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.
