Practical Approaches to Working with Homeless People with Mental Health Problems
Dignity and Well- Being
Practical Approaches to Working with
Homeless People with Mental Health
Problems
Warsaw May 2019
NETWORKING
DEFINITION
Networking “
is a process which fosters the
exchange of information, ideas and practices
among individuals or groups that share a
common interest”
(
https://www.investopedia.com/terms/n/
networking.asp)
REASONS FOR NETWORKING
•
Complexity of the phenomenon: huge
number of agencies involved (health
care, psychological, social, housing,
educational)
•
Inability of the person in need to build
(re-build) his own network and to
connect with the different agencies
•
Multiple needs that no institution can
respond to alone
REASONS FOR NETWORKING
•
Build a more comprehensive understanding
of the problem
•
Design a better set of interventions
•
Support the organisation of any intervention
•
Overcome limitations of individual
organisation
•
Overcome schedule gaps
•
Help to persist
NETWORKING: A MULTI-
LAYERED APPROACH
a)
STRUCTURAL: the whole organisation participating in an
explicit and agreed way (formal, informal, governmental and
non-governmental, public and private)
b)
OPERATIVE: the network is made of people belonging to the
organisations, directly involved in the specific case
management. Such a front line staff design tailored
intervention and follow the process in the field
MAIN IDEAS
•
Avoid the recurrence and overlapping of
the interventions
•
Share responsability
•
Share the burden, overcome feeling of
solitude and disqualification
•
Prevent “defensive delegation”
•
Feel in turn recognised and appreciated
•
Leverage over proactive elements
•
Reduce burn out
TO BUILD A NETWORK
•
Detect the knots of the net
•
Clear view of each player’s role
•
Respect identity and values
•
Acknowledge “free players”
•
Share common goals
•
Work together considering complementarity,
coherence and sufficiency of the intervention
DIFFICULTIES
•
Different values, cultures, languages
•
Power imbalance
•
Decision making power
•
Overcome the feel of fear and suspiciousness
•
Too many “on the boat”
•
Poor communication flow
•
Lack of a front line case manager
•
Convert the facilitator into the only person in charge
•
Gap between “structural” and “operative” level
•
Personal data protection (General Data Protection
Regulation, UE 2016/679)
PREVENTING DIFFICULTIES
•
Build relationship
•
Establish common objectives
•
Empower communication
•
Build a win-win playground
•
Nominate a facilitator for each project
•
Establish a memorandum of understanding
•
Meetings planned and unplanned
•
Decision power
GOOD PRACTICES
•
Feed-back when the patient gets better
•
Concessions between networking partners, to
facilitate collaboration in an equal way
•
Include a certain amount of partners, to avoid
overloading
•
Diversity: the same solution may not fit for all the
patients
•
Responsibility: each partner for his part
•
Fulfil the commitments to increase confidence
•
Shared training helps to build an
esprit de corps
•
Explore new ways and new services
This content discusses the importance of networking in addressing the needs of homeless individuals with mental health issues. It emphasizes the complexity of the phenomenon and the benefits of building a comprehensive understanding of the problem. The multi-layered approach to networking, main ideas, and steps to build a network are highlighted, focusing on enhancing interventions, sharing responsibilities, and preventing burnout.
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Presentation Transcript
Dignity and Well- Being Practical Approaches to Working with Homeless People with Mental Health Problems Warsaw May 2019
NETWORKING DEFINITION Networking is a process which fosters the exchange of information, ideas and practices among individuals or groups that share a common (https://www.investopedia.com/terms/n/ networking.asp) interest
REASONS FOR NETWORKING Complexity of the phenomenon: huge number of agencies involved (health care, psychological, social, housing, educational) Inability of the person in need to build (re-build) his own network and to connect with the different agencies Multiple needs that no institution can respond to alone
REASONS FOR NETWORKING Build a more comprehensive understanding of the problem Design a better set of interventions Support the organisation of any intervention Overcome limitations organisation Overcome schedule gaps Help to persist of individual
NETWORKING: A MULTI- LAYERED APPROACH a) STRUCTURAL: the whole organisation participating in an explicit and agreed way (formal, informal, governmental and non-governmental, public and private) b) OPERATIVE: the network is made of people belonging to the organisations, directly involved in the specific case management. Such a front line staff design tailored intervention and follow the process in the field
MAIN IDEAS Avoid the recurrence and overlapping of the interventions Share responsability Share the burden, overcome feeling of solitude and disqualification Prevent defensivedelegation Feel in turn recognised and appreciated Leverage over proactive elements Reduce burn out
TO BUILD A NETWORK Detect the knots of the net Clear view of each player s role Respect identity and values Acknowledge freeplayers Share common goals Work together considering complementarity, coherence and sufficiency of the intervention
DIFFICULTIES Different values, cultures, languages Power imbalance Decision making power Overcome the feel of fear and suspiciousness Too many on the boat Poor communication flow Lack of a front line case manager Convert the facilitator into the only person in charge Gap between structural and operative level Personal data protection (General Data Protection Regulation, UE 2016/679)
PREVENTING DIFFICULTIES Build relationship Establish common objectives Empower communication Build a win-win playground Nominate a facilitator for each project Establish a memorandum of understanding Meetings planned and unplanned Decision power
GOOD PRACTICES Feed-back when the patient gets better Concessions between networking partners, to facilitate collaboration in an equal way Include a certain amount of partners, to avoid overloading Diversity: the same solution may not fit for all the patients Responsibility: each partner for his part Fulfil the commitments to increase confidence Shared training helps to build an esprit de corps Explore new ways and new services
