As rapid re-housing strategies spread throughout the homelessness system, a similar movement is occurring in the domestic violence system. This workshop will cover the nuances of rapid re-housing for survivors of domestic violence and the benefits for both the survivor and the provider. Speakers will present program examples and lessons learned.
Speakers: Lauren Zeigler, Lead Case Manager, Catholic Community Services of Western
Washington
Barbara Nelson, Public Education Outreach Specialist - Pierce County Department of
Emergency Management
Susan Vaughn, Regional Chief of Operations, Catholic Community Services of Western
Washington
Victims of disasters often require case management services to help them regain self-sufficiency and
return to their pre-disaster condition. Prior to Hurricanes Katrina and Rita there was no federal authority
to support case management of disaster victims. Consequently, case management was provided through
donated funds and by voluntary agencies. For disasters on a much smaller scale, such as an apartment
fire or flooding, recent experience in Washington State has demonstrated a similar need for a system that
assesses individual and family needs and assists with connecting them with the appropriate services to
address immediate circumstances and longer-term needs. Pierce County and King County have both
developed models to respond to typically unmet needs in their communities.
Whats Changed For Young People In Care C A Tnyasocialmedia
The Hampshire County Council Care Action Team worked with the council to raise issues and help develop services for children and families. One issue they raised was the need for appropriate accommodation for young people leaving care. In response, a multi-agency group was formed to address this, and changes were made, including maintaining foster care placements until age 21 and developing supported lodging schemes. Young people reported that these changes helped them succeed in education and feel more secure.
The document is the June 1-7, 2009 issue of "New Horizons", the bulletin of the Rotary Club of Freshwater Bay. It contains several articles:
1) ShelterBox has sent aid to Bangladesh and the Philippines in response to natural disasters there, distributing tents and supplies.
2) ShelterBox is also responding to crises in Pakistan, Sri Lanka, and the Philippines due to conflicts by sending hundreds of tents and relief kits.
3) Australian Minister Jenny Macklin helped launch the Rotary Club of Eltham's Aquabox project to provide clean water in disaster areas, with over 100 boxes sent after Australian bushfires.
This document discusses implementing a Housing First model in Savannah to help address homelessness. It provides background on the Housing First approach, examples of its success in other communities, and proposes adapting the model for Savannah. Specific plans discussed include developing supportive housing communities, obtaining funding through social impact bonds, and conducting local outreach and data collection on homelessness. Caution is given that statistics from other areas may not apply to Savannah and local data is needed. Contact information is provided for getting involved.
The Rotary Club of Parramatta City document provides information on:
1) Upcoming guest speakers, including Daniel Cairns who will discuss National Skills Week and ultimate apprenticeships.
2) Events the club is involved in, such as members Keith and Glennis Henning participating in the City to Surf event to raise funds for medical research.
3) Community programs the club supports, including OUTREDS which provides vocational training for youth from remote communities.
The document provides updates from the Rotary Club of Parramatta City, including:
1) Welcoming a new member, Ben Jackson, and hearing from guest speakers on cancer research, foster care support programs, and small business social responsibility.
2) Participating in a fundraising walk for Northcott Society and congratulating a member selected for a youth exchange program.
3) Announcing upcoming events including visits from the district governor and a transfer meeting to support the Rotary Foundation dinner.
4) Profiling a former Rotary Peace Fellow now working to protect children from sexual exploitation in Latin America and the Caribbean.
6.2 Smart Shelter: How Shelters Can Improve Outcomes in Housing First Systems
Speaker: Devra Edelman
Having supportive, permanent housing-focused shelters is a crucial piece to any Housing First homeless assistance system. In this workshop, presenters will talk about the key role shelters play in improving system performance on key outcomes and reducing episodes of homelessness in their communities.
Speakers: Lauren Zeigler, Lead Case Manager, Catholic Community Services of Western
Washington
Barbara Nelson, Public Education Outreach Specialist - Pierce County Department of
Emergency Management
Susan Vaughn, Regional Chief of Operations, Catholic Community Services of Western
Washington
Victims of disasters often require case management services to help them regain self-sufficiency and
return to their pre-disaster condition. Prior to Hurricanes Katrina and Rita there was no federal authority
to support case management of disaster victims. Consequently, case management was provided through
donated funds and by voluntary agencies. For disasters on a much smaller scale, such as an apartment
fire or flooding, recent experience in Washington State has demonstrated a similar need for a system that
assesses individual and family needs and assists with connecting them with the appropriate services to
address immediate circumstances and longer-term needs. Pierce County and King County have both
developed models to respond to typically unmet needs in their communities.
Whats Changed For Young People In Care C A Tnyasocialmedia
The Hampshire County Council Care Action Team worked with the council to raise issues and help develop services for children and families. One issue they raised was the need for appropriate accommodation for young people leaving care. In response, a multi-agency group was formed to address this, and changes were made, including maintaining foster care placements until age 21 and developing supported lodging schemes. Young people reported that these changes helped them succeed in education and feel more secure.
The document is the June 1-7, 2009 issue of "New Horizons", the bulletin of the Rotary Club of Freshwater Bay. It contains several articles:
1) ShelterBox has sent aid to Bangladesh and the Philippines in response to natural disasters there, distributing tents and supplies.
2) ShelterBox is also responding to crises in Pakistan, Sri Lanka, and the Philippines due to conflicts by sending hundreds of tents and relief kits.
3) Australian Minister Jenny Macklin helped launch the Rotary Club of Eltham's Aquabox project to provide clean water in disaster areas, with over 100 boxes sent after Australian bushfires.
This document discusses implementing a Housing First model in Savannah to help address homelessness. It provides background on the Housing First approach, examples of its success in other communities, and proposes adapting the model for Savannah. Specific plans discussed include developing supportive housing communities, obtaining funding through social impact bonds, and conducting local outreach and data collection on homelessness. Caution is given that statistics from other areas may not apply to Savannah and local data is needed. Contact information is provided for getting involved.
The Rotary Club of Parramatta City document provides information on:
1) Upcoming guest speakers, including Daniel Cairns who will discuss National Skills Week and ultimate apprenticeships.
2) Events the club is involved in, such as members Keith and Glennis Henning participating in the City to Surf event to raise funds for medical research.
3) Community programs the club supports, including OUTREDS which provides vocational training for youth from remote communities.
The document provides updates from the Rotary Club of Parramatta City, including:
1) Welcoming a new member, Ben Jackson, and hearing from guest speakers on cancer research, foster care support programs, and small business social responsibility.
2) Participating in a fundraising walk for Northcott Society and congratulating a member selected for a youth exchange program.
3) Announcing upcoming events including visits from the district governor and a transfer meeting to support the Rotary Foundation dinner.
4) Profiling a former Rotary Peace Fellow now working to protect children from sexual exploitation in Latin America and the Caribbean.
6.2 Smart Shelter: How Shelters Can Improve Outcomes in Housing First Systems
Speaker: Devra Edelman
Having supportive, permanent housing-focused shelters is a crucial piece to any Housing First homeless assistance system. In this workshop, presenters will talk about the key role shelters play in improving system performance on key outcomes and reducing episodes of homelessness in their communities.
6.2 Smart Shelter: How Shelters Can Improve Outcomes in Housing First Systems
Speaker: Devra Edelman
Having supportive, permanent housing-focused shelters is a crucial piece to any Housing First homeless assistance system. In this workshop, presenters will talk about the key role shelters play in improving system performance on key outcomes and reducing episodes of homelessness in their communities.
This document discusses community-based diversion initiatives in Bexar County, Texas to address challenges related to mental illness, substance use, and homelessness. It describes the development of a comprehensive diversion system including a crisis care center, jail diversion programs, and partnerships between various agencies. Key outcomes of these efforts include reduced emergency room and jail utilization, lower costs, and improved access to treatment in the community. The initiatives illustrate how collaboration across systems and evidence-based practices can effectively serve individuals with behavioral health needs.
After input from a state-wide series of public listening sessions and from dementia researchers, the Alzheimer’s Disease and Related Disorders Commission has drafted the Dementia State Plan: Virginia’s Response to the Needs of Individuals with Dementia and their Caregivers. The Commission is now welcoming public comment, until October 19th, through www.alzpossible.org or by emailing dementia@vda.virginia.gov.
Dd partnered with Haitian women's groups after the 2010 earthquake to address gender-based violence. [1] Dd provided trainings and tools to help partners collect violence data, operate a call center for victims, and amplify women's voices through media. [2] This empowered partners with new skills and systems to advocate for survivors and influence decision-makers. [3] Going forward, Dd aims to transfer its systems to local management and train other groups.
This document summarizes Stephen Dobson's financial and digital inclusion website and financial capability hub. The hub provides resources like money advice, credit counselling services, savings calculators and loan comparisons. It aims to help users with tasks like budgeting, saving for goals, finding affordable loans, and getting out of debt. The hub also shares case studies, a newsfeed, Q&As, webinars and information on financial inclusion initiatives and credit unions.
Report of Redbridge DPULO workshop, August 2010Rich Watts
Over the last 18 months, a group of organisations and Redbridge Council have worked together to establish a Disabled People's User-Led Organisation (DPULO) in the area. This report summarises a workshop where everyone came together to discuss establishing the DPULO.
This document summarizes an interview study conducted by two organizations on the state of international cooperation and NGOs in Canada in fall 2012. Key findings include:
1) Most NGOs reported their situation as average or poor due to reduced funding. This has led to cuts in programs and increased workloads.
2) NGO projections for the future were mostly neutral or negative regarding future funding and program opportunities.
3) Relationships with major donors like CIDA were reported as positive or neutral, but NGOs plan to diversify funding sources.
4) The document outlines AQOCI's proposed short, medium and long term courses of action to address challenges facing international cooperation and development
The Atlas Coalition aims to connect individuals and communities to provide relief during crises. It empowers local volunteers through training and resources to enhance preparedness and crisis response. The organization operates as a decentralized network that leverages technology and existing groups to rapidly provide aid where needed and support longer-term recovery efforts.
Brownbag University July 10th (Voc focus)Daniel Walker
This document provides an agenda and materials for a Brownbag session on improving business through Voice of the Customer (VOC) and Value Stream Mapping (VSM). The session will be led by Mike Pircer of MAP Business Solutions and Dan Walker of River's End Consulting. The agenda includes introductions, background on VOC and VSM, the VOC and VSM processes, next steps, and a question and answer period. Presentation materials define key terms, outline the VOC and VSM processes, and provide examples of insights gained from interviews and analysis. Recommended references on Lean methods and certification programs are also included.
This document provides specifications for a PM 6013 24V DC motor with a 10:1 ratio gearbox. Key specifications include a no load speed of 265.5 rpm, a torque of 10.8 lb-in, a current of 2.8 amps, and an output of 34 watts. The gearbox efficiency is 78.3%, the motor efficiency is 66%, and the system efficiency is 51.6%. Start/stall conditions are 12.4 amps current and 66.93 lb-in torque. Performance curves are provided showing torque, speed, rpm, and efficiency levels across a range of operating points.
Los diagramas de casos de uso describen las relaciones entre actores y casos de uso. Un caso de uso describe las actividades de un sistema desde la perspectiva de un actor y produce un resultado tangible. Los actores interactúan con el sistema iniciando casos de uso.
El documento habla sobre la política local y nacional en México. Critica a varios políticos por corrupción y traición a sus partidos. También discute desacuerdos entre políticos perredistas locales y reclama que tierras expropiadas en la costa de Oaxaca en 1970 deben regresar a su pueblo original.
1) O vereador Catanese solicita a limpeza de terrenos que estão sujos e cheios de mato em diferentes bairros, para melhorar a vida dos moradores.
2) Ele pede estudos para o recapeamento da Rua Cabo João dos Santos, que precisa de reparos, e a limpeza de um córrego nessa rua.
3) Catanese visita os bairros Jardim Adélia, Figueira e América para cobrar operação "tapa-buracos" e limpeza, e atender reclamações de mor
Dokumen tersebut membahas mengenai agenda 21 dan upaya-upaya untuk pembangunan berkelanjutan, termasuk program-program lingkungan seperti Earth Hour 2013 dan Trees For Life. Dokumen tersebut juga memberikan cadangan untuk pelaksanaan Agenda 21 di kota.
A empresa de tecnologia anunciou um novo smartphone com câmera aprimorada, maior tela e melhor desempenho. O dispositivo também possui recursos adicionais de inteligência artificial e segurança de dados aprimorados. O lançamento do novo smartphone está programado para o final deste ano.
Badan usaha merupakan kesatuan yuridis dan ekonomis dari faktor-faktor produksi yang bertujuan untuk mencari laba atau memberi layanan kepada masyarakat. Dokumen menjelaskan berbagai jenis badan usaha berdasarkan kepemilikan modal dan kegiatan usaha serta fungsi dan peran badan usaha dalam perekonomian Indonesia.
6.2 Smart Shelter: How Shelters Can Improve Outcomes in Housing First Systems
Speaker: Devra Edelman
Having supportive, permanent housing-focused shelters is a crucial piece to any Housing First homeless assistance system. In this workshop, presenters will talk about the key role shelters play in improving system performance on key outcomes and reducing episodes of homelessness in their communities.
This document discusses community-based diversion initiatives in Bexar County, Texas to address challenges related to mental illness, substance use, and homelessness. It describes the development of a comprehensive diversion system including a crisis care center, jail diversion programs, and partnerships between various agencies. Key outcomes of these efforts include reduced emergency room and jail utilization, lower costs, and improved access to treatment in the community. The initiatives illustrate how collaboration across systems and evidence-based practices can effectively serve individuals with behavioral health needs.
After input from a state-wide series of public listening sessions and from dementia researchers, the Alzheimer’s Disease and Related Disorders Commission has drafted the Dementia State Plan: Virginia’s Response to the Needs of Individuals with Dementia and their Caregivers. The Commission is now welcoming public comment, until October 19th, through www.alzpossible.org or by emailing dementia@vda.virginia.gov.
Dd partnered with Haitian women's groups after the 2010 earthquake to address gender-based violence. [1] Dd provided trainings and tools to help partners collect violence data, operate a call center for victims, and amplify women's voices through media. [2] This empowered partners with new skills and systems to advocate for survivors and influence decision-makers. [3] Going forward, Dd aims to transfer its systems to local management and train other groups.
This document summarizes Stephen Dobson's financial and digital inclusion website and financial capability hub. The hub provides resources like money advice, credit counselling services, savings calculators and loan comparisons. It aims to help users with tasks like budgeting, saving for goals, finding affordable loans, and getting out of debt. The hub also shares case studies, a newsfeed, Q&As, webinars and information on financial inclusion initiatives and credit unions.
Report of Redbridge DPULO workshop, August 2010Rich Watts
Over the last 18 months, a group of organisations and Redbridge Council have worked together to establish a Disabled People's User-Led Organisation (DPULO) in the area. This report summarises a workshop where everyone came together to discuss establishing the DPULO.
This document summarizes an interview study conducted by two organizations on the state of international cooperation and NGOs in Canada in fall 2012. Key findings include:
1) Most NGOs reported their situation as average or poor due to reduced funding. This has led to cuts in programs and increased workloads.
2) NGO projections for the future were mostly neutral or negative regarding future funding and program opportunities.
3) Relationships with major donors like CIDA were reported as positive or neutral, but NGOs plan to diversify funding sources.
4) The document outlines AQOCI's proposed short, medium and long term courses of action to address challenges facing international cooperation and development
The Atlas Coalition aims to connect individuals and communities to provide relief during crises. It empowers local volunteers through training and resources to enhance preparedness and crisis response. The organization operates as a decentralized network that leverages technology and existing groups to rapidly provide aid where needed and support longer-term recovery efforts.
Brownbag University July 10th (Voc focus)Daniel Walker
This document provides an agenda and materials for a Brownbag session on improving business through Voice of the Customer (VOC) and Value Stream Mapping (VSM). The session will be led by Mike Pircer of MAP Business Solutions and Dan Walker of River's End Consulting. The agenda includes introductions, background on VOC and VSM, the VOC and VSM processes, next steps, and a question and answer period. Presentation materials define key terms, outline the VOC and VSM processes, and provide examples of insights gained from interviews and analysis. Recommended references on Lean methods and certification programs are also included.
This document provides specifications for a PM 6013 24V DC motor with a 10:1 ratio gearbox. Key specifications include a no load speed of 265.5 rpm, a torque of 10.8 lb-in, a current of 2.8 amps, and an output of 34 watts. The gearbox efficiency is 78.3%, the motor efficiency is 66%, and the system efficiency is 51.6%. Start/stall conditions are 12.4 amps current and 66.93 lb-in torque. Performance curves are provided showing torque, speed, rpm, and efficiency levels across a range of operating points.
Los diagramas de casos de uso describen las relaciones entre actores y casos de uso. Un caso de uso describe las actividades de un sistema desde la perspectiva de un actor y produce un resultado tangible. Los actores interactúan con el sistema iniciando casos de uso.
El documento habla sobre la política local y nacional en México. Critica a varios políticos por corrupción y traición a sus partidos. También discute desacuerdos entre políticos perredistas locales y reclama que tierras expropiadas en la costa de Oaxaca en 1970 deben regresar a su pueblo original.
1) O vereador Catanese solicita a limpeza de terrenos que estão sujos e cheios de mato em diferentes bairros, para melhorar a vida dos moradores.
2) Ele pede estudos para o recapeamento da Rua Cabo João dos Santos, que precisa de reparos, e a limpeza de um córrego nessa rua.
3) Catanese visita os bairros Jardim Adélia, Figueira e América para cobrar operação "tapa-buracos" e limpeza, e atender reclamações de mor
Dokumen tersebut membahas mengenai agenda 21 dan upaya-upaya untuk pembangunan berkelanjutan, termasuk program-program lingkungan seperti Earth Hour 2013 dan Trees For Life. Dokumen tersebut juga memberikan cadangan untuk pelaksanaan Agenda 21 di kota.
A empresa de tecnologia anunciou um novo smartphone com câmera aprimorada, maior tela e melhor desempenho. O dispositivo também possui recursos adicionais de inteligência artificial e segurança de dados aprimorados. O lançamento do novo smartphone está programado para o final deste ano.
Badan usaha merupakan kesatuan yuridis dan ekonomis dari faktor-faktor produksi yang bertujuan untuk mencari laba atau memberi layanan kepada masyarakat. Dokumen menjelaskan berbagai jenis badan usaha berdasarkan kepemilikan modal dan kegiatan usaha serta fungsi dan peran badan usaha dalam perekonomian Indonesia.
This document discusses supportive housing and its innovations and applications. Supportive housing combines permanent affordable housing with supportive services to help vulnerable people live stable, independent lives. It can take various forms, such as single-site or scattered-site housing. Supportive housing addresses multiple social problems by increasing housing stability and reducing incarceration and health costs. The document provides examples of integrated supportive housing projects that reserve a portion of units for special needs tenants.
Family intervention can facilitate the process of youth returning home, strengthen families, and address trauma. It is an umbrella term that includes strategies like family reunification, connecting, and finding. Reunification refers to returning youth in temporary care to their family. Connecting includes emotionally reuniting youth if physical reunification is not possible. Family finding identifies and engages extended family or fictive kin important to youth. Aftercare services provide formal or informal support. Benefits include ending homelessness, improving family relationships, and preventing future runs. Evidence-based models discussed were Project STRIVE and others. Project STRIVE uses techniques like role playing, problem solving, and reframing over 5 sessions to address unresolved family conflicts driving
Summary report of Vibewire's #Hack4Homelessness. Held 15-17 September 2017, this social impact hackathon was designed to tackle the social, technical, cultural and behavioural challenges of homelessness.
1.1 A Blueprint for Ending Youth Homelessness
Speaker: Katie Hong
How do we end youth homelessness? This workshop will summarize research and examine an emerging typology that can be used to inform and appropriately scale interventions to end youth homelessness. Presenters will describe strategies that are working to help young people reconnect with family and other caring adults when appropriate, and prepare to transition successfully to independent living with housing and supportive services.
The completed proposal that I drafted and submitted to MSHDA. COTS was awarded $1 million to provide Tenant Based Rental Assistance (TBRA) to approximately 50 homeless families. The size of this particular TBRA award was the only one awarded in the state of Michigan.
This document summarizes a countywide community engagement summit focused on homelessness. The agenda included discussions on current homelessness data and solutions, as well as breakout sessions. National data shows over 600,000 people experience homelessness nightly, including families, individuals with disabilities or mental illness, and minorities. Local data from Santa Cruz County found over 2,700 homeless, many unsheltered with long-term homelessness. Speakers presented on evidence-based solutions like housing first and system coordination that have reduced homelessness in other areas cost-effectively and measurably.
Barnardo's provides services to address youth homelessness in Northumberland, including a Crash Pad service that offers temporary supported accommodation for up to 8 weeks to homeless 16-17 year olds. They also operate two units of accommodation in Morpeth called "Safe Space" that provide emergency short term housing. Additionally, the Moving On Project provides housing and support for vulnerable youth to help prevent custody or address needs following release. Evaluations found these services help improve stability, confidence, life skills, and access to education/employment for many youth.
Home Again is a Housing First project in Worcester, MA created through a collaboration of five homeless services providers. It provides permanent housing and support services to chronically homeless individuals. The project faced resistance from the Nob Hill Neighborhood Association who opposed siting a Housing First facility in their community due to concerns about safety and unknown impacts. Project leaders utilized state and federal fair housing laws during the siting process.
- Supportive housing provides permanent affordable housing combined with flexible voluntary services to help people live stable lives and reduce cycling between homelessness, incarceration, hospitals and shelters.
- Research shows supportive housing reduces recidivism and costs to criminal justice systems while improving health outcomes for tenants. It is an effective approach for people leaving incarceration who often face homelessness and other challenges.
- The document advocates for investing in supportive housing as part of comprehensive reentry efforts to improve lives and more efficiently use public resources.
(178) mini women centre presentation (august 2010)Citizen Network
The document summarizes data from 44 women who use the services of WomenCentre. It finds that most of the women have experienced serious health issues (64%), domestic violence (85%), lack of stable housing (27%), childhood abuse (51%), lack of education (76%), and mental health issues (91%). It also discusses WomenCentre's holistic and collaborative approach to helping women by addressing their needs through building trust, community, and empowering collective action. WomenCentre aims to support the whole woman and help improve their lives, health, relationships, housing stability, and sense of self-worth. The outcomes data showed that WomenCentre was highly effective in transforming women's lives and attitudes by helping them feel safer, healthier, and more
The document discusses a Domestic Violence Housing First program that aims to eliminate housing instability as a barrier for domestic violence survivors to leave abusive relationships. It provides flexible advocacy and financial assistance to give survivors freedom in rebuilding their lives. An initial pilot program helped 40.7% of participants maintain permanent housing. A second phase expanded the program to more populations. The program emphasizes survivor-driven support, safety, and keeping housing options open through temporary shelters if needed. Funding comes from private foundations and public sources, though definitions and documentation pose challenges. Coordinated homelessness prevention efforts should partner with domestic violence programs and protect survivors' privacy.
1.3 Rapid Re-Housing for Survivors of Domestic Violence
Speaker: Linda Olsen
Rapid re-housing is being adapted by domestic violence providers to respond to the housing needs of the women and families they serve. This workshop will examine how rapid re-housing and homelessness prevention strategies are being used to serve survivors of domestic violence. Presenters will share their service models and lead a discussion on how to assist survivors in finding and maintaining safe, permanent housing.
This document provides an overview of a study on the poverty and social impact analysis of the Worker's Welfare Fund in Pakistan. It outlines the methodology, which included a literature review, qualitative focus groups and interviews, and a quantitative household survey. It discusses the evolution and various instruments of the fund over time, including housing, education, and health benefits. It presents results on the number of beneficiaries and assessments of the funds' impact. It concludes with recommendations to streamline operations, improve coordination with other social programs, enhance governance through technology, and strengthen feedback and learning.
Presented by Linda Olsen.
2.1: Basics of Rapid Re-Housing
Rapid re-housing programs offer a constellation of services, including housing search aid, rental assistance, and transitional case management to help families minimize their time in shelter to secure a home of their own. This workshop provides an introduction to rapid re-housing for families and includes a discussion of how the model is being used to serve domestic violence survivors.
Ending Family Homelessness Webinar: Identifying Effective Interventionsmdanielsfirstfocus
This document summarizes the findings of a study examining housing and service outcomes for families experiencing homelessness over 2.5 years. The study compared outcomes for families placed in emergency shelter, transitional housing, or permanent supportive housing. Key findings include: high rates of children living apart from their mothers, emotional and behavioral problems in children, high levels of trauma and mental health issues among mothers, and residential instability over time that was predicted by factors like trauma symptoms, education levels, and self-efficacy. The document calls for policy and practice changes like trauma-informed care, comprehensive family assessments, parenting supports, and child-centered services to better address family homelessness.
Sample Grant Application Complements of Michael HershornMichael Hershorn
The document summarizes The Lord's Place programs that provide permanent supportive housing to address homelessness in Palm Beach County. It describes the target populations served, which include chronically homeless individuals with disabilities, families, and children. It also outlines the housing and services provided, such as case management, employment training, benefits assistance, and community treatment. Evaluation of the programs shows positive outcomes in housing stability and reduced need for emergency services.
- Alameda County conducted a study that found their typical homelessness prevention programs, which targeted households facing eviction, did not effectively prevent homelessness as most households facing eviction did not become homeless. The study found programs should target higher-risk groups like those staying with family/friends, in hotels/motels, exiting institutions, or losing housing subsidies.
- Using HPRP funds, Alameda County launched a new prevention program targeting these higher-risk groups. Preliminary data found the program helped both "high-risk" and "low-risk" households as assessed by a financial screening tool, with most households in both groups remaining housed after assistance. The program may have contributed to a reduction in home
Family Reunification Pilot, Alameda County, CA from the work shop 6.1 Partnering with Child Welfare Agencies to End Family Homelessness at the 2013 National Conference on Ending Homelessness.
Chronic homelessness costs governments significant amounts of money through repeated use of crisis services like hospitals and jails. Permanent supportive housing following a Housing First model has been shown to improve outcomes for the chronically homeless while reducing costs. It provides long-term affordable housing combined with support services for residents. Examples from Canada, the US and Australia demonstrate that this approach can successfully house people experiencing chronic homelessness while also decreasing their use of emergency services. For Australia to adopt this model more widely will require a shift towards prioritizing long-term housing over temporary options, as well as increasing housing stock and using funding to incentivize permanent outcomes.
Similar to 1.10 Using Rapid Re-Housing for Survivors of Domestic Violence (Billhardt) (20)
This presentations by Carl Falconer is from the workshop 3.03 Implementing Effective Governance to End Homelessness from the 2015 National Conference on Ending Homelessness.
Effective governance sets the tone for a systemic focus on ending homelessness. Speakers will discuss the essential elements of effective governance, including managing and measuring performance and right-sizing the crisis response system through resource allocation.
Slides from a presentations by Cynthia Nagendra of the National Alliance to End Homelessness from a webinar that originally streamed on Tuesday, April 7, 2015 covering steps one and three of the Alliance's "5 Steps for Ending Veteran Homelessness" document.
"Housing First and Youth" by Stephen Gaetz from the workshop 4.6 Housing and Service Models for Homeless Youth at the 2014 National Conference on Ending Homelessness.
Frontline Practice within Housing First Programs by Benjamin Henwood from the workshop 5.9 Research on the Efficacy of Housing First at the 2014 National Conference on Ending Homelessness.
Rapid Re-Housing with DV Survivors: Approaches that Work by Kris Billhardt from the workshop Providing Rapid Re-housing for Victims of Domestic Violence at the 2014 National Conference on Ending Homelessness.
Non-chronic Adult Homelessness: Background and Opportunities by Dennis Culhane from the workshop 1.7 Non-Chronic Homelessness among Single Adults: An Overview at the 2014 National Conference on Ending Homelessness
California’s Approach for Implementing the Federal Fostering Connections to Success Ac by Lindsay Elliott from
5.8 Ending Homelessness for Youth Aging Out of Foster Care at the 2014 National Conference on Ending Family and Youth Homelessness.
This document summarizes key aspects of health care reform related to homeless families and youth. It discusses how the Affordable Care Act expands Medicaid eligibility for youth and reduces costs for families. It then provides details on Medicaid eligibility categories and coverage groups impacted by the reforms. The rest of the document outlines core Medicaid concepts, different means of covering services including waivers and managed care, and concludes with an overview of Louisiana's permanent supportive housing program.
This document summarizes a workshop on retooling transitional housing programs into rapid re-housing models. The workshop included presentations from providers who have successfully made this transition. They discussed the challenges they faced, such as resistance to change from staff and partners, and the solutions they implemented, like developing new screening and employment assistance components. Presenters emphasized the importance of communication, aligning with community plans, and evaluating outcomes when retooling programs. Retooling requires considering funding, staffing, housing issues, and starting a pilot program before fully implementing changes. Overall, the presentations showed how transitional housing can effectively transition to serving more families through a rapid re-housing model.
The Fusion Project is directed by Kim Wirth and focuses on supporting vulnerable youth through building relationships. It utilizes a theory of change that supports youth to meet basic needs, build relationship skills, and reconnect with family/community for long-term self-sufficiency. The program is relationship-focused, invites voluntary engagement, aims to be authentic and youth/family-led, and inspires change through living its values. Preliminary outcomes show a reduction in homelessness and increased natural supports for youth after engaging with the program.
The document discusses programs and services provided by the LA Gay & Lesbian Center to support homeless LGBTQ youth. It notes that around 6,000 youth experience homelessness in LA County each year, and 40% of homeless youth in Hollywood identify as LGBTQ. The Center provides emergency housing, a transitional living program, independent apartments, and youth development programs focused on education, employment, and permanent connections. Services are trauma-informed and use positive youth development approaches. Outcomes include over 300 youth served annually, with many obtaining education, jobs, housing and community support. The RISE project also aims to improve permanency outcomes for LGBTQ foster youth.
This document summarizes a presentation on the impact of budget cuts to housing assistance programs. It discusses how the Budget Control Act led to automatic spending cuts (sequestration) that have significantly reduced funding for programs like housing vouchers. As a result, hundreds of thousands fewer families are receiving housing assistance. Advocates are urged to contact members of Congress to emphasize how cuts threaten efforts to end homelessness and ask that housing programs be prioritized in any budget deal. Restoring funding could help maintain assistance for vulnerable groups and prevent increased homelessness.
Avenues for Homeless Youth operates four programs in the Twin Cities that provide shelter and transitional housing for over 200 homeless youth per year. The programs include a shelter in North Minneapolis, as well as GLBT, suburban, and Minneapolis host home programs. Host homes provide a safe, stable transitional housing option at 50% lower cost than congregate housing. They aim to build long-term supportive relationships critical for youth success. The host home model places homeless youth with volunteer community members who are trained and supported by program managers.
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1.10 Using Rapid Re-Housing for Survivors of Domestic Violence (Billhardt)
1. Slide 1
Rapidly Re-housing Women and
Children Fleeing Domestic
Violence
Discovery House Family Violence
Prevention Society Community
Housing Program
Presentation
• “The Problem”
• Chocolate Meets Peanut Butter: The DV Sector Meets the Calgary
Homeless Foundation
• Project Goals and Outcomes
• Interagency Relationships
• Community Housing Team Workflow
• Forms
• What we Have Learned
• Where To?
2. Slide 2
“The Problem”
• Women led families leaving domestic
violence are worse at sustaining their
housing than the chronically homeless.”
• Housing Advocate
The Calgary Housing Company (CHC) [government operated subsidized
housing] advised the Calgary Shelter Directors Network [CSDN] (a committee
comprised of directors of Calgary emergency and transition shelters who work
together to address domestic violence issues in the Calgary community) that
women fleeing domestic violence (dv) demonstrated greater difficulty maintaining
shelter than the chronically homeless-rental arrears, late payment of rent, adding
tenants without informing the landlord, unsupervised children, poor relationships
with neighbors resulting in complaints from neighbors- poor tenancy habits
generally. The question to the SDN was “What are you going to do about this?”
The network did not choose to respond at that time but Discovery House (DH)
piloted the position of housing advocate (HA). The HA worked with women from
DH moving into subsidized housing to assess and help address any barriers to
maintaining housing. We discovered that many of our women required fairly
intensive housing support in the community around what really amounted to life
skills or building good tenancy habits in addition to addressing ongoing dv issues.
The service was successful but limited by our own resources. Serendipitously a
2
3. year into the launch of this position the Calgary Homeless Foundation launched
their 10 year plan to end homelessness.
Slide 3
Chocolate Meets
Peanut Butter:
DV Sector Meets the
Calgary Homeless Foundation
• Calgary’s 10 year plan to end
homelessness is launched
• 48% of all referrals for rapid housing came
from the domestic violence sector
• Sector concerns: safety and ensuring
domestic violence doesn’t get lost in
homelessness
Rapid rehousing of homeless persons was one of the projects funded by the Calgary
Homeless Foundation (CHF). A program called Rapid Exit (RE) operated out of the
Community Urban Project Society (CUPS), a large well established and respected
homeless serving agency. RE had several teams focused on rapidly rehousing singles
and families in the community based on the housing first model. The rapid rehousing
teams consisted of Housing Locators (HL) who secured appropriate housing and liaised
with landlords around tenancy issues coupled with a small number of case managers
from various agencies who supported individuals and families once they were housed.
Less than a year into their rapid rehousing projects the CHF requested a meeting with
the CSDN and advised us that 48 % of the referrals for rapid rehousing into the
community came from emergency and second stage shelters for women and children
fleeing dv. They pitched the Housing First model to us and proposed the dv sector
partner with CUPS/RE to establish a housing first case management service for women
and children fleeing violence.
The CSDN came away with two concerns:
3
4. 1. How can this model safely house women and children fleeing dv in the community
[ also a significant concern for our Board of Directors]; and
2. How could we partner with the homeless serving community and preserve the integrity
of the issue of dv so that it did not “get lost” into the issue of homelessness vs. a
violence against women issue?
After much discussion the Network agreed that we would pilot the program and DH
would take the lead on behalf of the Network of seven shelters in Calgary preserving the
issue of dv and the overarching goal of shelters “To build the capacity of families to live
safely and independently in the community free of domestic violence.”
Our women and children needed housing and we knew they also needed the support to
sustain housing that shelters on their own could not afford to provide.
Slide 4 (See next page) Internal Project Goals and Outcomes
4
5. Internal Project Goals and Outcomes
Goals Outcomes Results
Reduce the number Outcome 1a: 50 women and Over a course of 11 months the
of women & their children leaving project served a total of 92 adult
children who return emergency or transitional clients and 209 children.
to abusive housing to access Rapid Exit will
relationships or be provided with the
homelessness due appropriate case management
to lack of housing. and systems navigation support
to stabilize their housing.
Increase the Outcome 2a: Successful 85% (n=78) of the clients have
capacity of abused housing placements with no or been housed in stable housing
women to live limited tenancy problems. (including market or subsidized
successfully, Outcome 2b: Number of housing)
independently and women not returning to abusive 14% (n=11) were re-housed and
violence free in the relationships. additional 3 clients returned to
community. Outcome 2c: Number of their abuser.
women demonstrating 36 clients (44%) experienced
increased success in household some type of tenancy problem
financing including the number 2 months after intake and 7%
of women successfully experienced such problems 6
accessing Income Support, months after intake.
existing Provincial and Of 87 clients who required
Municipal housing subsidies, income support, 72 or 83%
and finding and holding paid received such support. Of 87
employment. clients who required housing
Outcome 2d: Number of subsidies, 29 or 33% received
women reporting enhanced life such subsidies.
and personal development
skills.
Reduce the dual Outcome 3a: Number of At intake, 17 (18%) of clients
impact of the children remaining with mothers had active involvement with
trauma from in stable home environment (ie, child welfare (CW). Of these, 5
domestic violence decreasing number of Child (29%) are now closed.
and from Intervention cases) At intake, 26 children were in
homelessness on Outcome 3b: Number of out of home placement (20 of
women and women indicating improved these had CW involvement).
children by creating experiences of self-esteem, self- Of these, 3 (12%) have returned
stability in a new efficacy, personal safety, and home.
home environment. recovery from trauma. See OQ – 45.2 Section Above
5
6. Slide 5
Community Housing
Inter-Agency Relationships
Awo Taan
Healing Lodge
Calgary Women’s
Emergency Shelter
Calgary Urban Partnership Agreement Discovery House
Sheriff King Home
on behalf of
Project Society Women’s Shelter Brenda Strafford Centre
(CUPS) Director’s Network
M ary Dover House
Sonshine Centre
Collaboration
Rapid Community
Exit Housing
6
7. Slide 6
Community Housing
Work Flow
Referral
Community
Intake
Family Housing Assessment
Fleeing Action Plan
Women’s
Domestic Case Management
Emergency Case Management Coordination
Violence Shelter Leader Leverage Services
of women’s shelter
and/or other agencies
Case Manager
& CUPS/Rapid Exit
Family
Mental Health Housing Location
Housed
Specialist *Housing Solution
*Crisis Intervention Screening, Intake Assessment Provision of Housing Resources Provision of Case
Management
*Local Implementation of 10 Year Plan to End Homelessness (7.11.05 NAEH Conference)
Our case management model is collaborative and ecological in nature focusing on client
strengths in the context of environment. Our goal is to build client capacity to sustain a
vibrant life including a home independently in the community and free of domestic
violence.
Program Manager: Responsible among other things for: hiring, supervision and training
of the Case Management Lead (CML), Case Manager (CM) and the Community Mental
Health Specialist (CMHS); development and maintenance of program and infrastructure
to support the program; creation and execution of a work plan for the program including
evaluation; stakeholder and community relations; performance management of staff,
reports to Director, Programs and Internal Operations
Case Management Lead: Responsible for accepting, screening and tracking referrals;
assigns cases to CM and CMHS based on client needs and case load management;
7
8. liaise with RE/CUPS around program/service issues, supervise day to day activities of
CM and CMHS; comprehensive files reviews; coordination of client supports such as
rental subsidy program, bus tickets, grocery vouchers; reports to Program Manager
Case Manager: Responsible for systems navigation, advocacy, coordination and
communication between all service providers and the client. CM must balance service
provision and systems navigation with short term, medium term and long term strategies
to end homelessness. Seven Core Functions of CM: intake, assessment, planning,
referral and linking, advocacy and evaluation of case plan and transition including but
not limited to: obtaining rent subsidy, and other financing resources, secure immediate
basic needs, coordinate action plans of multiple community agencies, case reviews and
mediations between landlord and tenant. The CM must have experience and solid
understanding of domestic violence and homelessness. Report to Program Manager
Community Mental Health Specialist: Responsible for assessment and intervention
plan to assist client in the management of mental health issues and addictions. 72% of
clients have Axis 1 diagnosis of depression and anxiety; 59% have active addictions and
23% have concurrent disorders. CMHS initiate and track referrals into longer term and
specialized treatment options. Collaborate with community agencies to support clients in
the community.
*Housing Locator: Locate safe and affordable housing. Establish a relationship with the
landlord and put a letter of agreement in place between landlord and CUPS/RE [cover
damages to unit]. Completes move in inspection, lease signing with client [and case
manager] maintains regular communication with landlord and case manager, addresses
any tenancy concerns to CM, arrange moving assistance and tenant insurance and
security deposit and first months rent if necessary.
8
9. Slide 7
Forms
Case Managers: Intake, Release of Information,
Participation Agreement, Liability, Danger
Assessment, Safety Plan for child and mother,
Housing Information Sheet, Temporary Subsidy
Agreement
Community Mental Health Specialist: assessment
and screening, counseling consent, Q45, no
harm contract, substance use safety plan
*3, 6, 9, 12 and 18 month evaluation
Case Managers Forms
At Intake: Intake, Release of Information, Participation Agreement,
Liability/Authorization-review Danger Assessment and Safety Plan completed by shelter,
Housing Information Sheet completed after intake and faxed to Rapid Exit within 24
hours, Temporary Subsidy Agreement if required.
Once Housed: Danger Assessment, Safety Plan, Child Safety Plan, Family Action
Plan-with 10 working days
Ongoing: 3,6,9,12 &18 month evaluation
Community Mental Health Specialist Forms
At Intake: Intake [mental health assessment] and Screening, Release of Information,
Counselling Consent,
*Q45: Q45 measures client’s life across 3 domains of functioning:
Symptom Distress: includes items that assess common intra-psychic problems such as
depression anxiety and substance use
Interpersonal Relations: includes items that assess satisfaction with, as well as problems
in interpersonal relations such as friendships, family and marriage
Social role: include items that assess the clients’ level of dissatisfaction, conflict, distress
and adequacy of functioning related to employment, family and leisure life.
flags suicidal and homicidal ideation
Q45 administered every 2 months. Clients demonstrated an improvement in all areas
over time. The areas of depression and anxiety remained the highest across time even
9
10. with improvements in other areas. Indicates the importance of remaining engaged for at
least one year.
As Required: Substance Use Safety Plan and No Harm Contract,
*Working on the development of an acuity scale.
Slide 8
What We
Have Learned
• There is another option available to safely
help women and children out of domestic
violence
Greatest impact on women with
unmanaged or previously undiagnosed
mental health issues and addictions
Supports the cultural needs of aboriginal
clients
New Option Created for Women With Children Fleeing DV
The Community Housing Team and Rapid Exit housed and supported 78 women and
209 children in 10 months. Discovery House second stage shelter houses on average 60
women and 100 children in a year. Fifty-two per cent (52%) of the rapidly rehoused
women were aboriginal and 26% were immigrants. Twelve women self-selected out of
the program at intake for fear that they could not be adequately protected in the
community. Of the women served 72% had Axis 1 diagnosis of depression and/or
anxiety and 59% had addictions with 26% having concurrent disorders. Housing
retention was 86%.
Discovery House as with all Calgary second stage shelters cannot and do not take into
residence women with unmanaged mental health conditions or addictions. Discovery
House primarily shelters immigrant and refugee women who due to multiple barriers,
including war trauma and higher safety concerns, stay longer in residence with the result
that limited shelter space becomes ever more limited.
10
11. The needs of aboriginal women are better met in the community housing program. The
composition of aboriginal families changes consistently. It is common for mothers,
uncles, aunts, siblings, and children etc to move in and out of the family constellation.
Shelter living does not accommodate these kinship patterns. Aboriginal families have
significant adjustment challenges moving out of the communal reserve style of living to
the city which means they will go back and forth from the city to the reserve while they
adjust. Shelter living does not support this process.
Women from the Community Housing program with active mental health conditions
required 3-6 months time to respond to therapies and medication. This is a barrier to
transition and success in the community. CMHS are critical to ensuring the woman is
connected to mental health resources immediately and able to manage in the community
while awaiting longer term services. Getting in to see a psychiatrist or counselor can
take months. CMHS provides interim support and intervention while the client waits for
longer term resources. Both CM and CMHS work with the client to build/rehabilitate
community relationships with service providers who will continue to support the client
and their family long after we are gone.
The majority of women served would not have lasted one week in a traditional second
stage shelters and some were women who had been barred from emergency shelters.
They are the abused women who couch surf or live in homeless shelters because they
do not or cannot go into typical women’s shelters. Yet, they were successful at
remaining housed in the community with intensive wrap around service. The program
had an 85% retention rate.
Slide 9
11
12. What We
Have Learned
• Depart from the model:
Case managers and mental health
specialist begin to work with the client prior
to housing
Within weeks we learned that CM and CMHS had to begin to work with our clients prior
to their being housed because there were so many complexities that were immediate
barriers to housing. Most of our clients come with a “cast of thousands”. Service
providers already in the client’s life come with their own agenda and action plans, often
times in conflict with each other. These same service providers are often not familiar with
the dynamics of homelessness and domestic violence. It is necessary to begin to
coordinate multiple service providers immediately and to obtain concrete benefits for the
client to begin the re housing process. Case examples:
a) Client A has all three children apprehended by Children’s Services due to
homelessness and domestic violence. The children would not be returned until she had
safe shelter for the family. Alberta Works [welfare] would only provide her with funding
for a single person preventing her from being able to secure affordable housing for her
and the children. The case manager liaised between the two agencies and was able to
persuade the welfare system to commence family funding immediately for the client to
expedite the return of the children. The case manager coordinated a large case
conference to ensure adequate support services were available for mother to address
addiction concerns that would also prevent the return of her children. The woman
remained housed; children are with her, addictions are under control.
b) Client B has no immigration status and is not eligible for any social assistance or
rental subsidy programs. Her English is limited to non-existent. She has a severely ill
new born that will require ongoing intensive medical treatment. Children’s services are
involved because her drug addicted abusive partner kidnapped the newborn. The client
12
13. suffers from post partum depression. The CM and CMHS became involved immediately
arranging a case conference at DH with 8 service providers in attendance including
Children’s Services, the newborn’s doctor, community health, hospital social worker, a
settlement worker, a member of the client cultural community, her faith community and
the CM and CMHS.
A Settlement House was persuaded to house the woman and her newborn in an
apartment at their own expense while immigration issues continue to be resolved.
Necessities of life are provided, the newborns complex medical needs continue to be
addressed, the depression resolved, the immigration issues are nearing completion.
CHT remains involved.
13
14. Slide 10
What We
Have Learned
• Women feel empowered by living in the
community
• Danger Assessment scores were high
• Strategies for keeping women safe
• Reduced costs of security to the
organization
Only three women in the community housing program required rehousing for safety
reasons. Twelve women interviewed self-selected out of the program for safety reasons.
The Danger Assessment (Dr. Jacqueline Campbell, John Hopkins) scores for women in
the shelter and women in the community for the same period of time were on average
identical and in the highest category of danger. The Danger Assessment assesses the
lethality of the relationship verses global danger or risk of re-assault.
Applicants for community housing and second stage shelters are fairly homogenous in
that they come from a typology of coercive and controlling intimate partner violence.
Coercive controlling intimate partner violence is one of the strongest indicators of
lethality. Women in the community housing program appear to be able to keep
themselves safe with strategies and support provided by the case manager.
Safety planning is done within days of being housed with women and children. The
Calgary Police Service will flag the files of our community clients the result of which is
any 911 calls from their number and address become a priority response for the police
(POVI). Alarm systems will also be installed if necessary. Housing is often in secured
buildings. Women are at the greatest risk of being killed within the first year of
separation. The best indicator of the danger a women and her children are in comes
from the subjective belief of the women herself and in the face of a woman’s perception
14
15. of fear and a low danger assessment score the women’s perception should be
determinative.
The differences in the hard costs between secure second stage sheltering and
community housing are still being measured. Discovery House is the most secure
women’s shelter in southern Alberta. Security costs us upwards of $150,000.00 per year.
Anecdotally, we are advised by our clients that it is empowering for them feel like they
can manage their lives in the community verses having to “hide out” in a shelter. For
women and children who must be in a shelter they report feeling safe from harm as one
of the best features of shelter living. Clearly having multiple options for these families is
critical.
Slide 11
What We
Have Learned
• Sharing expertise gave us a bigger pie
• Twice the number of families served
• Added to expertise and resources
• Best practices shared
• The union of two large well respected
community serving communities
• Imitation is the highest form of flattery
Partnering with a homeless serving agency added a great deal of value to our
organization and the domestic violence sector generally. As a domestic violence serving
agency we were able to serve twice the number of families without building a new
facility. We were able to expand the options available to a new population of families
fleeing domestic violence. Information and skills from the homeless serving community is
value added to our knowledge and skill base the result being a more nuanced approach
to service delivery and a higher quality of service to our clients. We have learned there
15
16. are more similarities than differences between victim of domestic violence and homeless
populations. We have shared best practices and resources that have saved us time and
resources i.e. Calgary Homeless Foundation used the Code of Ethics created by
Discovery House and in return shared research on case management best practices.
Three years ago the domestic violence sector resisted the concept of connecting to the
homeless community for fear the issue of domestic violence would be subsumed under
homelessness and women would not be safe served by the housing first model. The
homeless serving agencies and in particular the Calgary Homeless Foundation has been
particularly ethical and respectful of acknowledging the importance of keeping the issue
of domestic violence front and centre. The very act of the Homeless Foundation coming
to the shelters to lead a homeless project was the essence of ethical practice and
respect. Homeless serving agencies have embraced domestic violence best practices
and supported the focus on safety.
The domestic violence sector has greatly embraced rapid rehousing practices to the
point where many shelters now have their own rapid rehousing services. One of the
largest emergency shelters in Calgary presented an award to Discovery House and
Rapid Exit for innovative community programming that moves women and children out of
domestic violence.
Slide 12
What We
Have Learned
• Children’s services required
• 209 highly traumatized behavioral children
in crisis
• Scarcity of community services with long
wait lists
• Child mental health = long term positive
family outcomes
16
17. A total of 209 children were served by the Community Housing Rapid Exit teams.
82% of these children were under the age of 10, in crisis and with special needs
including ADD, ADHD, chronic medical conditions, most were developmentally
delayed and nearly all were behavioral. There is a distinct shortage of community
services for these children and the wait lists are long. Supporting these children
supports their mother and enhances the likelihood of her remaining in the
community. While Case Managers and Community Mental Health Specialists do
their best to meet the needs of these children the complexity of their needs
requires skilled child mental health specialists. We anticipate adding this role to
the team in future.
It is critical to support the children of homeless and at risk parents achieve their
milestones and avoid cross generational repetition of addiction, mental health
problems and family instability. Long term positive outcomes for families can be
achieved if these hard to access services are provided by the program either in
house or through community partnerships [child care services, school based
programs, medical and dental programs].
Slide 13
Where to?
• Keep a foot in both streams of service
• Learn form our experience
• Inform best practices in the homeless and
domestic violence sectors
• Neurosequential model of practice
17
18. Discovery House will continue to offer rapid rehousing services for women and
children who wish to move directly into the community. We will also continue to
offer transitional shelter for women who feel they need the support of a
residential setting. We have the luxury of having a program evaluator and
researcher on staff and are committed to learning more about the differences
between women and children who “do well” in both settings. We expect that
having a foot in both streams will inform our best practices.
We are in the process of integrating the neurosequential model of practice
[neurobiology and traumatology] into our work with our Community Housing
clients. Individuals chronically traumatized from an early age operate almost
entirely out of their primitive brain. The impacts include: highly sensitive stress
response system, [fight or flight] impulsivity, addictions, relationship impairments,
impaired recall and learning. See the work of Dr. Bruce Perry, Dr. Daniel Seigal,
Dr. Gabor Mate and the ACE Study [conversion of trauma into organic disease
across life span.]
Slide 14
If we can
be of assistance….
• Please contact:
Heather Morley, MA, Program Manager,
Community Housing, Discovery House,
casemanager3@discoveryhouse.ca
Michelle Murray, MSW, LL.B., Director,
Programs and Internal Ops, Discovery
House, clientservices@discoveryhouse.ca
18