InPractice: Lessons for and from Practitioners

This post describes the creative adaptations to the COVID-19 pandemic of two employment providers that use the Individual Placement and Support model to help people find and keep jobs despite multiple, serious barriers to employment.

When Washington state’s Division of Child Support closed its offices in March 2020 in response to COVID-19, its employment program—Families Forward Washington—kept running with minimal interruption, because the original design was based on working remotely. Its model may offer useful pointers for other service agencies for adapting to the pandemic.

Process maps are “human-centered” tools social services organizations can use to improve their service​ delivery by breaking down complex problems and addressing them collaboratively. See how the Los Angeles Community College District improved its Los Angeles College Promise program by bringing students into the making of​ its process maps.

Home visiting programs like Child First are a vital support system for families coping with challenges such as homelessness, poverty, drug abuse, and maternal depression. As the COVID-19 crisis continues, Child First teams have transitioned to telehealth technology to maintain their relationships with families and provide them with much-needed services.

Monisha Gibson, director and CEO of the Maritime Odyssey Preschool in Norwalk, Connecticut, discusses the program’s work with a vulnerable student and family population during the coronavirus pandemic. She describes how Odyssey adapted to continue its holistic approach: prenatal support, food distribution, connections to mental health services, and quality preschool.

A recent (virtual) discussion with representatives of 13 schools, districts, and programs that provide work-based learning found each of them seizing unexpected opportunities amid the COVID-19 pandemic. The pivot from hands-on experiential learning to virtual instruction is varied and evolving at these organizations, which offer internships, apprenticeships, job shadowing, and other work-related programs.

Here are MDRC’s Top Five Tips for social service and educational programs adapting to the COVID-19 pandemic. They focus on ensuring staff members’ and participants’ personal safety so that agencies can continue providing high-quality services and support while working remotely. They also include guidance on protecting participant confidentiality.

Bridgette Gray, chief impact officer at the sector-based training and career advancement program Per Scholas, shares tips for retooling in the face of the coronavirus pandemic. The organization successfully transitioned 521 students and 200 staff members to a virtual training environment over a single, remarkable week in March 2020.

Building connections among staff members can feel especially challenging in a time when remote work and video conference calls make up most of our working day. Icebreaker activities are fun, useful tools that managers, supervisors, training facilitators, and coaches can use to enliven meetings and strengthen team and group bonds.

The COVID-19 pandemic has made written communication even more important. The checklist in this post incorporates principles of behavioral science to help organizations assess their current communications and get their point across more effectively.