Workshop 1

August 31st and October 12th from 10AM – 1PM

A. Introduction – What is social service navigation?

The Community Navigators focused on working in East Harlem, Central Harlem and the Bronx with young people (ages 14 to 24) and their families, who are at risk of becoming involved in the justice system. The Navigator Program also works with survivors of intimate partner violence and other serious crimes as well as youth and adults who are involved in the justice system and those returning from incarceration.

B. Navigator Program Model & Introduction of the Navigator Wheel Model

Attendees will learn about the importance of and functionality of the Navigator wheel.

Discussions will include: What is meant by social service navigation?  How does social service navigation work? Learning about the successes and growing edges of the      navigator wheel.  What led to each phase? How is it facilitated and implemented in real time when supporting participants in getting them linked to services and overall meeting their needs?

Why is this important? The case navigation wheel is an essential framework for applying effective mobile case management skills and creating streams to successful social service linkages.

What will attendees leave with?  Attendees will leave with robust knowledge on mobile case management and practical ways to apply best practices for maximum impact.  Attendees will be able to fuse current and new, innovative ways of connection-building and supporting participants in getting their social services needs met.

Audience: Leadership and direct service staff

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Workshop 2

September 7th and October 19th from 10AM – 1PM

A. Holistic Approaches to Case Navigation

Attendees will learn what best practice models and holistic approaches were used to train and develop staff with lived experience to carry out navigation work. The session will highlight the importance of one-to-one/group check-ins for staff coaching and development, creating a peer support system within the respective teams, and creating administrative tools that highlight individual staff growth and areas for improvement.

Discussion will include: What is the difference between case navigation and case management? What best practice models are most effective when training peer support workers? What is the relevance of one-to-one and group supervision? Can you have one without the other? What does it mean to assess staff at this level who may not have prior experience in this work? How can quarterly assessments and annual evaluations be used as a coaching tool for staff growth? What is the relevance of creating peer support systems within your teams? What is the relevance of this approach, and how can it be helpful for staff growth?

Why is this important? It provides a safe space for attendees to discuss the success and areas for growth in their work. Participants will identify one to two areas of the work that require improvement and build a plan of action for additional support. Participants will reevaluate practice around supervision and group supervision and how this tool can be used to build staff capacity in the work. Participants will develop a cohesive plan that can be brought back to their respective departments/agency for implementation

What will attendees leave with? Consider strategies to create a staff focus group to gauge areas they would like to see improvement. Identify one to two areas based on staff consensus and begin to brainstorm. Develop administrative tools that will be helpful in improving this area and increasing staff buy-in. Review and finalize the agreed-upon tool for implementation.

B. Introduction of the Asset-Based Community Development Model & a Case Study of Community Engagement

Asset-based community development (ABCD), or asset-based community-driven development as it is sometimes called, is a bottom-up way of working with communities that focuses on community strengths and assets rather than on deficits and problems. It has both micro and macro applications, in the Navigator program and other peer models, it begins with how we hire.

Discussions will include: Development of Resource Guide, development of Community Asset Map, and field worker location sharing for safety and accountability.

Why is this important? In the past, when a person had a need they went to their neighborhood for assistance. But this has shifted today to the belief that the neighbor does not have the skills to help them, therefore we must go to a professional for assistance.

Today’s social Service professionals tend to conduct ‘Community Needs Assessments’ which emphasizes local deficits and looks to outside agencies for resources.
Though well-intentioned, this focus on “needs” actually disempowers the community member, who may feel that gaining control of their lives can only be achieved with outside help beyond the scope of themselves, their families, support systems and neighborhoods.
Help is perceived as something that is done to them as clients and consumers, instead of seeing themselves capable of helping themselves and others from within.

In contrast, asset-based community development is a strengths-based perspective that focuses on honing and leveraging existing strengths within the individual and their community. Community assets inherent in social relationships, physical spaces, untapped resources and much more that service providers should understand.

What will attendees leave with? Simple methods of creating a community asset map and resource guide with free tools. Examples of Navigator community development work.

Audience:  Leadership and direct service staff

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Workshop 3

September 14th and October 26th from 10AM – 1PM

A. Formal/Informal Stakeholder Management

Strategic collaborations and attending events facilitated by institutional and grassroots partners. Used to outline the purpose, goals, and scope of stakeholders’ involvement in community matters.

Discussions will include: Outreach strategies, examples to reach, engage, and build relationships with community members often disconnected from service providers.  Encouraging community voices to be included in decision-making.

Why is this important?  Developing strong strategic partnerships with stakeholders is important.  It can mean the difference between having a successful program and not meaning program goals.

What will attendees leave with?  Attendees will leave with strategies for partnership development and understand how it can impact programming and the larger agency.

B. Data and Tracking

Participants will discuss the importance of data and tracking, and how it can be used to inform the work that they do.

Discussions will include: What do you want information does your program collect?  How does the data you collect inform that work you are doing?  How effective is the data you collect?  What systems do you use to collect data? How can data and tracking be used for additional funding opportunities?

Why is this important? Data and tracking is not just a requirement of many organizations in regards to making sure funding requirements are being met, it also can indicate how effective your program is.  Data can also be used to indicate changes and additions that might need to be made to your program model. It can also be used to determine what other funding sources could leadership explore.

What will attendees leave with?  Participants will leave with ideas on how data and tracking is used within their organizations.  They will be able to have internal discussions what they are tracking, should track and how it can be used to further their work.

Audience:  Leadership and direct service staff