1 of 28

Welcome!

Turn on your video!

Say hi in the chat box! Tell us:

Share your aspiration! How do you want to introduce yourself in 10 years from now?

Mute your audio!

2 of 28

Facilitate for Housing.� Placements:.� Break the Updates Meeting.

November 16, 2020.

3 of 28

Session Facilitators

BUILT FOR ZERO� Virtual Learning Session

Anna Bialik

Improvement Advisor

Built for Zero Collaborative

Eddie Turner

Strategy Lead

Built for Zero Collaborative

4 of 28

Agenda

Topic	Objectives	Time
Hello! Welcome! Agenda!	To get to know the presenters and each other. Overview of the objectives of our time together today.	10 minutes
What is not Case Conferencing?	Clarify the scope of your case conferencing meeting. How do we keep this work focused on the thing that ends homelessness: housing.	5 minutes
Design Principles & Setting the Agenda	Model a sample agenda that focuses on generating creative solutions to house clients and developing a supportive team culture	5 minutes
The Learning Loop	Orient to the foundational questions to ask about each client; Learn to ask questions that focus participants on taking action to house clients	10 minutes
Target Move-In Date	How to use Target Move-In Dates to increase housing placements	10 minutes
Transforming Team Culture	Learn to develop a team culture that prizes learning and collaboration	10 minutes
First Steps, Next Steps, Q&A & Resources	First or next steps to changing your case conferencing practices; Orientation to additional resources	10 minutes

5 of 28

This week we’re bringing to life resources from the new Case Conferencing Tool Bank

12 new resources to improve every aspect of your case conferencing practice
Slides from this session—on Wednesday
Get info about a 3-month case conferencing improvement cohort starting in January 2021

Case Conferencing Tool Bank now online.

Point your phone camera here

6 of 28

What is not Case Conferencing?

7 of 28

What is not Case Conferencing?

8 of 28

What is Case Conferencing?

Now so much power lays in the hands of the Case Conferencing Facilitator. The facilitator has a lot of power to change the way this meeting is received. And the housing placements that comes out of this meeting. Like like to think of the facilitator as the case manager for the Case Conferencing Meeting - if your meeting was a client, what would you do to help? What would you change?

So - what IS a case conferencing meeting?

Case Conferencing is a regular (weekly or bi-weekly) meeting that:

Focuses on problem solving and resource coordination for clients who are stuck.
Advances the progress of clients in your homeless serves system. And
This is a place to discuss clients who are stuck or who need additional support outside of what the case manager has been able to provide on their own.
It is a time to align your team’s individual work with to milestones of the whole system.

9 of 28

Case conferencing is an opportunity to transform how your team thinks and acts.

How do we get there?

10 of 28

Design Principles

Invest in Team Building	Do you CC Teammates feel seen and heard?
Keep the Goal Front and Center	Housing placements end homelessness Break down large goals into more immediate milestones
Prioritize Action	What are the next steps to housing placement? Target Move-In Dates More to come!
Stay Flexible	Learn about what’s working across the movement Plan ->Do ->Study ->Act

Consider how these concepts relate to your participants and your collective goals.

Invest in team building: Your team will be most open to contribute when they feel seen and heard by you and their teammates. This part is the easiest to skip, yet it has the most payoff. We recommend not letting a meeting go by without some amount of team time where you allow space for some human connection - especially as we find ourselves in these virtual spaces. We don’t anyone floating off in outter space trying to take on all of this work by them selves..
Keep the goal front and center:. The goal statement and data share-out sections in the agenda are meant to promote goal enrollment, shared ownership, and excitement about what’s coming. Working with clients can seem like a challenging and never ending task. When you share what you are trying to accomplish as a team, your progress towards it, and how each person’s work supports the progress on a regular basis, people on your team feel part of something that’s bigger than them.
Prioritize action: There are many things you can do in a case conferencing meeting, and the most important of those is driving action to house clients. Prioritize discussing clients with a focus on creative solutions and next steps above announcements or past events with clients.
Stay flexible: These tools and guiding principals that we are sharing with you have been tested with many communities, but that doesn’t mean that there isn’t room for additional improvement. Adapt it as you see fit, and respond to the needs of your team and your clients by making changes to these models.
We also recommend that you check in with your team before you make to the changes to the meeting and after. Get their feedback. --- If they feel like this is a meeting that makes their jobs easier and makes them more effective- and they have input on how it evolves - and they know know why the meeting is changing - our bet is that you will transform the way your team shows up to these meetings and that you will ultimately increase housing placements for your clients.

11 of 28

Prep

3 Days before meeting	2-3 Days before meeting	1 Day before meeting	Have an amazing Case Conferencing Meeting!!!
Determine who you will be discussing during the meeting and align the selection with your community goals.	Share the BNL with your Case Conferencing team	Draft your agenda
Clean your BNL!	Request Updates: -Add new Individuals to the list -Update the housing status -Update actions taken and any other client updates.	Line up a scribe and a timekeeper for your meeting.
Review your data!	Thought partnership and problem solving in getting started

First and foremost, it is very important to walk into the meeting with every client’s data up-to-date!

3 days before the meeting:

Determine who you will be discussing during the meeting and align the selection with your community goals. As a general guideline, allocate 2-3 minutes per client and prioritize accordingly. Now there is another session in the Summit on selecting clients so I will not be going into that during this session. , and use the Target Move-In Dates Goal Calculator to determine how many individuals to house per month to get to your goal.

Clean your BNL, including removing outdated info.

2 days before the meeting:

Share the by-name list with your case conferencing team via email.

Request updates, due the day before the meeting. Remember, the more concise and consistent you are when it comes to information you’re requesting, the more likely you will get responses and interaction.

Add any new individuals to the list.
Update the housing status of individuals on the list if they were housed or self-resolved.
Update actions taken and client updates since the last meeting

The Day before the meeting:

Draft your agenda. Use any recent feedback or data from previous meetings to tweak this meeting’s agenda from an improvement perspective.

Close the loop on any outstanding updates that may not have been received yet.

Line up a scribe and timekeeper. Share the agenda with them

Scribe

The scribe is responsible for recording commitments collected during the meeting. The most essential pieces of information they should collect on each client are the elements of the Learning Loop - which Eddie will be talking about in more detail in a moment.

Timekeeper

The timekeeper’s task is to keep the meeting on schedule and drive the conversation forward when necessary. Don’t be shy! Use noisemakers - I’ve definitely heard an airhorns app used before.

12 of 28

Sample Case Conferencing Agenda

Topic	Guidance	Time
Introduction & Team Strengthening	Ask the team to share their name, agency and role in the housing process Ask a warmup questions that will help with team building	10 minutes
Goal Statement and Meeting Framing	Share your long-term system goal (Reduction, FZ, QBNL) and the milestone goal for this month	2 minutes
Data Share-Out and Celebrating Wins	Share out the data that matters most: AH#, Inflow # so far for the month, #, Outflow #. Housing Placements since last meeting, Housing Placements by race/ethnicity. Celebrate - Share out the client’s name as well as the staff members who housed them. Get Creative! Make it fun!	5 minutes
Generate Client Housing Plans	Pre-plan who will be discussed. Learning Loop: State the client’s name, Action since last meeting, System barrier, New Action Step, Target Move-in Date.	45 minutes
Announcements	General updates on programs, vacancies, etc. go here.	5 minutes
Lock in Action Steps	Reiterate when will the action steps happen. Invite team members to document action steps on their to-do lists or calendars.	3 minutes

Sample 70 minute meeting

13 of 28

Use the Learning Loop for every client.

SYSTEM BARRIER

What barrier is preventing them from moving to the next part of the housing process?

ACTION STEP

What action will we take�this week to move them along?

TARGET MOVE-IN DATE

Given what we know, when do we predict they’ll move into�permanent housing?

FOLLOW-UP

Did we do the last action step?�If no, what will we do now?�If yes, what do we learn from it?

14 of 28

Common system barriers.

Find the problem in your housing system, not your client

Think of it as a “stuck point”:

Needs engagement
Needs assessment
Needs documentation or verification
Needs program enrollment
Needs subsidy
Needs unit
Needs move-in funds

15 of 28

Use the Loop to point to new actions.

“What is your theory of what needs to happen, from A to Z, in order for this person to move into housing?”
“What is your next step in housing them?”
Essential question for long-stayers: “What is one thing we haven’t tried yet that we can try this week?”
“What is one way we can speed up this step?”
“Who can we pull in to help generate new options?”

16 of 28

Introduce target move-in dates.

Emphasize that the practice generates data for learning, not judgment!

Tweak it to Target Milestone Dates, if needed, depending on your meeting’s scope and objectives

Start small: Try setting target move-in dates for only 5 clients in the first meeting so that your attendees get comfortable using the Learning Loop

17 of 28

Target move-in dates are for learning.

When your team estimates client move-in dates, you see benefits:

Build a culture of accountability in the team
Celebrate and duplicate successes, when a client moves in as predicted
Alert you to process bottlenecks, when a client does not move in as predicted
Provide a double-check on your next action step

If the date is far out, can we rethink this week’s action step?

Forecast housing placement rate

Count target move-in dates set for the next 30 days to get a solid estimate of your housing placements

18 of 28

Transforming Team Culture.

Generate Actionable Solutions for Clients

Move from “My Client” to “Our Client”

House with Urgency

Clarity on What I’m Doing, When

Manage Time to Leave No One Behind

19 of 28

Generate Actionable Solutions for Clients.

Solving for Problem-Fixated Narratives:

Signs to Watch for: oversharing client barriers unrelated to housing, All/Nothing Language, scarcity mindset
Set Expectations for the Meeting: encourage providers to look for barrier within the housing system, rather than within the client, create a contrast with unproductive meetings
Strategies to Facilitate for Problem Solving: Validate frustration and offer support, narrow big barriers into just the actions that could take place this week (Shrink the Change), use target move-in dates, use the Strengthening the Team time on the agenda to establish team norms on acceptable ways to speak about clients..

Generating Actionable Solutions for Clients�Solving for Problem-Fixated Narratives

Context

Often, case conferencing meetings can become a space where providers share their struggles working with clients. While some level of sharing can be beneficial, it can easily turn the meeting into a venting space, preventing the meeting from becoming a space of co-creating. Only focusing on what’s going wrong for clients can create problem-fixated narratives that take over the meeting and prevent problem-solving. Facilitating through a lens of positivity and creativity is a skill that you can grow with intentional practice.

Signs to Watch For

A provider taking up lots of time sharing the client’s barriers (e.g. drug use, age, disability), even when they are not direct obstacles to the housing process.
Providers using absolutist language such as “We’ve tried everything” or “Nothing is working.”
A team member speaking from a ‘Scarcity Mindset,’ essentially speaking from a defeated and constrained perspective, rather than identifying assets and non-traditional resources to leverage for individual cases or process improvements.

Set Expectations for the Meeting

Encourage providers to look for barriers within the housing system, rather than within the client.
Frame the meeting as a space to engage in creative problem-solving to reach the agreed-upon objectives for this meeting (e.g. housing more people).
Create a contrast with unproductive meetings. For example, “Some of you may have attended case conferencing meetings where lots of problems were discussed but not many solutions. We’d like to break this pattern and dedicate our time and effort to finding creative next steps.”
Use “Strengthening the Team” time on the agenda to establish guidelines about what are acceptable ways of speaking about clients.

Strategies to Facilitate for Problem-Solving

More often than not, focusing on problems is an issue of provider frustration or burnout. Reflect back their frustration and demonstrate that you understand that their work can be challenging.
Help them look forward as you acknowledge their frustration.- Affirmative Language - It may sound like, “It sounds like it’s been tough working with this client. I wonder if the group can help us come up with one thing we haven’t tried before, to try next week.”
Ask questions to narrow down this week’s specific challenge. Investigate what system barrier they’re currently facing, where they should be in next, and what actions will move them there. This will help shrink all the perceived problems into the one specific problem that’s most relevant to the housing process. When in doubt, stick to the learning loop flow here.
Use target move-in or milestone dates to create a smaller accomplishment that is easier to achieve. For example, if the client is resisting basic engagement, your next milestone can be getting them into the office for an intake appointment. Co-create the milestone with the provider, ask them to predict a date for it, and celebrate the accomplishment when it happens.
Find opportunities for direct support that could be offered by yourself or other members of the group. Something as small as making a phone call or driving a client to one appointment can help staff feel supported and motivated.
If the process comes to a true roadblock, suggest working on other parts of the housing process, such as collecting documentation, in the meantime.

Words to Use

What does the next step look like for this client?
For cases where a lot has been tried and there’s a challenging obstacle: What’s something we haven’t tried before that we can test this week?
What would it take to get the client through X obstacle?
Use reflections + summaries to make the big problem that you heard smaller. For example:

Provider: ”This client has been showing up to every appointment drunk. I’m supposed to take her to look for units but I don’t even know if she wants housing at all and I don’t know if any landlords will take her because of her record.”
Facilitator: Reflect the provider’s frustrations “That sounds tough to navigate through”. Reflect back the housing process barrier you heard. “It also seems like the next thing that needs to happen is to show her units”. Then ask an action-oriented question: “What do you imagine are some potential units that could work for her?”.

If you can’t identify what the barrier is, ask clear closed-ended questions to get there. For example: “So she has all her documentation and voucher ready and just needs the unit. Is that accurate?”

20 of 28

Moving from “My Client” to “Our Client”.

Solving for Provider Silos:

Signs to Watch for: Provider may give you a brief or fuzzy answer, Provider appears irritated or uncomfortable
Set Expectations for the Meeting: Opportunity for mutual support, frame your role as a support catalyst (not an authority), this meeting is designed to capitalize on everyone’s superpowers!

Context

Some providers may not be as ready to share information or collaborate as others are. The more you lead providers to work as a unit, the more likely you are to use everyone’s strengths to house clients effectively.

Signs to Watch For

When asked about a client, a provider may give you a brief or fuzzy answer such as “We’re working with them.”
A provider appearing irritated or uncomfortable as you ask probing questions.

Set Expectations for the Meeting

Providers are more open to sharing if it means they may house their clients easier or faster as a result. Frame the meeting as a place where opportunities for mutual support are identified and used.
Clearly frame your role as the facilitator. Frame your role as a support catalyst - you are trying to get specific so that you can ensure that the client and the case manager are supported by the team.
Talk about the meeting as a space for the group to capitalize on everyone’s superpowers. Reflect the fact that some providers have had to work alone for long and that at this meeting we are developing shared responsibility for housing each client.

Strategies to Facilitate for Problem-Solving

Ask clarifying and opening questions using non-authoritative language
Develop a strong inventory of what each person can offer to others within the case conferencing group. You can use team strengthening time in the agenda at one meeting for this.
Look for specific opportunities to make concrete connections between the group. For example, if a client is in the housing navigation stage and your clarifying questions reveal a need for units, suggest that a provider from another agency helps out with this action step.

Words to Use

Reflect the opportunity you heard: It sounds like the client is wanting a unit in X county where you don’t usually do much housing navigation. Then use open language to create a suggestion: I wonder if X person from X agency can share a few unit options with you.
I wonder if this client would do well with additional support with X agency.
I’m imagining a scenario where we help this client fix their car to build some trust. How do you think this would play out?
I’m curious if the client would be open to units in X area since it also has what they’re looking for.

21 of 28

Moving from “My Client” to “Our Client”.

Strategies to Facilitate for Problem Solving:

Ask clarifying and opening questions,
Develop strong inventory of what each person can offer/each person’s capacity,
Engage directly if there are silent partners at the table - some providers may be struggling to find their place or purpose in the meeting..

Context

Some providers may not be as ready to share information or collaborate as others are. The more you lead providers to work as a unit, the more likely you are to use everyone’s strengths to house clients effectively.

Signs to Watch For

When asked about a client, a provider may give you a brief or fuzzy answer such as “We’re working with them.”
A provider appearing irritated or uncomfortable as you ask probing questions.

Set Expectations for the Meeting

Providers are more open to sharing if it means they may house their clients easier or faster as a result. Frame the meeting as a place where opportunities for mutual support are identified and used.
Clearly frame your role as the facilitator. Frame your role as a support catalyst - you are trying to get specific so that you can ensure that the client and the case manager are supported by the team.
Talk about the meeting as a space for the group to capitalize on everyone’s superpowers. Reflect the fact that some providers have had to work alone for long and that at this meeting we are developing shared responsibility for housing each client.

Strategies to Facilitate for Problem-Solving

Ask clarifying and opening questions using non-authoritative language
Develop a strong inventory of what each person can offer to others within the case conferencing group. You can use team strengthening time in the agenda at one meeting for this.
Look for specific opportunities to make concrete connections between the group. For example, if a client is in the housing navigation stage and your clarifying questions reveal a need for units, suggest that a provider from another agency helps out with this action step.

Words to Use

Reflect the opportunity you heard: It sounds like the client is wanting a unit in X county where you don’t usually do much housing navigation. Then use open language to create a suggestion: I wonder if X person from X agency can share a few unit options with you.
I wonder if this client would do well with additional support with X agency.
I’m imagining a scenario where we help this client fix their car to build some trust. How do you think this would play out?
I’m curious if the client would be open to units in X area since it also has what they’re looking for.

22 of 28

Housing with Urgency.

Solving for Problem-Fixated Narratives:

Signs to Watch for: when asked about next steps, long timelines are offered, resistance to offering timelines at all, resistance to providing target housing/milestone dates.
Set Expectations for the Meeting: explicitly state that the meeting is a place to brainstorm how to house clients faster, tie individual achievements to the larger system goals, Explain that target housing dates and other “by when” dates are intended to help learn what works and improve the system.
Strategies to Facilitate for Urgency: break long timelines into smaller action steps and how long each step will take, offer direct support to speed up timelines, use target move-in/milestone dates, share length of time data, and celebrate success!

Housing with Urgency�Solving for Lack of Urgency

Context

Because homeless services systems have historically been designed to manage homelessness and not towards the outcome of ending it, the practices surrounding housing can lack urgency. Most providers are not used to clear timelines for housing each client, putting the process at risk of dragging on. Housing with urgency is behavior change that takes time to cultivate. You can facilitate case conferencing in a way that promotes urgency, building new perspectives and consequently new habits.

Signs to Watch For

When asked about next steps for a client, long timelines are offered
Resistance to offering any timelines at all
Resistance to providing target housing/milestone dates

Set Expectations for the Meeting

Explicitly name that the meeting is a space to brainstorm about how to house clients faster. The faster you house people, the more people you can house per month. And the more people you house per month, the more likely you are to end homelessness.
Prime the team for mindset change. Explain to your case case conferencing team that traditional ways of working, with longer timelines, are designed to manage homelessness, not end it. Illustrate case conferencing as a space to change some of the ways we work together in order to reach better outcomes for people waiting in homelessness.
Explain to your team that you will be asking them for target housing dates and dates on action steps as a tool to create excitement and energy, and not to judge or penalize them. It’s data for learning, not for judgement.

Strategies to Facilitate for Urgency

When you hear long timelines in relation to action steps, ask questions to break the action down into steps. Ask how long each one smaller step will take.
Offer direct support from yourself or other members of the group to speed up steps.
Use target move-in or milestone dates to help providers imagine an end to the individual’s housing journey. To sidestep resistance, use open language such as, “If we go all in for this client, what’s the soonest they can get into housing [or get this milestone accomplished]?”.
Celebrate when individuals are housed on or before their target move-in date.
Share length of time data for every agency to build accountability. Celebrate when the numbers decrease!

Words to Use

Reframe - don’t let language get in the way - “What do you want to happen next for this client? When do you want it to happen?”
“If we go all in for this client, when do you predict they would be housed?”
“Let’s assume our plans for this client work out, how soon do you imagine can they be in housing?”
“What’s an aspirational target move-in date for this client?”
If the situation is truly complicated (or the housing process is just beginning?) with a client or things are at a halt, get staff to predict a target milestone date. Milestones could look like:

Getting a client who resists basic engagement to complete assessment
Getting a client to meet a health/wellness goal in transitional housing (ex: GPD)

Use this language for a target milestone date: It sounds like it’s tough to predict a move-in date for this client because of an obstacle. Let’s name it and set a date for when we anticipate to complete working through it. What is the milestone here and how soon can we accomplish it? When do you anticipate this step to be done by?
How can the group support you in speeding up this step by, let’s say, a week?
What do you think it would take to get this client’s voucher in the next two weeks?

23 of 28

Clarity on what I am doing, When.

Solving for Problem-Fixated Narratives:

Signs to Watch for: Poor documentation, low quality next steps, participants showing up unprepared because they were not clear on their responsibilities or due dates.
Set Expectations for the Meeting: Name the purpose of the meeting, prime the team for a mindset change, let them know in advance that they will be asked for target move-in/milestone dates
Strategies to Facilitate for Clarity: assign a scribe, make sure to ask for and document next steps and target housing/milestone date. Clarify and document who will do what and by when, allow time for attendees to calendar next steps, share out the meeting notes!

Clarity on What I’m Doing, When�Solving for Lack of Clarity

Context

When there is a lack of clarity in determining next steps, who’s responsible for them, and when they will happen, it can often be confusing for attendees and slow down the housing process. Facilitating for clarity is simple and can have great payoff.

Signs to Watch For

Poor documentation including missing next steps and target move-in dates
Low quality next steps such as “continuing to work towards housing”
People showing up without having accomplished last week’s next step because they weren’t clear it was assigned to them

Set Expectations for the Meeting

Explicitly name that the meeting is a space to brainstorm about how to house clients faster. The faster you house people, the more people you can house per month. And the more people you house per month, the more likely you are to end homelessness.
Prime the team for mindset change. Explain to your case case conferencing team that traditional ways of working, with longer timelines, are designed to manage homelessness, not end it.
Explain to your team that you will be asking them for target housing dates and dates on action steps as a why to try something new that you think will help get them to their next reduction or functional zero goal.

Strategies to Facilitate for Clarity

Pre-meeting, assign a scribe and have a brief conversation with them about what you would like them to focus on documenting. This will allow you to be more present to facilitate and ensure everything is well-documented.
It’s easy to get lost in conversations and not summarize what comes next. For every client, make sure you ask what the next steps are and what the target housing/milestone date is. Clarify further by asking who will do it and by when.
If given ambiguous answers about what the next step will be, ask questions that drive towards specificity.
At the end of the meeting, allow a few minutes for attendees to look at the BNL and put next steps on their calendars/to-do lists.
Share out the BNL afterwards so participants can go back to it throughout the week.

Words to Use

Use a summary and closed-ended question to shift the conversation towards clarity. For example:

It sounds like there are a few options for verifying disability for this client. Which option are we going with and who will take on the task?

You can go back and get clarity on a conversation that was left unclear as well:

Narrate the situation: It looks like we’ve decided we should take this client for unit showings. Narrate the gap, but it isn’t clear who will be taking them. Ask the closed ended-question: Who is willing to take on this task?

24 of 28

Managing Time to Leave No One Behind.

Solving for Time Challenges:

Signs to Watch for: skipping over parts of the agenda, gaps in documentation, low quality next steps, meetings going over time/attendees losing interest.
Set Expectations for the Meeting: Frame the meeting for client problem solving with boundaries around time that leave the clients as the priority, share expectation that there will be 2-3 minutes to discuss each client.
Strategies to Facilitate for Problem Solving: Collect all updates before the meeting, if a conversation is eating away time, summarize the important poins and move to the next item, utilize your timekeeper!

Managing Time to Leave No One Behind�Solving for Time Challenges

Context

While time management may seem like a simple issue, it may be a significant barrier to effective case conferencing. Managing the meeting in a rhythm that allows for space and creativity yet accomplishes desired outcomes is a facilitation skill that can be cultivated and improved.

Signs to Watch For

Skipping over parts of the agenda, including talking about clients.
Gaps in documentation for next steps and target housing dates.
Low quality next steps due to rushed discussions
The meeting going over time and/or visible signs of attendees losing interest

Set Expectations for the Meeting

Frame the meeting as a space to have quality discussions and do problem solving without leaving out clients due to time.
Share that with the group how long that they will have to talk about each client so that they are prepared to keep it focued.

Strategies to Facilitate for Managing Time

Before the meeting, collect information about what happened during the last week and summarize it as you start the discussion. This will shorten conversations about what happened before and allow more time for brainstorming.
If a conversation drags on, summarize high level points and move any further discussion to another space.
Reference the agenda as the reason to move on, in spite of a good conversation.
Assign a timekeeper whose job it is to keep things timely.

Words to Use

Reflect the value of current conversations, “I recognize that there’s a lot of value in this conversation. I would love for us to speak more about this” then reflect the delay you’re noticing “and I notice we’re a few minutes off our time here” then gently suggest moving on “I wonder if we can move on here so we have time to talk about the rest of today’s clients.”
Suggest taking good but irrelevant conversations offline. For example: “I’m so glad you brought up PIT count plans. There’s lots of planning we’d love to talk about, and I imagine we might be able to have a better and longer conversation offline. Let’s find a time on both our calendars this week after the meeting.

25 of 28

Q&A or..� Start preparing your next facilitation..

26 of 28

Start preparing your next facilitation.

Try these changes for your next meeting:

Use the Learning Loop questions for each client you discuss in order to generate clear, recorded action steps
Fine-tune your agenda to build the team culture

Resources mentioned in this session, now available in the Tool Bank:

Facilitate the Learning Loop
Agenda Building Kit
Target Move-In Dates Guide

Point phone camera here

27 of 28

Practice until you see results

In January 2021, we’re starting a 3-month case conferencing improvement cohort

..Give us your email,..�..we’ll send details..�..after Thanksgiving..

This is a quote this is the important part of a quote maybe it has $778 numbers for our work. These partners are at the forefront of the conversation and offer instrumental thought leadership.

”

“

28 of 28

Thanks for attending.

Tell us how your next�facilitation goes!

Anna — abialik@community.solutions�Eddie — eturner@community.solutions