Pilot
Hiring and supervising staff, ensuring adherence to any legislated employment
requirements, supporting career pathway, approval of training and time off, and
addressing any performance issues brought forward by the Team Lead (with support
of the Team Lead as appropriate)
Observing approved human resource policies and procedures specific to the operation
of the team in conjunction with the Cambridge STEP Home Team Pilot Administrative
Group
Providing oversight and supervision to the work practices of members of the team with
the Team Lead, Cambridge STEP Home Pilot Administrative Group and the Region;
Approving staff vacations in consultation with the Team Lead
Receiving/approving notice of sick days (Team lead would receive notice)
The Cambridge STEP Home Pilot Administration Group:
•
•
•
•
Help guide the pilot
Work with the Team Lead to support matrix reporting of team members
Establishing compatible human resource policies and procedures specific to the
Cambridge STEP Home Pilot Team
In the event that agency policies and procedures are in conflict with the Cambridge
STEP Home Team Pilot, it is the responsibility of the Administration Group – with other
agency staff as appropriate – to reach a successful conclusion and to document the
resolution.
The Region:
•
•
•
•
•
Agreements and receive reports
Facilitating the Cambridge STEP Home Pilot Administration Group
Manage the training budget and work with Team Lead to arrange Team Training
Update Housing Support Coordination Guide based on learnings from the pilot
Facilitate the development of the evaluation plan and support evaluation
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5. Staff Roles
Housing Focussed Street Outreach
•
•
•
•
•
•
Support Phase 1 activities:
- Search for people experiencing homelessness (10% of time)
- Continuing to engage with people experiencing homelessness that have initially
said “no” to support at this time (20-30% of time)
- Supporting those who are interested in support with document readiness (60-70%
of time)
Introduction when meeting someone should include:
- Who you are
- Who you work for
- What you offer… “We want to help you get housed. We do that by working with you
to figure out your needs and wants and matching that to the support offered.
Supports including helping you to find, set-up and keep your housing with regular
in-home support visits. Is that something you might be interested in?”
Facilitate initial meeting with Housing Liaison and Intensive Housing-Based Support
Worker
Support Phase 2 activities:
- Find and bring the person to housing viewings (meeting the Housing Liaison and/or
Intensive Housing-Based Support Worker there – don’t need to stay)
- Ensure person is prepared for the viewing – shower etc.
Facilitate the warm transfer meeting
Participates in training and use of Motivational Interviewing and Assertive Engagement
from a Person Centred approach.
Housing Liaison
•
•
•
•
•
•
Identifies rental units (4-8 per month):
- Corporate (property managers, large landlords)
- Hidden Housing Market (smaller landlords and outreaching to low-income tenants)
- Social Housing (+ urgent status)
- Social Housing
- Appeals to Charitable Organizations (once a year outreach/appeal)
Screen to ensure meets minimum standards
Schedules viewings
Manages HAWS in Cambridge
Landlord contact for any issues
Landlord Engagement Program – once a year meeting and recognition
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Intensive Housing-Based Support
•
•
•
•
•
•
Attends the warm transfer meeting and takes the lead with the participant from there
Housing viewings with participant (supports the participant to attend viewings and works
through process - feedback, refinement, application, acceptance)
Lease up process with participant (securing first and last months rent and setting up rentdirect, supporting the person to show up for signing the lease, securing tenant insurance
and supporting utility hook-up)
Secures furniture and household goods with participant prior to move-in
Supports move-in
Provides support as outlined in the Housing Based Support Guide using the Housing
Based Support Framework p 5-9.
Peer
•
•
•
•
•
A para-professional role providing light supports integrated with the work of Intensive
Housing-Based Support
Help with move-ins
Home skills coaching
Accompaniment to appointments
Support social awareness – introduction to social environments and community inclusion
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6. Meetings
Meetings that the team will be involved with are outlined below:
• Morning Meeting - Daily
- Will start Monday, July 4 at 9am (take 5 min-30 min max)
- Meetings will take every weekday morning at 9am at Tiger Lofts with exception of
Thursdays which will take place at Cambridge Shelter in upstairs board room (Mike
will book for 9:00-9:30am) – this is to accommodate the health clinic at that time
- Meetings will be in person (to begin with) and are not to be missed unless 3rd party
scheduling (e.g. specialist apt.)
• Support Coordination Meeting - Weekly
- Will start Wednesday, June 22 from 9am-Noon
- Meetings will take place every Wednesday thereafter from 9am-Noon at Tiger Lofts
- Will start incorporating PATHS list assignments in August
• Administration Meeting – Monthly
- Next meeting July 29th from 9am-Noon
- Thereafter will continue on the last Friday of every month
• Supervision Meetings- Monthly
- Each worker with Team Lead and/or Team Coordinator
- To be set up individually and last 45 min-1 hour
• Strategy Meetings - Quarterly
- Region to organize and chair
- Day long meetings for the Team and Administration Group to check in on how the
program is doing, what’s next, system barriers, etc.
- Next one will be the training date with Iain DeJong on Friday, September 23rd
- Region will look to schedule another meeting either in November or January
• Agency Meetings
- Team members will attend agency meetings from time to time – The anticipated
meetings, based on Agency, are:
Argus – Trainings as needed – no formalized team meetings.
Cambridge Self-Help Food Bank – One Tuesday a month from 9-12
Cambridge Shelter Corp. – Currently, every three months there is a lunch and
learn. (This may be updated and changed.)
Lutherwood – Quarterly Housing Services Meeting, Monthly Leadership
Meeting, Annual All Staff Meeting
• Community Meetings
- Team members (as identified by the team lead) will attend community meetings
from time to time – see chart below
PATHS Coordinating Group – Monthly
DSWAG – Quarterly and rotate between K-W and Cambridge
Connectivity Table – Weekly (Team Lead or Team Coordinator)
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7. Policies and Procedures
a) Safety Policies and Procedures
Team policies and procedures related to safety (e.g., risk assessment, safety planning,
time reporting, vehicle safety, guidelines for in-home visits, in the event of an emergency,
incident reporting) are included in Appendix C.
b) Flex Funds
Flex Fund policies and procedures are included in Appendix D.
c) Work Hours
While staff has slightly different contractual work hours with their agencies, it is generally
understood that works hours are flexible and team and participant-centred. Also, that staff
are entitled to and should schedule breaks to ensure health and balance. Advance
approval for lieu as per each agency’s policy with general expectation to take any lieu
within the week it has occurred.
d) Vacation
Pre-approved vacation will be honoured with the start up of the pilot (e.g., summer 2016).
Any further vacation should be coordinated through the Team Lead and then submitted
for approval to the appropriate agency as per agency process. Staff are entitled to, and
should take, their vacation in the year it is earned wherever possible to ensure health and
balance. Vacation carryover is as per agency policy.
The following tables outline stat and agency vacation days:
2017
Vacation Days - 2017
Argus CSHFB
nd
January 2 – New years
X
X
th
February 20 - Family Day
X
X
April 14 - Good Friday
X
X
th
April 17 - Easter Monday
No
No
nd
May 22 – Victoria Day
X
X
rd
July 3 - Canada Day
X
X
th
August 7 – Civic Holiday
No
X
th
September – 4 Labour Day
X
X
th
October 9 - Thanksgiving
X
X
th
November 11 - Remembrance
No
No
December 25th – Christmas
X
X
th
December 26 – Boxing Day
X
X
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Cambridge Shelter
X
X
X
TBD
X
X
X
X
X
No
TBD
TBD
Lutherwood
X
X
X
X
X
X
X
X
X
Floater
X
X
15
8. Pilot Resources
The following resources are available to the STEP Home Team Pilot:
a) Housing Assistance With Support (HAWS) – currently a total of 30 with 23 for adults
and 7 for youth (one of which could be used for a family in Cambridge if needed – one
family HAWS across the Region). Historical breakdown:
o April 2015-August 2016 = 6 HAWS in Cambridge (of 40 across Region)
o September 2016 = 4 HAWS added (from uptake savings of 40)
o October 2016 = 20 additional HAWS added in Cambridge (15 for adults and five
for youth) (of new 60 across Region)
o HAWS effective to March 31, 2024
For further information on HAWS, see PATHS Process Guide.
b) Flex Funds – for more information see Appendix C. Includes support for home set-up
to complement Home Set-Up funding in K-W.
c) Showers can be utilized at the Bridges when participants are preparing for housing
viewings. To access this service, outreach contacts Bridges drop-in staff and arranges
a time for the participant to shower. Showers are often available immediately, and if
needed, Bridges staff can help with obtaining clean clothes.
d) Food Hampers - if participants have exhausted their regular 8 food hampers that year,
contact Dianne at Cambridge Self-Help Food Bank and she will consider additional
hampers as needed.
e) Voluntary Trustee – contact the Bridges if someone in STEP Home requires and is
interested in participating in the voluntary trustee program to support housing stability.
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9. Marketing Services To Landlords
The following script is being used by the team to market services to landlords for finding
available units.
• We introduce our service as a business opportunity for us to fill vacant units.
• Explain we are a program with tenant follow up support attached to support a positive
tenancy
• The lease will be in the tenant name
• We will pay the deposit up front to hold the unit
• We will ensure rent is paid each month
• We can provide the landlord with the name of person to call should there be any
tenancy related issues.
• We have a tenant pool of people waiting for available housing and can fill the unit
quickly
Any further conversation can happen with Housing Liaison workers as listed in the letters
included:
Appendix E: Landlord Letter – Charity/Non-Profits
Appendix F: Landlord Letter – Medium to Large Landlords
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Appendix A: Participant Handbook
A Participant Handbook about
Cambridge
STEP Home Team Pilot
(see Docs# 2219611)
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Appendix B: Service Agreement
SECTION A - TERMS OF SERVICE EXPLAINED
Due to the nature of this service, you have been provided with the following information in a
written document called, ‘A participant Handbook about Cambridge STEP Home Team Pilot’
a)
b)
c)
d)
e)
f)
g)
h)
i)
Records & Files (retention and destruction)
Confidentiality of Personal Health Information
Consent (‘informed’ consent)
Limits of Confidentiality (‘duty to report’)
Your Rights
The Risk and Benefits of Participation
Your Involvement and Participation
Accommodations for Diversity
Handling Challenges & Dissatisfaction
Your Cambridge STEP Home Worker has given you the opportunity to seek clarification
regarding these terms.
You are welcome to ask further questions related to these terms or the overall provision of
service at any point during your session.
I/we have received the Cambridge STEP Home Team Participant Handbook and understand
the terms of service which meet with my approval
Signature of participant:
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APPENDIX C: Worker Safety Policies and
Protocols for in-home and community-based
service
Since a significant amount of the work in the Cambridge STEP Home pilot is home based or
in the community, it is important to be aware of staff safety issues unique to this work and
utilize strategies to avoid potentially dangerous situations.
A. ASSESSMENT OF RISK FACTORS
•
•
Reference the Housing Based Support Guide
Prior to home based or community meetings with participants, staff complete the Short
Risk Assessment and Mitigation Plan for Support Workers Form
When first assigned a participant, it is important to get as much information as possible prior
to meeting with the participant or going to the participant’s home. In reviewing the participant
file and assessment information, it is important to consider risk and safety issues. If areas of
concern are highlighted it is recommended that the worker check in with the Team Lead or
Program Coordinator. If there is a history of violence and aggression, review the information
looking particularly for:
• nature of the violence (sexual or physical)
• with what gender did the violent acts occur
• frequency of violent acts occurring
• type of violent acts
• level of police involvement
• restraining orders
• when did the last violent incident occur
• any references to the use of weapons or fire setting.
If there is information revealed that suggests safety concerns it is recommended that further
questions are asked regarding safety risks. It is important to note that participants who have
lived in violent situations can minimize the impact and descriptions of violence as a result.
Remember your instincts are important, so pay attention to any uncomfortable feelings. Once
the Risk Assessment for Support Workers Form has been completed all potential areas of
risk that have been identified are reviewed with the Worker and Team Lead/Team
Coordinator for safety and mitigation planning. This document is kept in the Participant Binder
and HIFIS (when available) with a copy provided to staff to share with their supervisor at their
home agency.
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B. SAFETY PLANNING
Once safety and risk factors have been determined, a Worker Safety Plan should be
developed in consultation with your Team Lead or Program Coordinator at the earliest
opportunity and prior to beginning in home/community work with participants so that future
programming needs and preventative action can be initiated. Workers are expected to be
aware of and concerned about personal safety at all times and review any safety concerns
with the Team Lead or Program Coordinator. All safety concerns and strategies will be
flagged and documented in participant binders and in HIFIS
C. SELF ASSESSMENT AND AWARENESS
It is important to reflect on how tuned in you are to your own feelings or thoughts. Are you
aware of your own personal vulnerabilities and limitations? What is your own stress level and
confidence level at the time? What are your triggers, such as racial comments, gender
comments, etc. and are you prepared to deal with this if it should occur? Plan for what might
occur in a proactive manner and you’re better able to deal with it. Remind yourself of your
communication strategies and de-escalation skills.
D. TIME REPORTING
•
•
•
•
•
•
•
The Team Lead or Program Coordinator maintains a record of each worker’s vehicle
and license number, type and colour of car.
The Team Lead or Program Coordinator maintain a record of each worker’s cell phone
number (work related), home phone number and emergency contact number.
Workers are responsible for reporting their whereabouts and keeping their schedule up
to date at all times when out in the community. This includes evening appointments.
Time schedules are kept in the central office. Schedules must include appointment
time and participant name, and any other significant information needed to locate a
worker should that be necessary.
Workers are expected to call in any major changes to the schedule.
The Team Lead or Team Coordinator are to monitor that workers have arrived back at
expected times. Other team-mates can also be consulted who can check the sign out
book located in the central office. Beyond regular business hours workers can
establish a check-in system with friends or family members, who can contact the Team
Lead or Team Coordinator if a worker does not return home at expected times.
In the event a worker does not return to work or home at the expected time, the Team
Lead or Team Coordinator will initiate an emergency response such as calling police
or going out to assist, depending on the situation.
Keeping schedules current is of the utmost importance
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E. VEHICAL SAFETY
Because client visits involve travel, it is important to be aware of personal vehicle safety.
• Maintain your vehicle in good working order.
• Carry safety equipment in your car i.e. jumper cables, first aid kit, flashlight, call police
sign
• Cellular phones are mandatory as a personal safety device
• CAA or other automobile road services are recommended
• Avoid underground parking that is not well lit and secure
• If possible, back into a parking space and not where it could be potentially blocked
• Park in the direction of an accessible exit
• Always lock the car
• Avoid parking in a dark area; choose a well lit space.
• Prior to the first visit, drive past the neighborhood looking for “safe spots”. i.e., coffee
shops, 24-hour convenience stores, restaurants, phone booths, etc.
F. BE AWARE OF AND KEEP NOTE OF
•
•
•
•
•
Known crime areas, including what type of crime
Parking areas safe and unsafe
Unlit walkways and inadequate lighting
Abandoned buildings
Alleyways
G. GUIDELINES AND PRECAUTIONS FOR IN-HOME APPOINTMENTS
•
•
•
•
•
•
•
•
Park vehicle in well-lit areas; avoid areas where car can be blocked in
Wear comfortable clothing that is not too restrictive or could be perceived as
provocative
Listen before knocking
Identify yourself and do not enter until invited
Ask if anyone else is in the home
If a participant comes to the door under too under the influence of a substance (drugs
or alcohol) to work with you acknowledge that this is not the best time for a meeting.
Let the participant know that you will contact them to arrange another time and leave
When you sit, be aware of what is behind you; avoid sitting in doorways and corners,
and if possible, sit near the closest exit
Keep your keys and personal items on you at all times.
If a participant should engage in excessive sexual or threating comments or behaviors,
label the behavior and indicate that if it continues you will leave. This can be done in a
sensitive manner. If it is not safe at the time to label the behaviour – acknowledge this
is not the best time to meet and leave.
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H. IN THE EVENT OF AN EMERGENCY CONSIDER THE FOLLOWING
•
•
Leave immediately and call 911 for assistance from a safe place
At no time should a worker attempt to intervene physically between a participant and
another person.
I. IF UNABLE TO LEAVE
•
•
•
•
•
•
•
•
•
•
•
•
If you are restricted from leaving, advise the participant that you are expected back at
the office, or you have another appointment, or you are meeting your supervisor or
another worker close by - remain calm and utilize de-escalation skills.
If unable to leave and have access to your phone, call 911 citing address first.
Program emergency numbers into your cell phone for speed dial.
Use assertive communication and repeat that you need to leave now for everyone’s
safety, ensuring you are listening to and validating the participants concerns and
feelings. Do not lose your temper or composure: appear confident, repeat that you
need space right now to be helpful, and it is best for you to leave.
Go to a safe place and call 911
Contact F&CS if child protection is an issue
Obtain medical help if necessary, once again 911
Call the Team Lead or Team Coordinator to consult if uncertain whether to call police,
etc.
If it can wait until next day, be sure to notify the Team Lead or Team Coordinator as
soon as possible
Debrief with the Team Lead or Team Coordinator at earliest opportunity after
resolution of immediate crisis.
Complete appropriate documentation: i.e. incident report, worker’s compensation,
clinical notes – the Team Lead or Team Coordinator will advise based on situation.
In any situation where a worker’s safety is at risk, the priority is to first get to safety.
You cannot help the participant if you are at risk.
J. WORKER SAFETY TOOL KIT
•
•
•
•
Know the address – keep it written with you
Carry a Cell Phone and keep it on at all times
Carry staff photo identification
Emergency car kit
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K. INCIDENT REPORTING PROCEDURES
•
•
•
•
When a reportable incident occurs the following actions must be taken;
Notify the Team Lead or Team Coordinator immediately after the incident.
Complete the Incident Report form and submit it to your Team Lead or Team
Coordinator. The form will be signed off by the Team Lead or Team Coordinator and
distributed to appropriate personnel.
The Team Lead or Team Coordinator will determine if a Serious Occurrence Report
(SOR) is required. He/she is responsible for writing that report.
If you have questions as to whether or not an incident is reportable call the Team Lead or
Team Coordinator immediately.
L. PROCEDURES FOR STAFF VECHICLES
•
•
•
•
•
•
Staff may occasionally need to provide transportation to participants for purposes of
support to access community services or appointments where other transportation
supports are not available from clients own resources.
All staff working in the Cambridge STEP Home Team Pilot are required to maintain a
minimum personal liability coverage annually of $2,000,000.
Proof of this coverage must be maintained on file with the staff persons home agency.
This can be in the form of a letter from the insurance company or a copy of the
insurance policy.
To transport anyone under 12 years old, staff must obtain a signed consent from a
legal guardian of the youth/child. Consent for transportation of anyone over the age of
12 must be obtained directly from the individual.
For crisis situations requiring transportation to hospital staff are required to use 911
Staff are required to have a clause in their insurance agreements indicating that they
are covered to transport participants.
M. SEATING ARRANGEMENTS
•
•
Infants or children must be placed in the appropriate car seat or booster seat
according to regulations of Transport Canada.
Staff are to ensure the proper use of car seats, booster seats or seat belts.
N. ACTING OUT BEHAVIOUR
•
•
In the event of a participant exhibiting unsafe behaviors prior to transportation, staff
are encouraged to use deescalating techniques. Should that not be successful
alternate transportation or rescheduling of transportation must be arranged.
In the event of a participant exhibiting unsafe behaviors during transportation, staff are
encouraged to use deescalating techniques, pull over the vehicle as soon as it is safe
to do so and arrange alternate transportation or reschedule the visit.
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Appendix D: Flex fund policies and procedures
Background
Flex funds within STEP Home programs are an identified allocation of funding within a
program’s budget to provide an immediate and flexible source of funding to support STEP
Home participants on a path towards housing stability. Flex funds were found to be an
important leveraging tool (with both participants and services) and through an analysis of
their use, can point to areas for programs and system improvements.
Further information regarding flex funds and examples of previous flex funded expenditures is
contained in the STEP Home Flex Fund Report (2008-2010). One of the recommendations
from the STEP Home Flex Fund Report (2008-2010) was to establish basic written criteria for
the use of flex funds within STEP Home programs.
General Criteria
1. To directly support the unique needs of people approaching or experiencing persistent
homelessness who are participants or potential participants (relationship building) within
STEP Home on their path towards housing stability.
2. Key to the impact of flex funds is that it is accessed in the context of an intensive,
supportive relationship. A primary worker (generally a STEP Home worker) is in place to
monitor the request and implementation.
3. Flex funds may be used for the following purposes:
a. To fill gaps where resources are unavailable or exhausted (e.g., personal
resources have been exhausted, program does not exist, program exists but
identifies it is unable to meet the needs)
b. To provide non-standard flexible alternatives (e.g., service or resource can’t be
provided quickly enough, person has a conflict with a provider or another program
participant, person experiences stigma and doesn’t want to access the service)
c. To provide tools for engagement
4. Flex funds may be used towards the following outcomes:
a. Meet basic needs and engage (within initial engagement) (e.g., emergency motel,
attendant/respite care, meals, coffee meetings, clothing, harm reduction, etc.)
b. Support people in the early stages of change (e.g., meeting the person where they
are at, non-conventional housing support, etc.)
c. Secure adequate housing (e.g., rental arrears, first and last month’s rent,
assessments)
d. Set-up housing (e.g., utility deposits/arrears, furniture, housewares, etc.)
e. Maintain housing (e.g., rent top-up, rent arrears, rent repairs, peer support,
cleaning support, groceries, etc.)
f. Support community inclusion (e.g., transportation, recreation etc.)
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5. Other options for securing the service or resource are not available or it can be explained
how they were not appropriate at the given time in each individual situation.
6. Funding is short term and not an ongoing service/program.
7. All flex fund expenditures are included on quarterly flex fund report to the Region (for
Region funded programs) (HPS funded programs must provide receipts).
8. Flex funds are not intended to be used for worker program expenses (e.g., transportation,
training, phone etc.) or other expenses outside of directly supporting a person with which
you are working.
Cambridge STEP Home Team Procedure
1. Flex Funds are available and accessible to staff in the pilot through cash, check or
vouchers.
2. Requests can be made in person or in writing to Team Lead, Team Coordinator or
Housing Liaison Workers.
3. If the request meets the general criteria outlined above the request will be granted.
4. Other requests outside general criteria noted above will be discussed and a team decision
can be made.
5. There is a locked petty cash box with cash as well as grocery cards, bus tickets and
furniture vouchers kept on site for quick and easy access.
6. Once the approval is granted, the staff can exercise several options:
a) Receive cash from petty cash box through an IOU and return receipt or cash to
petty cash box of equal amount.
a) Pay out of Pocket and bring receipt for re-imbursement via cash or check payout
(2-3 week payout time).
b) Have the item or service invoiced to Lutherwood attention: Edwina Toope- Team
Lead, for pay out i.e.: cleaning services.
c) Receive a store voucher such as grocery card or furniture/start up voucher.
d) Request an advance check for pay out.
e) Access funds from home agency and invoice Lutherwood for pay out.
f) Receipts must be provided for all funds spent.
g) Petty Cash will be reconciled regularly to ensure adequate immediate funds are
available as needed (Timeline and amounts TBD and may vary as we progress
through the pilot).
h) Requests can be made at any time during work hours.
i) Procedures can be changed based on feedback and other identified needs as the
pilot progresses.
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Cambridge STEP Home Team Flexible Fund Report
Report Period (please list):
Item
Amount
Category(s)*
*Categories may include one or more of the following ways in which flex funds were used:
1. meet basic needs – seek to engage
2. support people in early stages of change
3. secure adequate housing
4. set-up housing
5. maintain housing
6. support community inclusion
Please submit reports to Tristan Wilkin at the Region of Waterloo, Community Services by
email to: [email protected] or by fax to 519-883-2234.
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Appendix E: Landlord Letter –
Charity/Non-Profits
Cambridge STEP Home service providers have an exciting new initiative to end
chronic and persistent homelessness in the Cambridge community. The program
supports people living on a low income to locate permanent housing in Waterloo
Region and offers tenants the supports needed to retain their housing and thrive in our
community.
We are looking for safe, affordable housing owned by reputable and trustworthy
landlords in Kitchener, Waterloo and Cambridge. We are seeking landlords who
believe everyone deserves a home.
How it works:
• We refer STEP Home participants to be considered as an applicant for your vacancy.
• Program participants are those who have expressed a commitment to housing and
support.
• Landlords interview the applicant and determine if they will be a tenant.
• Last Month’s Rent Deposit is paid up front.
• Monthly rent assistance is available in some situations.
WE are seeking apartments at or below the following rent amounts:
• Bachelor apartment - $ 704.00 (including utilities)
• 1 bedroom apartment - $ 850.00 (including utilities)
STEP Home strives towards providing:
• A single point of contact for landlord
• Prompt responses to concerns
• Landlord, tenant and neighbour mediation
• Support to both landlord and tenant to ensure a successful placement
For information or to sign up for our landlord tenant match service, please contact:
Julie Hornick-Martyk
Housing Liaison Worker
519-222-1559
[email protected]
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Dana Christiaen
Housing Liaison Worker
226-989-2657
[email protected]
28
Appendix F: Landlord Letter – Medium to Large
Landlords
June 28, 2016
Dear Landlord,
We are looking to secure available or upcoming bachelor and 1 bedroom rental units for an
existing tenant pool currently in need of housing.
Tenants are served through a collaborative of organizations throughout Cambridge for ongoing support services once they are housed. Individual tenants have a range of income
supports such as Ontario Works and Disability Support programs and some have either
temporary or long term rent subsidies. The rental subsidies are portable and follow the
person, which presents as strategic advantages if you hold multiple properties, as well as for
the tenants.
We would like to take advantage of any vacancies you may have, or any underperforming
parts of your portfolio, specifically apartments with a high turnover rate, to help maximize the
return on your real estate investment. We can pay the last month’s rent deposit up front to
secure the units and continue to ensure the full amount of rent is paid to you each month. We
are interested in talking with you more about your business needs and how we can align your
needs with our program needs.
We are available to discuss this at your convenience and can be contacted as noted below.
Thank you.
Julie Hornick-Martyk
Housing Liaison Worker
Lutherwood Housing Services
35 Dickson Street
Cambridge, Ontario
N1R 7A6
Cell: 519-222-1559
Fax: 519-569-7154
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Dana Christiaen
Housing Liaison Worker
Lutherwood Housing Services
35 Dickson Street
Cambridge, Ontario
N1R 7A6
Cell: 226-989-2657
Fax: 519-569-7154
29
Appendix G: Discharge Letters
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Appendix H: Cambridge STEP Home Pilot Draft Evaluation Plan
Key Questions We Are Trying To Answer:
Process Questions:
1.
2.
3.
4.
5.
6.
7.
8.
What is the right number and composition of staff on the team? What is the right number of participants?
What training is most beneficial?
What is and is not working about the collaborative team model and matrix reporting?
What key principles and practices used by the Administration Group are working well? Which are not working well?
What key principles and practices used by the team are working well? Which are not working well?
What key resources were most helpful? What resources are missing?
What partnerships are beneficial? What partnerships are missing? How can we strengthen partnerships?
How do other community services providers connect with the team? Do they understand the role of the team? What is
their experience/satisfaction with the team?
9. What is working well and not working well in engaging and retaining landlords?
10. How many re-housings were there? What were the reasons? How can we strengthen our prevention of unnecessary rehousings?
11. How many may have been preventable?
12. What is the role of housing-focused street outreach compared to general street outreach and how should they work
together? What are the pros and cons of having the two outreach roles served by the same staff?
13. What kinds of supported housing are needed in Cambridge that cannot be met by the Team’s approach?
Outcome Questions:
1. How satisfied are the participants with the service? Landlords? Key community services?
2. How many participants are getting housed? How quickly? How many are retaining stable housing for 3 months, 6
months, one year? Are there acuity changes?
3. When does team anticipate reaching “functional zero” for those on PATHS with high acuity?
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Evaluation Process: As outlined below - to be implemented in early 2017 and repeated for end of pilot
Survey Timeline:
• Draft surveys over December/Jan
• Feedback on draft surveys over Jan
• Collect information through surveys Feb
• Compile information from surveys March
Who Talk To?
How?
Administration Group
• Individual Agency Meetings
Members
• Written Survey (anonymous)
• Debrief at Administration Group
Team Members
• Monthly Reports
• Written Survey (anonymous)
• Individual meetings – upon request
• Debrief at Monthly Team Meeting
Participants*
• SPDAT
• Program Satisfaction Survey - individual
interview (those willing to participate $10 Tim’s
Card)
• Quality of Life Survey from HSC Guide
Other Service
Providers
Participants’ support
circle (formal/informal)
Landlords**
General
•
•
•
•
•
•
Stakeholder Meeting followed by option to
complete survey
Random sample of participants Spot-check –
random couple for each worker
Survey through Housing Liaison Workers
Dashboards
Discuss evaluation at Quarterly Pilot Meeting
Final Pilot Report – draft in progress on-going
Docs#2276596
•
•
•
•
•
•
•
•
•
•
When?
Jan
Feb
March/April
Monthly
Feb
Jan-March
March/April
1,3,6,9,12
months
Feb/March
•
At 6 months
•
•
March
•
Worker and data compiled
through Region
Marie/Region
•
Over MarchDec
Feb-March
On-going
April/May
Jan-Mar
2018
•
Edwina/Crystal
•
•
•
•
Housing Liaison Workers
Region
Meeting Facilitator
Region
•
•
•
•
•
•
•
•
•
•
•
•
Responsible?
Marie/Region
Marie/Region
Marie/Region
Team and analyzed by Region
Region
Team Member and Region
Marie/Region and Team
Worker
Worker, other team members,
student or peer researcher
*Consider three unique groups for feedback (grandfathered-housed, grandfathered un-housed, new)
*Consider two unique groups (new landlords, grandfathered landlords)
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