Illegitimi Non Carborundum
Maybe you have no clue what that means. It is a mock-Latin aphorism that means, “Don’t let the bastards grind you down.”
Almost 10 years ago, in the thick of a rather large change initiative I felt like I was swimming naked in a shark infested pool after being lathered in pig blood. (There’s an image for ya!) The point being, everywhere I turned I felt I was under attack on some level.
Sometimes the attacks were about the credibility of the approach. Other times, it was about the soundness or applicability or relevance of the research. Then there were ethical debates (as if somehow housing homeless people is unethical). Then there were the critiques of process. Oh, and concerns about communication strategy. And for good measure there were some personal attacks too.
I am open to criticism and feedback and suggestions on alternate approaches to doing things…when they are credible. What I quickly came to learn is that the attacks had more to do with a resistance to change than anything else.
One of the most talented people I have ever worked with, Toby, had a way of helping me get perspective when all of this was going on. He introduced me to “illegitimi non carborundum”. And I have never looked back. It is, perhaps, the best advice I have ever received in how to manage complex change processes.
If there are multiple lines of attack deploying various methods, I have seen over and over again that a change process can get scuttled. I have seen it when communities try to change their shelter system to be more housing based. I have seen it when there are approaches to changing funding to focus on interventions that work. I have seen it when Boards have been going through renewal processes. I have seen it when communities try to implement common assessment and coordinated access. I have seen it when it is suggested that prioritization occur to focus on those with deeper needs.
I have seen great leaders brought to ruin because the bastards were able to grind them down.
I think part of successful change is attitude. Well equipped with data and information provides the change leader confidence. A well-developed work plan that has transparent objectives and accountability measures built in goes a long way. Clear communication without side bar or backdoor conversations that interfere with the broader message is critical.
But above all else the change leader (or those closest to them) needs to say “illegitimi non carborundum”. Rise above the crap. Wear them out. Grind them down. Get to the place where the change can really matter.
Priority Lists, Not Waiting Lists
Let us put an end to waiting lists for housing (or – gulp – shelter for that matter).
Let us replace those lists with priority lists.
Waiting lists, with some exceptions, are not designed to serve those with the deepest needs. They are designed to serve those that have waited the longest. But here’s the thing – if I have really deep needs it is entirely possible that I will die before my time comes up on a waiting list.
Imagine if emergency rooms took the waiting list mentality. Last night, Sally stubbed her toe. She goes to the ER and is told by triage that there is nothing they really do for a stubbed toe and that she should go home. Sally insists on waiting. This morning, around 6am, Bernie sliced his finger while making breakfast. He goes to the ER. Triage tells him they aren’t sure if he is going to need stitches or not. They bandage him up. They tell him to take a seat until a doctor becomes available. They tell him that if anything changes or gets worse, to come back to the triage window. Fred had a heart attack at 9am.
Sally is still waiting.
Bernie is still waiting.
Who gets served next?
Fred.
But why? Haven’t Sally and Bernie been waiting longer? Yes they have. But Fred’s needs are more acute than Sally and Bernie. If you don’t serve Fred right away he may die. Bernie can wait a little bit. Sally, well, she may want to be served and be willing to wait all day, but she doesn’t really need the ER services.
In just about every scenario, a reasonable person would expect the person with the most urgent needs to be served next. Except that isn’t how we tend to operate affordable housing, supportive housing, or intensive support programs. Even when there is modified chronological access (a fancy term for being able to jump the queue a little bit), it is rarely based upon acuity in its totality, but rather preference for a priority population that may not be grounded in evidence.
In an era of better assessments of client needs and coordinated access, I want you to rip apart your waiting lists. Delete them from your computer. Replace them with a priority list. Triage access to housing based upon who has the highest priority for that housing and the supports that come with it. Don’t manage access by who has waited the longest. That has nothing to do with who needs it the most.
Justice, Not Charity
Homelessness will not be ended with charity. Charity, throughout human history, has never solved a social issue. It never will.
Charity is terrific at meeting immediate needs. Charity can feed you. Charity can clothe you. Charity can even shelter you. But it will not solve the issue that led you to being hungry, naked or without a roof over your head. There will always be a time and place for charity; but we cannot be fooled into thinking that charity was ever designed nor intended to be the same thing as justice.
Ending homelessness is a matter of justice. Justice is thoughtful, deliberate and iterative. It is intended to bring about change that allows for opportunity. It is not synonymous with equality, though equality may be an element of justice depending on the issue.
Justice is blind to a deserving and undeserving poor. As a matter of justice there is inclusion. People do not have to demonstrate their worthiness for housing. In justice there is a fundamental belief that all people are worthy of being housed.
This does not mean that housing comes without price, nor does it mean that housing comes without expectations of behavior. A just price for housing is what one can afford relative to her/his means. It doesn’t mean free, unless the person has nothing. A just approach to behavior sets expectations relative to what is possible for the individual. A just approach does not have expectations that exceed the capabilities of the person. And within the acceptable expectations, there are consequences. A just approach to housing is not “anything goes”.
A just approach to housing deliberately seeks to serve those most disadvantaged for they are the most in need of assistance. A charitable approach is more inclined to rely on first come, first served. A just approach will use a number of variables to assess opportunities for assistance. A charitable approach is more inclined to focus on what feels right rather than what can be proven. A just approach will promote greater independence and interdependence with a broader community. Charitable acts are dependent upon people requiring charity and are more narrowly focused (in most instances) on the relationship between the charity provider and the charity recipient.
Justice embraces the fullness of human potential. It is not socialism. In fact, it is about the protection of capitalism based upon basic human rights. Social inclusion, as an element of justice, sees opportunity for participation in the labor force as an appropriate pursuit relative to each person’s potential, respecting that even people with disabilities (seen and unseen; physical, cognitive and otherwise) should have the opportunity to participate as they are able. And a justice lens appreciates that the opportunity for full inclusion in the workforce is enhanced first with the opportunity to have stable, affordable, secure, safe housing.
With justice, people are supported in housing until such time as they have mastery of the skills necessary for the most possible independence relative to her/his capabilities. With charity, people have their housing needs met without expectation of skill development. Justice promotes personal responsibility and pride. Charity promotes gratitude to the giver.
Charity requests (demands?) that philanthropy and government provide grants that make assistance possible. Justice requests (demands?) investment to impact social change and spends on those aspects that are most likely to result in lasting change. In a charitable model the same types of services, often to the same organizations, is quite probable year after year with little variation. In a justice model, needs assessments are conducted with regularity, and the investment strategy follows the needs as identified through evidence. Charity believes there are problems that can be improved upon with financial and human resources. Justice proves there are problems that can be improved upon with financial and human resources.
Justice demands that the most qualified, trained people are involved in the provision of services, as those most in need are deserving of the most qualified persons to assist them. A charitable model fills gaps with well-intentioned, warm bodies that are fantastic at meeting immediate needs. But charitable persons may come from a broad range of careers and life experiences and are donating their time. This is commendable and will keep (most) people alive for another day. But it will not stem the tide and end homelessness.
To end homelessness, therefore, we need to believe and promote an agenda that is firmly anchored in doing so because ending homelessness is the just thing to do. If ending homelessness is framed as something that is solely an act of charity the day to day needs of homeless people will be met, but the problem will never be solved…and in fact is likely to expand as demands outstrip charitable resources.
Overwhelmingly Affordable Housing
192 units of housing. For as low as $25 per month.
Seriously. It’s called The Tower. And it’s owned and operated by Crossroads Rhode Island in Providence.
The Tower is 100% subsidized. This makes it possible for rents to be as low as $25 for individuals with $0 income, and others paying slightly more based upon her/his income (and only paying 30% of their income on housing). The balance of the subsidy comes either through Providence Housing Authority Section 8 or the State Rental Subsidy Program.
When communities talk about having no housing for people that do not have an income, I wish they could learn more about housing opportunities like this one.
The 9-storey building is about 100 years old. It was previously owned by the YMCA, and then came to be part of Crossroads’ housing portfolio. How did Crossroads secure this gem? The building was purchased from the Y in 2002. At the time of the purchase, it was divided into condominiums, the Tower being one, 16 apartments being another, and the Crossroads Agency space being a third. Funds to purchase and renovate the Tower and Apartments came from a variety of sources including LIHTC, HOME, and mortgage financing to name a few.
On two floors of the Tower there are the 16 full, spacious apartments. They are complete with a full bathroom and full kitchen. The only condition to access these apartments is having a disability and have been formerly homeless.
On all of the other floors, there are 176 private single room occupancy units that, while not as spacious as the apartments, offer a private, secure place to sleep. One of the floors is solely for women. There are shared bathroom and shower facilities on each of these floors. On these floors, residents can have a microwave in her/his unit, but cannot have a hot plate. Good news, there is a community agency close by that serves breakfast and lunch every day, and Crossroads offers dinner to the residents each day.
This isn’t transitional housing. Residents can stay as long as they like. It is permanently affordable for those that need it to be and choose to stay there.
Like many housing providers, they have struggled over the years to balance the needs and safety of residents with guest management. Appreciating the shared washroom spaces and public spaces within the building, after many consultations with residents the decision was made to restrict access and not allow overnight guests. On site security provides a concierge type function to ensure that residents are safe.
Crossroads personnel make strategic efforts to be involved with the residents in the Tower. There are case management services. There are socio-recreational activities like an arts class.
Crossroads has been going through a detailed, deliberate process for about a year now to align their programs and services with ending homelessness. The Tower is an important tool that the organization is able to leverage in this pursuit. Access to a unit in the Tower when there is a vacancy is moving towards being based on acuity.
How much does it cost to operate the housing on an annual basis? The annual operating budget for Tower and 16 Apartments is approximately $1,179,000. Additionally, there is another $80,000 in supportive service expenses, which do not flow through the LP, but are targeted to it and included in the Crossroads budget.
If you want to learn more, feel free to contact Karen Santilli with Crossroads Rhode Island: Karen Santilli ksantilli@crossroadsri.org
5 Internal Thoughts of Program Leaders
Over the past month or so I have been tapping some managers, team leaders, supervisors and directors on the shoulder to get their input on a range of matters as I revamp some of our leadership training. Every one is in some type of middle-management position. These are all people I respect on many levels and where trust has been built over time. Because of that trust, one of the things I have been interested in knowing from a handful of them are the internal thoughts that they can never share with their staff, but which goes through their minds more than perhaps they’d like to admit. This is by no means scientific, but the common threads of the responses even though they work in different cities and different types of services I found to be quite illuminating.
If you are a leader of people, perhaps you can see yourself in these. If you are a frontline staff person, know that it is quite possible your boss is thinking these very things today. And if you are the boss of the boss, you may want to think about how you can provide support to these five common internal thoughts.
1. “I miss the rush of the frontline.”
You can work your butt off to move up the ladder and end up in a supervisory position. You may do so because you think you have perspective and expertise that will be of value to an entire staff team, and perhaps do even better things for all the people that are served by your organization. And while you were exhausted in all those years in the trenches, there is something that is missing in the day to day routine of supervising people instead of interacting with end users of your organization’s services. Some days the boss wishes they weren’t the boss anymore and were right back up to their eyeballs in interacting with service users.
2. “I wish people knew how to solve their own problems.”
Pretty much everyone in a supervisory position knows that part of their job is going to be managing difficult situations or navigating new terrain, along with settling conflicts. But managing people is not always the reason people were attracted to supervision and can really wear a supervisor down. Every one I connected with wished their staff team spent more time trying to solve their own problems and less time dumping the problem on the supervisor’s lap to be solved for them.
3. “I don’t have this all figured out…at least not all the time.”
Supervisors are rarely in a position where they can be candid with their staff and say “I don’t know” and not end up being eaten alive, losing the trust and confidence of the team, or even losing their job. While staff members may second guess decisions made or even think the boss has her/his head stuck up their butt on some matters, they at least think the boss has a plan. What has become clear in these conversations is that a lot of the time supervisors don’t have the answers to problems or situations that their staff thinks that they have. And sometimes that is very scary.
4. “I am lonely.”
You have no doubt heard that things are lonely at the top. Turns out they are lonely in the middle to. You can be friendly with your staff, but they aren’t your friends. And you can’t always turn to your own boss out of fear of them thinking you don’t know how to be competent at your job. And so it would seem a lot of supervisors acknowledge their own loneliness without having an outlet for it. Plus, as a supervisor you know some of the candid details of the inner-workings of the organization like financial and legal stuff that you can’t share with any of the people that report to you and which you spend the bulk of your day with, so there is no capacity to process it with other people. And on top of all that, it is lonely to know that people that report to you are likely bad-mouthing or second-guessing you…at least some of the time.
5. “I don’t make as much money as you think I do.”
Supervisors that I spoke with are struggling to pay their bills and get by each month not unlike their own staff. They are not making obscene gobs of cash more than the people that report to them. But they point out that when there is any sort of staff event or a chat over a coffee or an accepted lunch invitation by staff there always seems to be an expectation that they will pick up the tab.
Bring Your Work – and Passion for it – To Life
What are the core values of your organization? Do you know? Are they buried in an orientation manual? Somewhere on your website, but your just not sure where? Are they something you are required to recite but you don’t really know what they mean – or even how to live them in your work?
Values fuel the passion that allows us to bring our work to life. It is the thing that resonates with us on a personal, emotional level that drives us to not only show up each day, but to be the best that we can be.
I beg you not just to talk about your organization’s core values. Write them down. Then put them everywhere. Posters on doors. Near the mailroom. In the lunchroom. On the elevator. At the entrance to the workplace. In offices. Front and center on your website and throughout your digital presence. It may sound like overload, but this will provide tangible evidence of what is valued in your organization. And heck, on our worst, busiest days having a visual reminder may just be the nugget that keeps us going.
Start every staff meeting and training session you have with a discussion about your values and how to live and practice it in your work. Make it real and operational. The more people can talk about how they are living their values, the more value they get out of their work.
Perhaps you are reading this and thinking: But I’ve got a talented group that seems to like coming to work and we don’t have this, so I don’t see why we need it.
First of all, I think you are lucky to have such a talented group of A+ people that are driven and seem happy. This exercise allows you to keep galvanizing that amazing group around the core values.
Secondly, see this as a way of establishing a sustainable culture of excellence within your organization. The amazing, talented group of driven people will not be there forever. Some will retire. Others may move on to other organizations or types of work. If you want to have a legacy of staff that are anchored in a set of shared values, this is a great way to do it.
Thirdly, it is rare for an organization nowadays to not change some of its services or offerings throughout the years. This may mean expansion. Can you carry your values through expansion? Will the values go away if the team you have is dismantled or reconfigured in any way? What if you have to downsize part of what you do…will the values survive if there are a smaller number of people involved?
Fourthly, you can recruit people who are a more natural fit for your awesome team if you can speak to the values that are important. People that are considering working with you know that there is a shared values set, and that those values drive the work.
Bring your passions to life in work by focusing on those core values. Write them down. Plaster them everywhere. Talk about them in staff meetings. Make them much more than just a token exercise and you’ll see the benefits.