The HELE 2 Work Program is IHS, The Institute for Human Services’ redesigned employment support program for unemployed adults experiencing homelessness. It focuses on overcoming homelessness through civic engagement, building social networks and skills training. A continuum of work related activities help participants regain confidence and dignity while honing job skills and establishing work experience to re-enter the community as a contributing members.

Please describe your innovation?

While IHS has offered homeless adults Employment Support Programs for many years which focused on typical employment core services of resume writing, interview coaching etc.. Our new program systematically promotes a positive culture of work focused on building motivation, a work ethic and confidence to re-enter the workforce. Opportunities to develop social supports are woven into the program as participants serve the community at large and create a sense of "lokahi" among themselves. After assessment, participants engage in a “dream building” process and have options based on motivation and goals 1) pre-employment basics classes, 2) vocational training in urban agriculture or food service, 3) shelter-based volunteer assignments 4) civic engagement community team 5) employment placement/support. Results include regained dignity, confidence, motivation, new skills, jobs; a path out of homelessness.

What is the problem or situation that your innovation seeks to address?

The January 2011 homeless Point in Time Count for the Island of Oahu recorded 4,234 homeless individuals island-wide. And during the 12 months of 2011, IHS’ emergency shelters provided refuge to 1,510 adults and children. Current census is about 350 people per day, a 15% increase from last year. Unemployment and unemployability are among key reasons people become homeless and remain homeless. Affordable housing is simply unattainable for most homeless persons without a job. In addition, many people experiencing chronic or longer term homelessness are often immersed in a dysfunctionael sub-culture characterized by hopelessness, dependency and loss of competence and confidence. These, along with societal stigma against homeless, recovering substance abusers and released offenders, create behavioral and motivational barriers to re-entering the workforce or even completing a standard vocational training program.

What effort have you made to test out your new idea?

IHS’s formal “Employment Core Services Program” began in 2007. Our recent approach, launched 2 years ago, began with the Urban Agriculture Job Skills Program. To date, 144 adults participated and 39 earned the 30 hour certificate of completion. In January 2011, the Civic Engagement Program began recruiting homeless shelter guests to help with County/State clean-up projects and community events, which has now resulted in 142 total events and 2,123 service hours. Initial efforts focused on program development informed by employment programs for the general population. We quickly learned that motivation is a key obstacle to work. Data about participants’ level of activity in the program and entry into the workforce are being collected to track correlations. Anecdotal evidence indicate that when people begin to engage in work, they begin to see themselves differently - more capable and hopeful about finding work, despite having previously disabling conditions.

What is particularly noteworthy or novel about your innovation?

IHS’ range of efforts to promote employment among homeless persons has evolved into HELE 2 Work Program: Harnessing Empowerment, Learning & Employment and is reshaping lives. Using the Stages of Change Model, IHS recognizes that efforts to change are most effective when interventions are matched to an individual’s level of motivation and supported by relationship. Strategies are tailored to individual needs and structured in phases, leading eventually to employment. As participants achieve skills, grow in confidence, reliability and pride, they have opportunities to act as mentors, group leaders, and practice as supervisors. Connections take place while participants serve the community during volunteer service jobs at the shelters and in the community at-large. Noteworthy has been the programs’ collaboration with the City during homeless encampment clean-ups; during outreach, participants encourage “campers” to move into shelter and accept services.

What impact do you expect your innovation will have on the problem or situation described in the previous question?

The broadest impact will be to return homeless persons to the workforce. But, specific outcomes for individuals in the program will be increase their marketable skills, build motivation for employment as a path to less dependency on government assistance and create opportunities for potential employers to help with a solution to homelessness.

What other community partners will you need if your innovation is to scale beyond your organization?

Implementing this innovation in its current scale already involves community partners. Relationships are established for participants to gain valuable experience and job skills with local businesses, organizations and government departments such as Department of Land and Natural Resources for beach/park clean-ups, the City/County of Honolulu for removing graffiti, cleaning and helping restore community parks, and Lanakila Pacific for meals on wheels delivery. Building a network of employers sympathetic to homeless persons and willing to give them a chance at employment is also a major goal. Just as we have cultivated a cadre of landlords who have been willing to work with us to rent to homeless persons, we also hope to engage the business community as partners in employment. In development is also a plan to move into fee for service contracts with key partners and possibly create mini businesses to enable participants to earn compensation while gaining skills as trainees.

Why are your organization, partners, and key personnel suited to take on this project?

As a community leader in homeless services and solutions to end homelessness, IHS also has a long history of engaging the community in its mission. Founded in 1978, IHS has long provided much more than food and shelter. Over the years, the agency has implemented comprehensive, agency-wide training to deepen staff capacity in clinical skills shown to improve outcomes. We have a strong commitment to measuring the impact of our work and have built our capacity for data tracking and management. In addition, experienced staff are in place and currently implementing the project. For the past 5 years, IHS has been increasingly engaging business in volunteering at our shelters and programs. Active working relationships are already in place with key collaborating partners and many more in discussion.