Empowering destitute people towards transforming communities

2.3Conclusion

Because destitute people often lack many social ties, particularly with family and kin, it has been suggested that efforts that would support existing relationships, and promote new ones, might be beneficial (Interagency Council on the Homeless, 1991:17; Lehman, Kernan, & DeForge, 1995:925). Among the strategies proposed are a case management approach that also provides activities to assist people in expanding their networks in healthy ways (Grigsby et al., 1990:153); drop-in centres as a way to promote the formation of new social networks (Rowe & Wolsch, 1990:199), and social network therapy (Buchanan, 1995:73-75; Drake et al., 1993:499-500).
Consequently helpers should learn to value the importance of social ties in the lives of destitute people. Stronger social ties may make all the difference for the destitute, which becomes a reality when helpers also become friends, or when destitute people are invited into existing communities. Such communities might even consist of newly-formed communities of previously destitute people now helping one another to grow. At the same time helpers should learn to respect the already existing social ties of destitute people (even though they may be very weak links), so that those connections can rather be strengthened and used as a basis for support and motivation, than to simply negate them.
The church, as an open community of loving care, can play an invaluable role in befriending, supporting, encouraging and helping the destitute. These kinds of missions are external to the destitute, in the sense that they cannot force communities to accept them: hence the initiative should come from the communities themselves to reach out and engage the destitute (outside-in missions). Even so, being part of a community exerts an internal motivational effect on people (inside-out missions).

3“Inside-out” missions as outreach and engagement

In developing the model for missions with the destitute in chapter 5, the word “engage” is used to describe the process whereby helpers “connect” to destitute people in a manner that empowers them. Outreach and engagement also facilitate missions from the outside in, by fostering social ties and connecting destitute people to communities (Chapter 7). A strong overlap is evident here. However, outreach and engagement as part of inside-out missions are meant to empower destitute individuals from the inside; from this strengthening, relationships develop that help people to grow stronger on the inside. The notion of “engagement” consequently needs to be developed further.
Firstly, it is proposed that this engagement take place on the streets; that it will usually be person to person (only after trust has developed can helpers attempt to connect destitute people to valued groups or communities) and that it requires building trust and instilling hope (on an individual level) (Kraybill, 2003:23). This simply implies that helpers must engage the destitute in ways that will convince them we want to help them realize their goals (not our programme or goals).
It is also proposed that this kind of engagement is made possible through “outreach” where helpers go out and meet the destitute on the streets. Destitute people will very seldom reach out to helpers on their own, except maybe for food or shelter, and then usually only for the short term. The reasons for this tendency are varied, but often destitute people have had negative experiences with helpers (McMurray-Avila, 1997:54), and have been victims of violence (Weinreb, et al., 1995:497).

Erickson and Page (1998:2), in an article entitled “To Dance with Grace: Outreach & Engagement to Persons on the Street”, consider that the process of outreach and engagement is an art, best described as a dance. “Outreach helpers (helpers) take one step toward a potential client, not knowing what their response will be—will the client join in or walk away? Do they like to lead or follow? Every outreach worker has a different style and is better at some steps than others. To ‘dance with grace’, when the stakes are high, that is the challenge for all of us” (1998:1). Similarly for Francis & Goldfinger (1986:578) the helper’s first task is to engage people who are destitute, developing and nurturing trust and a working alliance.

3.1Outreach as strategy to connect helpers with destitute people

“Outreach is the initial and most critical step in connecting, or reconnecting a homeless individual to needed health, mental health, recovery, social welfare, and housing services” (Erickson & Page, 1998:3). Outreach is primarily directed toward finding homeless people who might not use services due to lack of awareness or active avoidance (McMurray-Avila, 1997:25), and who would otherwise be ignored or under-served (Morse, 1987:16). Outreach is viewed as a process rather than an outcome, with a focus on establishing rapport and the goal of eventually engaging people in the services they need and will accept (ICH, 1991:3; McMurray-Avila, 1997). Outreach is first and foremost a process of relationship-building (Rosnow, 1988:29) and this is where the dance begins.
In summary, “outreach” is the process where helpers “find” destitute people (individuals) where they are (usually on the street), with the purpose of subsequently engaging them in services that will empower them to grow or change to what they want to be. Outreach can also be viewed as “making contact” with destitute people.

3.2Values and principles that should govern outreach

According to Erickson and Page (1998:2) successful outreach programmes must be based on a core set of values and principles which drive the intentionality of our engagement with the destitute. Values and principles also serve to set the stage for developing realistic goals in an arena of limited resources and potentially slow progress. Borrowing from a number of authors, they identify the following values and principles to govern outreach practices:

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  A “person” orientation: Exemplary programmes possess a philosophy which aims to restore the dignity of homeless persons, dealing with clients as people (Axelroad & Toff, 1987:45; Wobido et al, 1990:23-25).
  
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  Recognizing clients' strengths, uniqueness, and survival skills (dealt with as strength based approaches in Chapter 4).
  
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  Empowerment & self-determination: Helpers can facilitate this by presenting options and potential consequences, rather than solutions (Rosnow, 1988:16), by listening to homeless persons rather than "doing" for them, and by ensuring a balance of power between homeless individuals and outreach helpers (Rosnow, 1988:17).
  
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  Respect for the recovery process (Winarski, 1994:41): Behavioural change is situated on a continuum. Small successes are recognized and any move toward safer/healthier activities is viewed as a success. Clients need to recognize for themselves how change may be beneficial, in relation to their own goals.
  
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  Client-driven goals (Winarski, 1994:42): Services and strategies are tailored to meet the individuals' unique needs and characteristics (Morse, 1987:17). Helpers begin with clients' perceived needs and proceed from there.
  
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  Respect (Cohen et al, 1990:507): Helpers are respectful of people, including their territory and culture. Outreach helpers view themselves as guests and make sure they are invited, welcome, or at least tolerated. Helpers must take care not to interrupt the lifestyle of the people they are trying to assist. Lopez (1996:112) makes the point that clients do not lose the right to be left alone in the privacy of their home even when they call the streets their home. Clients are viewed as the experts in their life and on the streets. The worker takes the role of consultant regarding that lifestyle.
  
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  Hope: Helpers instil a sense of hope in clients while helping them maintain positive, realistic expectations. Unrealistic expectations may bring on clients' cycles of frustration, despair, and hopelessness, as well as anger at the helper/s. Helpers restore hope in clients who have faced years of disappointment, as well as reframing raised expectations. The worker needs to communicate to the client that changes may take considerable time, effort, and patience (Morse et al, 1991:67).
  
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  Kindness: People are always treated with warmth, empathy and positive regard, regardless of their behaviour or presentation.
  
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  Advocacy: Helpers advocate for social justice on many levels.
  

Outreach practised in this fashion by helpers would truly make missions with the destitute possible.