The Two-Generation Approach Ben Goodwin Executive Director Our House, Inc. Little Rock, Arkansas The Two-Generation Approach Empowering Low-Income Parents to Be Their Child’s Best Advocate

Overview 1. Introduction to Our House 2. The Two-Generation Approach: theoretical framework and practical application 3. Creating and utilizing client feedback loops in a two-generation context www.ourhouseshelter.org/atlanta

1. Our House

Our House 7-acre campus, “one-stop shop” Serve 1,800 people/year Serve 200 adults and 300 children each day Housing for 110 people each night Licensed, quality-rated children’s programs Workforce programs

Housing

Housing

Homelessness Prevention

Out-of-School Time Program

Out-of-School Time Program

Early Childhood Education

Early Childhood Education

Workforce Training

Workforce Training

Case Management

2. Two-Generation Approach

Two-Generation Approach Definition Rationale 2Gen at Our House How to move toward a 2Gen approach Exercise

A Definition Two-generation strategies intentionally and systematically connect adult/child investments for larger, longer lasting impacts on family economic success. -Dr. Christopher King University of Texas

Why 2Gen? It works! It’s the “it” thing right now.

National Resources Ascend Network, Aspen Institute Urban Institute Federal Government – ACF in particular Many Foundations

Where does your organization fall on this continuum?

Why does the Two-Generation Approach work? It’s motivating [internal]. It’s effective [external]. It’s practical.

Internal rationale for two-generation approach. Activates highest motivation of parents. And children! Parents and children provide the core “support network” for each other. Creates sustainable, reinforcing positive dynamic that lasts beyond the “intervention”. A whole greater than the sum of its parts.

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External rationale for two-generation approach. Families operate within systems: education, workforce, healthcare, social services, housing, etc. These systems do not work perfectly and are not always as responsive to families’ needs as they should be. The ability to successfully navigate these systems gives parents their best chance to help children succeed.

“Be Your Child’s Best Advocate”: The Concept Equipping parents with the skills to interact with systems on behalf of their children and their family. Acknowledging parents’ leadership/expertise, which is empowering, motivating, and sustainable. Sustainability: equipping parents with the skills they need to tackle whatever life throws their way.

© Our House 2014

2Gen at Our House: the basics. Orientation for all team members. Shared ongoing training. Regular meetings with staff from all programs. “No wrong door” Integrated into communications/marketing

2Gen at Our House: Children’s programs Goal: create more and better opportunities for program staff to interact with parents, and train and equip them to make good use of these opportunities. Parent/teacher conferences Family fun nights Parent-led activities Youth-led activities

2Gen at Our House: Adult programs Goal: create more and better opportunities for program staff to interact with children, and train and equip them to make good use of these opportunities. Child-friendly case management spaces Evening programs Parenting classes

“Be Your Child’s Best Advocate”: The Class Monthly class and support group meeting. Parents and children eat a meal together then go to separate programming Provides access to people representing systems for tips on navigating them as well as a chance to practice advocacy skills Also provides programming to children that mirrors, topically, what the parents are learning

How can programs move toward a two-generation approach? Identify where you are on the continuum.

Tips for becoming more 2Gen: Efficiency is important. Low-income parents don’t have much spare time. Make sure your program schedules accommodate parents. Provide child care. Provide a meal.

Tips for becoming more 2Gen: In your own programs, model the importance of empowerment by: Operate quality programs—and communicate this to your clients. Listen to your clients—provide fora for constructive feedback (surveys, focus groups, program evaluations).

Tips for becoming more 2Gen: Two-generation approaches require a big investment of time, money, and strategic focus. Long-term, diverse programming. Well-trained (and well-selected) staff who are bought into the concept. - Flexible schedules - Positive attitude - Able to interact with children and adults

Exercise: For each client story, identify: What challenges you anticipate this family having. Resources in your community you would try to connect this family with. How these programs could be delivered/connected using two-generation principles. What it would take to make this happen—new resources, funding, partnerships, etc.

Family 1: Cindy and her two children, Derrick (5), and Denise (6) became homeless after fleeing their abusive husband/father. They have spent two years homeless, bouncing from shelter to shelter, living on the street at times. They are currently staying in a shelter. Cindy has no job and no car. Derrick and Denise have significant behavioral challenges.

Family 2: Laurie is 71 years old and became the guardian of her great-granddaughter Jaynie (3) after Jaynie and her younger brother were in foster care. The siblings were in foster care because their father had died, and their mother was suffering from severe addiction. While they were in foster care, Jaynie’s little brother died due to negligence on the part of the foster parent. After this happened, the state quickly awarded temporary custody to Laurie. After the 3 month period of temporary guardianship, Laurie was awarded custody, and immediately all of Jaynie’s benefits were cut—Medicaid, SNAP, everything.

2. Feedback Loops

www.ourhouseshelter.org/videos

How does this connect to the two-generation approach?

Community Council Recommendations for CAFSI – July 2017 Do more advertising and outreach. Do CAFSI mini-surveys/progress reports. Provide one-on-one recommendations on educational opportunities at the Career Center and be more persistent in following up. Provide more classes on financial stability. Provide more information on housing opportunities and avenues to get homes. Improve the financial tools offered to clients. Hold clients more accountable for their household finances. Screen clients for needs related to covering expenses and finding new employment. Have more family events. Hire more case managers. Provide classes at different/more convenient times.

Performance measurement as a way of working. Part of the corporate culture. Supports program innovation and development. Inclusive and empowering, but also difficult. Aligned with and enhanced by the two-generation approach.

Nuts and Bolts Quarterly all-program-staff meeting to discuss performance measures. Facilitative leadership approach. Strong emphasis on client feedback.

Ben Goodwin 501-944-5110 ben@ourhouseshelter.org www.ourhouseshelter.org/atlanta