Some Recommendations For a New and Improved Baker Places

Now that Jonathan Vernick is finally leaving Baker and Brett Andrews is taking over (See: Media | Positive Resource Center), I would like to offer some recommendations which will help Baker Places become the model of the nation for interventions with challenging populations such as those who are HIV+, those with drug addictions, and mental health challenges. Please note that these recommendations come as a result of dialogues I have had with clients of Baker Places.

1. The City needs to audit Baker Places each year---Since Baker will be moving forward from the mismanagement of Jonathan Vernick, it is of paramount importance that internal controls are in places that ensure standard accounting practices are followed. If there are any concerns, then they can be immediately corrected and then monitored in the subsequent year.

2. The case managers need to be supported in obtaining a training certificate—At present case managers at Baker are only required to have a high school degree. Clearly, this is inadequate. Thus, I would suggest that Brett Andrews work with SEIU 1021 and Claude Joseph (the union representative for Baker) which will pay case managers to attend a 1-year curriculum (8-10 classes), say, which will qualify them to work with various populations. This is necessary because each subpopulation needs interventions which are unique to their situation.

3. Baker Places should team up with researchers at UCSF or other schools to see how effective their interventions are—At present there is no research going on at Baker. Because Baker has a unique model, the social rehabilitation model, it should be studied so that areas of improvement can be noted. Note that the social rehabilitation model places individuals of various subpopulation in a housing situation and asks each member to support each other. No doubt there are a treasure trove of studies waiting to be done.

4. Wednesday mornings should be a collaborative time each week for case managers, the executive director, and other stakeholders—This will allow management to address any concerns and for the case managers to have an input in policies. If two-thirds of the case managers vote against a particular policy, then management should take their concerns to heart.

5. There should be a formalized process to resolve conflicts among clients—Clients should feel free to voice concerns and ask for help. This can start with informal meetings and then move to conflict resolution meetings in which clients are taught how to resolve conflicts between themselves. Obviously, case managers need training in this process (see suggestion 2 above).

6. There should be specialized houses for those clients dealing with specific issues like being HIV+--This will have the advantage of allowing each member of the group to support each other. Also, case managers can specialize in working with various subpopulations.

7. Saturday should be designated for house meetings at a centralized location—This suggestion will require all clients to meet once a week at a centralize location. There can be house meetings and individual one-on-ones. Hopefully, this can be streamlined so that as Baker Places grows, the need for additional case mangers is lessened. Also, case managers can be paid a professional salary, say starting at $70,000 per year. 

The above 7 recommendations are just a few ideas. I encourage Brett Andrews to call upon case managers and other stakeholders and ask for their input. The goal is to provide the best care for the most vulnerable among us.