Shelter Management Training Participant Handbook_V1
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This document provides information on best practices for shelter management for victims of human trafficking. It discusses the different types of shelters needed, including immediate short-term shelters, temporary shelters that also provide assistance, halfway houses, and independent living. Child victims have distinct shelter needs. Effective shelters are matched to a victim's recovery process and needs. Comprehensive assistance programs involving partnerships between governments and NGOs can facilitate a victim's rehabilitation and reintegration.
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Shelter Management Training Participant Handbook_V1
- 1. SHELTER MANAGEMENT Amman, Jordan 13-14 May 2014 Facilitator: Laura Vidal Consultant to ILO- Jordan SHELTER MANAGEMENT TRAINING PARTICIPANT HANDBOOK
- 2. SHELTER MANAGEMENT TRAINING 2 DAY PROGRAM DAY ONE 13 May 2014 10:00am- 4:00pm TOPIC OUTLINE TIME ACTIVITIES/RESOURCES Session 1 (10:00am-11:30 am) UNDERSTANDING TRAFFICKING & SLAVERY Outcomes: Participants will gain an understanding of the international definition of trafficking & slavery Participants will be introduced to tools for best practice in shelter services Introductions Introduction of each training participant Overview of the 2 day training program & the facilitator 15 mins Each participant introduces themselves, their organisation & their role Facilitator introduction and overview of the training program Introducing Human Trafficking & Slavery Group discussion about experiences of working with domestic workers who have runaway from their employer Defining Trafficking & Slavery (International Definitions) 35 mins Butchers paper/whiteboard, facilitator will record down the groups responses (brainstorm) Facilitator slides & multimedia, outlining definitions. Linking responses from the group brainstorm to the international definition Shelters: International Best Practice Introducing the United Nations Office on Drugs and Crime Toolkit Introducing the IOM Handbook for Direct Assistance of Victims of Trafficking 40 mins Facilitator slides, and example (Tool 8.7) from the toolkit provided in the training handbook Facilitator slides, and examples from the toolkit provided in the training handbook- adapted shelter assessment
- 3. Introducing the Shelter Self-Assessment Tool Shelter Self-Assessment tool is provided to the participants as an example of how they can assess their work and implement changes in line with best practice. MORNING BREAK 11:30-12:00 Session 2 (12:00-1:30pm) SKILLS FOR ASSISTING CLIENTS Outcomes: Participants will be provided with tools and skills for helping clients who come to their shelter Referral & First Assessment/Contact Group discussion about what information is collected about people, how the information is collected and what is done with the information Understanding Trauma Receiving referrals & meeting the client for the first time 45 mins Butchers paper/whiteboard, facilitator will record down the groups responses (brainstorm) Facilitator slides, information will be provided about responses to trauma and the impact of trauma on people who have experienced abuse & exploitation Facilitator slides, information will be provided about what information is appropriate to be collected in the first meeting, and skills for building trust and rapport. Information will be provided about best practice for intake into shelters. Interviewing What is the purpose of conducting interviews? What is important to know when interviewing people about their experience? 45 mins Facilitator slides Facilitator slides
- 4. LUNCH BREAK 1:30-2:15 Session 3 (2:15-4:00) Continuation of Session 2- Skills for Assisting Clients Assessing Needs Understanding clients needs Assessing priorities Meeting articulated needs 45 mins Group Exercise: What do people ask for when they come to the shelter? What kind of help do they need, now and into the future? (Groups will be formed and participants will be asked to consider the needs of clients under key areas of their lives) Facilitator slides, providing an example of a needs assessment in the training handbook & discussion of the ‘Services Matrix’ Day one recap Question & Answer Session Lessons learned 45 mins Participants will be invited to ask any questions or make any comments Each participant to fill in the feedback form with one thing that they have learned during day one and how they will apply it to their work END OF DAY ONE DAY TWO 14 May 2014 10:00am-4:00pm Session 1- 10:00am-11:30am CASE MANAGEMENT Outcomes: Participants will be introduced to the concepts of psycho-social case management Participants will learn about trauma informed case management & the strengths based perspective Participants will be provided with tools for undertaking psycho-social case management
- 5. What is case management? Defining case management Process of case management & key elements for practice 45 mins Facilitator slides, information provided about psycho-social case management, and discussion about the ways client needs can be met Facilitator slides, the cycle of case management Trauma Informed Care Building on the concept of trauma introduced in day one, how does this inform our practice? Why is it important to understand trauma? 45 mins Facilitator slides, multimedia to explain the concept of trauma informed care Facilitator slides, enhancing client outcomes and reducing vulnerability when understanding trauma, introducing the core principles of trauma informed care. MORNING BREAK 11:30-12:00 Session 2 (12:00-1:30) Continuation of Session 1- Case Management Strengths Based Perspective Clients have strengths how can we use them so they can help themselves? 45 mins Facilitator slides, the strengths perspective Group discussion about how they can see themselves applying the perspective in their current work (partners if group is too large) Case Management Tools Examples of Case Management tools provided: - General Information Form - Case Management Assessment (Recap from Day 1) - Case Management Plan - Case Management Review 45 mins Facilitator slides, examples provided in the training manual
- 6. LUNCH BREAK 1:30-2:15 Session 3 (2:15-4:00pm) FUTURE DIRECTIONS Outcomes: Participants will gain an understanding of the importance of partnership and collaboration to gain successful outcomes for clients Participants will formulate an action plan for changing some of their practices since attending the training Partnership & Collaboration Identifying ways that we can help each other 30 mins Group discussion: Partnerships that already exist, how do they help us? Are there other people that are not here today, that we work with, or that could help us? Facilitator slides, the benefits of collaborative practice for clients Plan of Action What are 3 things we can change today? What are 3 things we can plan to change in the future? 45 mins Participant training manual to have plan of action, participants will be given the opportunity to complete this and then share with the group Wrap up Wrap up and summary of outcomes Lessons Learned 45 mins Facilitator slides Each participant to fill in the feedback form with one thing that they have learned during day one and how they will apply it to their work Complete overall training evaluation form END OF DAY TWO
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- 20. 159 TOOL 8.7 Shelter programmes Background One of the first steps to be taken by victims wishing to escape from the control of traffickers is to a find safe and secure refuge. Despite the prospect of continued abuse, many victims choose to stay because the prospect of leaving involves more danger and greater vulnerability. The lack of a safe and secure refuge often results in the victims returning to their abusers after an initial escape because of the fear of violence and the intimidation they are subjected to. It is therefore critical that real and practical options for the safety and security (both in the short and long term and in both the State of destination and that of return) are made available to victims of trafficking. This tool reviews some of the basic considerations that must be kept in mind in creating safe shelters for victims. Type of shelter The victims of trafficking have both short-term and long-term needs for safe shel- ter. The nature of the shelter they need may evolve as their individual situation changes and they advance in their own process of recovery. The need they expe- rience may be for one of the following types of shelter: • An immediate, safe and short-term shelter • A temporary but safe and secure shelter with opportunities for other needs to be met (e.g. medical, psychological, legal) • A halfway house, hostel, transitional housing or other assisted lodging arrange- ment • A place where they can live independently The most basic and immediate requirement is a protected and secure shelter at the time of contacting the authorities or the agency providing assistance or before depor- tation or repatriation. In these shelters the victim is protected from harm from the trafficker and has access to immediate short-term assistance. This may include basic medical attention, short-term counselling, legal information, emergency financial assistance and access to information. Shelters in the State to which the victims are returning will often need to provide some support to facilitate the rehabilitation process and the victims’ reintegration with their families or communities. Without the protection of the shelter and the interim assis- tance it can provide, victims may be at risk of further harassment or revictimization. For example, the IOM office in Kyiv has opened a rehabilitation centre and a shel- ter to provide protection and support to returned victims of trafficking. Working with Ukrainian health authorities, IOM provides social and psychological counselling, psychiatric care, gynaecological and medical examinations and treatment for the vic- tims in a sensitive and confidential manner. IOM works with a Ukrainian network chapter 8 Victim protection and assistance 06-550066-TRAFFICKING-FINAL.qxp 6/8/06 7:54 pm Page 159
- 21. 160 of some 15 non-governmental organizations to provide assistance to victims and with the authorities to facilitate their reintegration process. After victims leave the IOM shelter, regular contact is maintained to monitor their reintegration process and to determine whether they or their families have been threatened or harassed. In States where temporary visas and other programmes enable victims to stay for some time in the destination State, victim support programmes in partnership with Governments and immigration authorities provide shelters where victims can stay without fear or unwanted interference for a period of time while they recover from their ordeal and find some new direction for their lives. The essential elements of these shelters include a supportive environment, the provision of information about available services and access to existing community facilities and services. When victims are not faced with imminent deportation or repatriation, less insti- tutionalized forms of shelter may be appropriate. For example, in Italy a special assistance programme makes it possible for victims to attend different types of shel- ters before being given lodgings in independent flats. Language classes and voca- tional training courses in local companies are offered. These training courses make it possible for victims to learn the rudiments of a job. Similarly in France, the Comité contre l’esclavage moderne provides help and protection to victims of domestic slavery, largely from West Africa and Madagascar. The comprehensive assistance provided to these victims begins with urgent shelter in a protected flat. As the victims recover from their ordeal, they are then lodged in hostels or halls of residence, or are taken in by volunteer families. They are entitled both to legal aid to help them defend their rights in court and to administrative assistance to help them obtain residence and a work permit. At the same time, victims are pro- vided with continuous assistance as they move towards independence. The critical aspect of these programmes is that provision of shelter is matched to comprehensive and focused programmes of assistance, with the type of shelter matching the stage of recovery of the victim of trafficking. Specialist non-govern- mental organizations provide the expertise and operational management with fund- ing from Governments. With this planned approach, the move towards independence and control over the lives of the victims is facilitated. Children’s needs for shelter are different from those of adult victims and separate shelters and programmes must be available for child victims of trafficking. Vulnerable because of their age and without the protection of a family, children tend to need safer and more protected environments for longer periods. The assis- tance they require must often be provided over a longer period of time than for adults. There is considerable evidence that child victims of trauma may have longer- term and more serious reactions than adults. For those States which do not provide separate shelters for child victims of traf- ficking, existing systems of child protection may be able to provide the children with shelter, medical and psychological support and education and training. Toolkit to Combat Trafficking in Persons 06-550066-TRAFFICKING-FINAL.qxp 6/8/06 7:54 pm Page 160
- 22. 161 In some circumstances, returned victims of trafficking will be so ill that their need for shelter will be a permanent one. This is often the case for victims who are seri- ously ill with hepatitis or HIV/AIDS. These victims may be rejected by their fam- ilies or communities and have little chance of finding employment or security. Their emotional needs may be high and opportunities for assistance and self-development may best be met by longer-term or permanent shelter and support. Models of shelter Drop-in and counselling centres Drop-in centres or counselling centres can form a link between specialized services and the police, outreach work or other institutions that come into contact with pre- sumed trafficked persons. These institutions provide initial counselling; assessment of social, medical and psychological needs; specialized services including shelter; and further referral of the presumed trafficked person. Drop-in centres should create a database on social services in the State that are acces- sible to trafficked persons. Furthermore, they can collect anonymous data on traffick- ing cases. In Serbia and Montenegro, for example, a team has been created representing the main anti-trafficking non-governmental organizations and social welfare authori- ties. This team assesses trafficked persons in a Referring and Counselling Centre (drop- in centre) and then refers them to advanced services, including a shelter. Confidential shelter A confidential shelter should create a safe haven for a trafficked person by assur- ing high security standards while respecting their right to privacy and autonomy. In general, this involves accommodation facilities with a secret address for pre- sumed trafficked persons who may still be in danger from traffickers. The advan- tage of using decentralized, flexible and secret apartments instead of one central building is the higher level of security. Once such a system is in place, apartments can be rented and cancelled frequently, so that the address remains secret for longer periods of time. Moreover, decentralized apartments help ensure provision of hous- ing suitable for different target groups, such as men, women and children. Some States—the Netherlands, for example—use the existing infrastructure of shel- ters for female victims of domestic violence. In this case, clear agreements and a transparent division of tasks must be in place between the counselling centre (drop- in centre) and the shelter. In general, good management of a confidential shelter requires sound regulations to be in place on such issues as admission procedures, staff regulations, termination of accommodation, handling of complaints of occupants and administrative procedures. Source: National Referral Mechanisms: Joining Efforts to Protect the Rights of Trafficked Persons (Warsaw, OSCE, 2004), available at: http://www.osce.org/documents/odihr/2004/05/2903_en.pdf chapter 8 Victim protection and assistance 06-550066-TRAFFICKING-FINAL.qxp 6/8/06 7:54 pm Page 161
- 25. SHELTER ASSESSMENT TOOL Assessment Interview Prompt Questions 1. How are people referred to you? How do they find you? 2. What do you understand your role to be in supporting people who arrive? In particular how to respond to people who disclose abuse? 3. Do you work with other organisations or partners in the work you are doing? (Government or Non-Government) 4. What information is collected about the person? How and why is it collected? What is done with the information? 5. What are the main issues faced by people who come to you? 6. What services are offered or provided whilst the person is with you? 7. What resources are available to you to assist people? E.g. financial assistance, meal allowances, material assistance (clothes) etc.? 8. What are the goals of the shelter? 9. Is information collected about the goals and plans of the individual accommodated, if so, what can be done to assist in achieving these goals? 10. What is the assistance that people are seeking when they leave their situation? E.g. do they want to return home? Do they want to seek legal redress? a. If people wish to return what is done to assist with this? Are there plans in place to manage safety? b. Are there avenues or pathways for legal redress? 11. Are there services available to assist with people’s mental and physical wellbeing? a. Basic medical attention? b. Short term counselling? c. 12.What is the role of law enforcement? a. Is legal information provided to people, how is it provided? Shelter name & location Date of assessment Assessment conducted by
- 26. Observation Checklist Guideline Yes No Comment Establishment of the Shelter: Shelter Aims Adequate, safe & secure temporary living environment Adequate, safe and secure working environment for staff Location of the shelter is confidential Stabilisation of victim to prevent further harm and enable max. recovery Well-trained staff working in a collaborative, inter-disciplinary manner to provide a comprehensive continuum of care for victims Quality protection and assistance to victims based on individuals case service plans Operate effectively and efficiently within counter- trafficking victims assistance and protection frameworks in various countries and regions Provision of services is not linked to legal proceedings Premises and Layout of Shelter Shelter is clean, safe and comfortable Facilities and furnishings are in good repair and in compliance with health, fire, electricity and building codes (local) 24 hour service Residents can come and go voluntarily
- 27. Kitchen & dining area, functional & sanitary Group living area Bathroom facilities, functional & sanitary Sleeping facilities. Residents have their own bed, clean bed linen& a place to store personal belongs Private counselling/casework room Office for shelter staff Medical examination room Laundry & washing facilities Recreation area Storage space Maximum shelter capacity is not exceeded (i.e.: residents are not overcrowded) Shelter hours and admission policy is in place & referring sources are aware Security: - Is there a risk assessment framework in place? - What provisions are in place for residents & staff Are there emergency procedures in place? - Breach of security where residents are in danger? - Risk of suicide - Risk of physical harm to others? Shelter Services Is information available to residents in a language they understand?
- 28. Are residents provided with a basic material package when they arrive? Are residents offered medical care? Are residents offered counselling/psychological care? Are residents offered legal information? Are there any options for recreation? Case service plan/case management framework in place? Record Management: - Are there procedures in place about what information is collected, how the information is used, and where the information is stored? Are residents offered assistance when they leave the shelter? If yes, comment. Shelter Management & Staffing Shelter manager in place Direct counsellor/psychological staff in place Supervision & general care of residents staff in place Financial oversight & procurement staff in place Shelter Staff Management & Training Staff are trained & receive ongoing training
- 29. Staff Code of Conduct Staff roster or schedule is in Place Staff supervision is in place Shelter for Minors Note- for shelters catering to minors a more comprehensive assessment should be undertaken. Children are in safe accommodation with their own place to sleep Children provided accommodation appropriate for their age Housed with other children of their own age and gender Family members are housed together (if safe and appropriate) Necessary authority to house minor has been received Services are provided for children to assist with their development and reintegration?
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- 43. SECTION 1: GENERAL INFORMATION Organization name: Shelter/facility address: Date of opening: Assessment date/number: ___/___/____ 1st 2nd 3rd Participants: Number of residents: ...in the past 12 months …since the shelter/facility opened Total # # who are trafficking victims Total # # who are trafficking victims Girls (under 18) Adult women Boys (under 18) Adult men Please briefly describe how residents enter the facility (estimate %): How many walk-in? How many referrals? Where do referrals come from? Please list all shelter staff, their age, gender, titles, certifications, and responsibilities. SECTION 1: GENERAL INFORMATION Organization name: Shelter/facility address: Date of opening: Assessment date/number: ___/___/____ 1st 2nd 3rd Participants: Number of residents: ...in the past 12 months …since the shelter/facility opened Total # # who are trafficking victims Total # # who are trafficking victims Girls (under 18) Adult women Boys (under 18) Adult men Please briefly describe how residents enter the facility (estimate %): How many walk-in? How many referrals? Where do referrals come from? Please list all shelter staff, their age, gender, titles, certifications, and responsibilities.
- 44. SECTION 2: SERVICE AREA WALK-THROUGH 1. FACILITIES Score [1 = poor; 5 = outstanding] Comments 1. Location: Removed from red light or other hazardous areas 1 2 3 4 5 2. Schools: Convenient to primary and secondary schools 1 2 3 4 5 3. Neighborhood services: Convenient to hospital, police, and market 1 2 3 4 5 4. Ambience: Sufficient natural light; overall welcoming and free ambience and furnishings 1 2 3 4 5 5. Cleanliness: Healthy noise levels; clean air and ventilation; clean water, with adequate supply for washing, bathing, drinking; clean bathrooms; clean beds and sleeping area 1 2 3 4 5 6. Bathroom: 1 toilet for every 6 to 8 children and every 4 to 6 adults; toilets readily accessible from sleeping areas 1 2 3 4 5 7. Sleeping areas: 1 mattress per resident; indoor, single-sex sleeping arrangements and separation from but close proximity to staff 1 2 3 4 5 8. Privacy: Separation of public and private spaces; locked storage space for each resident; gender and age-sensitive privacy structures, including bathing and recreation areas 1 2 3 4 5 9. Nutrition: Adequate, wholesome, and clean food; special diets for pregnant and lactating victims, and ethnic and religious needs; informational pamphlets available 1 2 3 4 5 10. Recreation: Adequate age- and gender- appropriate recreation and leisure time and materials; ensure recreational options for physical, educational, social, psychological, aesthetic/creative, and spiritual activities 1 2 3 4 5 SUBTOTAL (out of 50):
- 45. 2. SAFETY, SECURITY, AND ACCESS Score [1 = poor; 5 = outstanding] Comments 1. Safety: Free of factors that have an adverse effect on the care of victims, such as violence, restriction of physical freedoms, or drug abuse 1 2 3 4 5 2. Security: Protected facility, with careful scrutiny of all visitors; blocking of access by exploiters, their representatives, strangers 1 2 3 4 5 3. Freedom of choice: Victims have the right to choose to not meet visitors, and also to not participate in programs 1 2 3 4 5 4. Freedom of movement: Free movement within and from the facility; restrictions only in relation to a child where they have been agreed upon in the case management plan to safeguard his/her welfare 1 2 3 4 5 5. External access: Appropriate access to Telephone (safe communication), their children, family, and community resources; education for victims for how to keep themselves safe when in the community 1 2 3 4 5 SUBTOTAL (out of 25): 3. MEDICAL & PSYCHOSOCIAL SERVICES Score [1 = poor; 5 = outstanding] Comments 1. Healthcare facilities: Access to periodic, confidential check-ups by registered medical practitioners and counselors; stock of basic medicines and first aid equipment with staff trained in their use 1 2 3 4 5 2. Medical services: Provision of adequate, confidential medical services with regular check-ups; provision of complete health assessment within a week after admission into facility; HIV test voluntary, following national standards on VCT. 1 2 3 4 5 3. Psychosocial services: Provision of confidential, goal-based psychosocial counseling with a focus on positive self- identity and independence 1 2 3 4 5 4. Harm reduction: Trafficked persons do not have to recount negative experiences repetitively 1 2 3 4 5 5. Referrals: Provision of referrals for specialized medical, psychosocial, or addiction-related care as needed 1 2 3 4 5 SUBTOTAL (out of 25):
- 46. 4. EDUCATIONAL & VOCATIONAL SERVICES Score [1 = poor; 5 = outstanding] Comments 1. Access to education: Victims and minor dependents helped to obtain free formal education, including free supply of books, uniforms, transport, and scholarships 1 2 3 4 5 2. Life skills and non-formal education: Provided by properly trained personnel in lieu of or in addition to formal education, including literacy and numeracy (or referrals made) 1 2 3 4 5 3. Timeframe: Entry or re-entry of victim into formal or non-formal education as early as possible 1 2 3 4 5 4. Skills training: Provided to teens and adults, ideally with apprenticeships or job placement services (or referrals made) 1 2 3 4 5 5. Marketability: Livelihood training provides competitive, adequate skills for viable markets that are not over-saturated 1 2 3 4 5 SUBTOTAL (out of 25): 5. SHELTER STAFFING AND MANAGEMENT Score [1 = poor; 5 = outstanding] Comments 1. Staff training and competency: All staff are trained and certified at a level appropriate for the operating environment 1 2 3 4 5 2. Behavior management: Peer group discussions to mediate day to day issues such as bullying, abusive language, fighting, and exploitation 1 2 3 4 5 3. Discipline: Discipline through constructive measures and positive reinforcement; food deprivation, confinement, and physical punishment prohibited; staff code of conduct enforced 1 2 3 4 5 4. Client feedback: Mechanisms for clients to provide monthly feedback on services, quality and appropriateness of programs, and quality and helpfulness of staff 1 2 3 4 5 5. Referral networks: Referral systems and coordinated linkages to quality care, training, and other services 1 2 3 4 5 SUBTOTAL (out of 25):
- 47. 6. CASE MANAGEMENT AND VICTIM EMPOWERMENT Score [1 = poor; 5 = outstanding] Comments 1. Right of refusal: Adult trafficked persons have the right to refuse services at any time, including before and after entrance into a shelter/facility 1 2 3 4 5 2. Orientation: Orientation to services, facilities, procedures, and victim’s rights provided in victims’ native language; victims given ample time to settle in comfortably and reflect on their options 1 2 3 4 5 3. Family tracing: Tracing of family members, communities, and relatives keeps the victims best interests in mind 1 2 3 4 5 4. Confidentiality: Complete facial and personal identity of each victim kept confidential 1 2 3 4 5 5. Case management system: Maintain all relevant details on victims in a confidential case management database 1 2 3 4 5 6. Time-bound case management and goal- setting: Timeline for progress from emergency stage → stabilization stage → exit planning stage, with measurable baselines, goals, and timelines 1 2 3 4 5 7. Victim empowerment and choice: Goals and timelines are set by the trafficked person, with counseling from trained staff 1 2 3 4 5 8. Economic reintegration plan: Victims have individualized plans to meet their livelihood and financial needs 1 2 3 4 5 9. Legal services: Assistance with obtaining relevant documentation and remedies, including compensation, through criminal, civil, and administrative channels 1 2 3 4 5 10. Reintegration procedures: Procedures for planned and emergency departures told to all victim residents; adults can leave freely at any time 1 2 3 4 5 SUBTOTAL (out of 50): SECTION 2. SERVICE AREA WALK-THROUGH: SUMMARY OF SCORES 1. Facilities / 50 4. Education / 25 TOTAL 2. Safety / 25 5. Shelter management / 25 / 2003. Med/Psychosocial / 25 6. Case management / 50
- 52. FREQUENTLY ASKED QUESTIONS Q1. Who should use the Shelter Checklist? Trained shelter managers and staff, individually or in teams. Q2. Where should it be used? At participating reception centers, shelters, or other custodial facilities that serve a significant number of victims of human trafficking annually. Q3. When should it be used? At least 3 times, according to the national shelter team’s schedule: first assessment, mid-project assessment, and third assessment. Approximately 6-8 months should pass between assessments, to allow for improvements to be made. Q4. How should it be used? According to instructions…provided here! UNIAP training can assist individual teams or groups of teams in how to use the Checklist properly. Q5. Why should it be used? The Checklist gives shelter managers a common “language” to speak with each other about the strengths, weaknesses, and needs of their services. This will help managers to link with each other for the purpose of exchanging good practice, helping each other improve their services and materials, and strengthening service referral mechanisms nation-wide. Thus, it will assist in improving not only individual shelter services, but also the nation-wide standard of care given to victims of human trafficking.
- 53. SHELTER CHECKLIST SECTION 1: GENERAL INFORMATION The purpose of Section 1: General Information is to collect key data on the shelter, including: • Who is being served by the shelter, • Where the intake comes from, and • Who works in the shelter. In Section 1, as you collect information on intake and clients, be sure to gain a strong familiarity with the following 5 areas of interest: Client numbers. How many people are served annually, and how many are in the facility at any one time? Is the shelter over-busy? Under-busy? Proportion of trafficked persons. Are a significant number of the clients in the facility trafficked persons? If not, who are the major clients? Is this an appropriate facility to include in an anti-trafficking program? Client gender. Are males and females both served? If so, throughout the assessment, be sure to look at how and when males and females are kept separate as appropriate. Client age. Are both children and adults served? If so, how young are the children? Throughout the assessment, be sure to look at how young children, older children, and adults are provided with education, leisure, and security in an age-appropriate way. Staffing. How does the number of shelter staff compare with the number of clients? Is the staff over-busy? Under-busy? Are they qualified to provide the services that they provide?
- 54. SHELTER CHECKLIST SECTION 2: SERVICE AREA WALK-THROUGH The purpose of Section 2: Service Area Walk-Through is to collect key data on the shelter from walking around the shelter, observing clients and facilities, and speaking with the manager and other staff. It is important to score shelters according to the real observed situation, and not just based on discussion with shelter staff. It is recognized that reception centers and longer-term shelters have different goals and opportunities for assisting victims of trafficking: reception centers only have a few days or weeks to provide immediate care and proper referral or reintegration, while longer-term shelters have to also consider longer-term medical, educational, and vocational options for clients. Shelter assessment team members may want to confer with each other on scoring for consensus, so that the team can provide one set of agreed feedback to the facility being assessed. In Section 2, be sure to… …look around carefully! …count things, like beds, bathrooms, and other facilities …look inside things (with permission), such as medicine cabinets and cabinets for case files …read posters, rules, and advocacy materials …ask many questions. This will help the team gain a strong familiarity with the following 6 assessment areas: 1. Facilities (10 questions, 50 points total). Are the facilities safe and pleasant, providing enough privacy, sleeping space, storage space, and leisure space for the number of clients it serves? Is it too cramped or too empty? This is relevant for both reception centers and longer- term shelters. 2. Safety, Security, and Access (5 questions, 25 points total). Are the facilities safe and secure, while not being too restrictive of freedom of movement, and allowing clients to remain connected with the outside world and society in a safe way? This is relevant for both reception centers and longer-term shelters. 3. Medical and psychosocial services (5 questions, 25 points total). Does the facility ensure that client medical and psychosocial needs can be checked regularly and confidentially, and that specialist service needs can be quickly diagnosed and appropriately addressed either on-
- 55. site or elsewhere? Both reception centers and longer-term shelters have to consider immediate medical and psychosocial needs, and longer-term shelters may have to develop longer-term goal-based psychosocial care plans for clients who require them. 4. Educational and vocational services (5 questions, 25 points total). Does the facility ensure that client educational and vocational needs are appropriately addressed, with children being integrated into local schools and adults receiving vocational and life skills training designed to assist them reach viable post-reintegration economic goals? Reception centers may not have clients for long enough to provide educational and vocational services, but they may be able to make initial case assessments that are very useful in informing longer-term care providers. 5. Shelter staffing and management (5 questions, 25 points total). Is the staff appropriately trained, certified, and realistic about the services they are qualified to provide themselves versus the services they should provide to clients through referral networks? Do they seek feedback from clients on how to improve their services, and do they discipline clients appropriately? Good facility staffing and management is critical for both reception centers and longer-term shelters. 6. Case management and victim empowerment (10 questions, 50 points total). Is the overall environment and philosophy behind case management one of client empowerment, choice, and confidentiality? Are economic and legal needs recognized, as well as psychosocial and safety? Having support providers with an empowering attitude is critical for victims of trafficking, at every step along the way. What is the purpose of the scores? In Section 2, in the beginning of the shelter assessment process, it may be difficult to pick a score for some of the items: it may be hard to imagine what is a 2 versus a 3 versus a 4 should be for some of the items. Additionally, at the end of Section 2, there is a summary of scores as follows: SECTION 2. SERVICE AREA WALK-THROUGH: SUMMARY OF SCORES 4. Facilities / 50 4. Education / 25 TOTAL 5. Safety / 25 5. Shelter management / 25 / 2006. Med/Psychosocial / 25 6. Case management / 50 To make scoring easier and clearer, here are some important points to remember when scoring, and when discussing scores among assessment team members:
- 56. Reflect on the 6 summary points outlined on the previous page. Use them as guiding principles to the philosophies behind the scoring. Benefit from honest discussions with your shelter assessment team members. Reflect on other shelters visited; be honest about strengths, weaknesses, and areas for improvement; and, consider all of the experience of the shelter managers and workers on the assessment team. Do not feel bad about giving a few low scores! Lower scoring items help to highlight gaps that need to be focused on and improved, and the Shelter Self- Improvement Project often provides the financial and technical assistance to address those needs. After the shelters undergo some improvements and get re-scored, those low scores will increase and real improvements will have been made that benefit victims of trafficking. Shelter assessment visits, Vietnam, September 2009.
- 57. SHELTER CHECKLIST SECTION 3: SERVICE PROVIDER VALUES AND PHILOSOPHY The purpose of Section 3: Service Provider Values and Philosophy is to understand: • The fundamental values of the service providers in the shelter, • How they view their clients, and • How they view their roles and relationships with clients. In this section, there are no numerical scores, just space for writing open-ended responses. There are no right or wrong answers. However, there are empowering attitudes versus non-empowering attitudes in all social services, and the questions in Section 3 are designed to highlight empowering and non-empowering approaches being used by the shelter staff. Assessing the key points in 12 open-ended questions can take time, and discussions between assessment team members will be valuable. Here are 3 key themes to consider when analyzing the responses of each shelter: Empowerment means seeing victims as individuals, and recognizing their unique needs. Do reception center staff try to assess the most urgent needs and concerns of the individual, including security or safety concerns in their family or home town that may challenge reintegration? Do longer-term shelter staff work with clients to design individualized psychosocial, social, and economic/vocational programs? To truly individualize support programs to victims, do shelters use referral networks to give clients more service options? Empowerment means helping victims realistically plan for their future. Are longer-term shelter staff working with clients to immediately set individualized, realistic goals for the individual’s future, including social, economic, and vocational goals? Are counselors meeting with clients regularly to discuss progress toward these goals, and helping them to improve progress? Empowerment means not being paternalistic. Are both reception center staff and longer-term shelter staff treating clients in an age and gender-appropriate way? Are adults being treated as adults, and not as children, with full rights to decline assistance and give feedback about what they like and do not like? Remember: being sympathetic and compassionate to victims does not mean treating them like children!
- 58. SHELTER CHECKLIST SECTION 4: SHELTER IMPROVEMENT ACTION PLAN The purpose of Section 4: Shelter Improvement Action Plan is for each facility to review the results of Sections 1, 2, and 3, including all feedback from shelter assessment colleagues, then to identify and plan: • What are the highest priority areas requiring improvement? • How exactly would those needs be addressed? • Who are the partners that could be involved to address those needs? • When could this be done, and how much would it cost? The highest priority areas needing improvement could be specific areas with low scores in the Section 2 Checklist, or it could be more general improvements required in empowerment or shelter staff capacity and management (this would be seen in Sections 1, 2, and 3). There are 2 general categories of improvements: Physical needs of the facility. Physical improvements include purchasing items such as mattresses, cabinets with locks, or age and gender-appropriate books, leisure, and sports equipment. Or, it could mean painting and decorating the shelter to make a more welcoming and pleasant ambience, or putting up a fence for privacy and security. Most of the physical needs will be identified in Section 2 of the Shelter Assessment Checklist – those items with lower scores. Capacity needs of the staff. Staff capacity building needs could include improvements in the empowering and individualized approaches taken by individual staff, or strengthening the facility’s overall case management and shelter management systems. Capacity needs can be identified in all 3 sections of the Shelter Assessment Checklist. It is best if the management and counseling staff of several shelters could be trained together on topics of similar interest (such as advanced trauma counseling or techniques for empowerment), for 4 important reasons: 1. It allows for the exchange of ideas, good practice, and useful materials; 2. Everyone together can set a common standard; 3. Service referral networks can be strengthened when shelter staff get together and talk about the services they offer and the needs and interests of their clients; and 4. It is more fun and cost-effective!
- 69. THE IOM HANDBOOK ON DIRECT ASSISTANCE FOR VICTIMS OF TRAFFICKING 50 Annex I Screening Interview Form
- 70. 51 CHAPTER 2 SCREENING OF VICTIMS OF TRAFFICKING
- 71. THE IOM HANDBOOK ON DIRECT ASSISTANCE FOR VICTIMS OF TRAFFICKING 52
- 72. SHELTER CASE MANAGEMENT ASSESSMENT TOOL Purpose: The Case Management Assessment Tool is a way for the client/resident to provide a summary of their needs and for the Case Worker to make a professional assessment of the client's/resident's needs. It builds on the initial intake process with the client/resident. NAME: SHELTER: CASE WORKER: CLIENT/RESIDENT CONSENTS TO CASE MANAGEMENT: Yes No DATE OF ASSESSMENT: PRIORITY FOCUS AREA IDENTIFIED NEEDS PHYSICAL HEALTH Consent to obtain information from GP/Health Supports Yes No Details of current GP and/or Specialists (if any) Current Urgent Medical Needs Injuries/ Physical Trauma Addictions/Abuse- Drugs/Alcohol, Gambling Dental Needs Generic Shelter Needs Assessment Tool_2014
- 73. Vision Needs MENTAL HEALTH Consent to obtain information from GP/Health Supports Yes No Details of current counsellor/psychologist or Mental Health Support (if any) Past/Trauma or Abuse Is there anything about your story that you would like to share with us, to help us understand why you may be feeling the way you are feeling? Current Mental Health issues (diagnosed/undiagnosed) Is there anything in particular that you would like to share with us about how you are feeling? (Anxious, hopeless, worried etc) Why do you think you feel this way? Current Medications (if any) Generic Shelter Needs Assessment Tool_2014
- 74. LEGAL SERVICES Consent to obtain information from Lawyer Yes No Details of current lawyer or migration agent (if any) Current Legal Issues EDUCATION & TRAINING Current Education & Training Situation Are you currently studying? If yes, what, how often, where? If no, would you like to study? What would you like to study? Etc. Past Education & Training Situation Did you go to school? What was the highest level of education you achieved? Did you do any other study after school? Etc. Future Goals Generic Shelter Needs Assessment Tool_2014
- 75. EMPLOYMENT Current Employment Are you currently employed? Where are you employed? Hours of work etc. Past Employment Have you ever been employed? Where have you worked in the past? Finding Employment/Future Goals Generic Shelter Needs Assessment Tool_2014
- 76. HOUSING Current Housing Situation What is your current housing situation & how do you feel about it? Is this a long-term housing solution for you? Previous Housing Situation Where were you living before now? Why did this housing breakdown? SOCIAL SUPPORT & LIVING SKILLS Environmental Orientation Generic Shelter Needs Assessment Tool_2014
- 77. Language Communication/Literacy Skills Current Social & Family Supports Are there any supports in the community that can be drawn on? What is the current relationship with family like? Living Skills Confidence with • Household tasks (cooking, cleaning, shopping etc) • Communication with Others (job interviews, talking/negotiating with others etc) • Money Management (Saving money, budgeting, managing bills) • Recreational & Social Confidence (approaching a community group, involvement in recreational activities) Which of these areas would you like help with, if any? Generic Shelter Needs Assessment Tool_2014
- 78. HUMAN RIGHTS & SELF ADVOCACY Are you aware of your rights? • Work Rights • Tenancy Rights • Civil Rights etc. • Basic rights of a Human Being (UN Convention.) • Consumer Rights Where possible- Would you like to have access to this information in your first language? Would you like any information about your rights and obligations? (E.g. Accidents and Compensation, Banking & finance, Courts & Tribunals, Cultural and Recreation, Employment, Health, Housing, Discrimination, Immigration and Citizenship etc) SPIRITUAL Do you identify with a religion? If yes, what religion? Do you attend a regular place of worship? If yes, where? How often? Would you like to become involved in a church/religious community? Generic Shelter Needs Assessment Tool_2014
- 79. OBSERVATION NOTES/IMMEDIATE OR URGENT REFERRALS OFFERED: . Generic Shelter Needs Assessment Tool_2014
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- 99. 43
- 100. 1 Saleebey. D (Ed) (2006) ‘The Strengths Perspective in Social Work Practice” (4 th Ed.) Boston: Pearson Education Inc. The Language of the Strengths-Perspective Language and words are powerful. Words can inspire, yet they can destroy. We must examine the words we use with and regarding our clients. We should ask: Are we communicating hope, belief in their potential, and acknowledging their resiliency? Or are we teaching helplessness, defeating their goals, or weakening their aspirations? Believing in the client Believing in the client is central to the Strengths Perspective. Questioning the validity of the clients’ views does not help them to overcome adversity or oppression. We must convey our belief in the clients’ potential. Dialogue and collaboration In a humble and caring dialogue, based on empathy, connection, and inclusion, we can overcome the barriers of oppression and mistrust. This horizontal relationship facilitates deep connection and collaboration. When we work with clients, we collaborate with them through an open negotiation and the recognition of the clients’ insights, views, and aspirations. In other words, we collaborate with them by listening to their voices. Empowerment It is necessary to challenge the derogatory labels in order to identify and mobilize the power within individuals and their communities; foster connections among individuals, families, institutions, and communities; overcome the victim mindset and paternalism. This is possible when we trust people’s wisdom and perspectives, and believe in their dreams. Healing and wholeness For the Strengths Perspective, transformation and healing can come from the clients’ internal sources (not only from external sources). Healing implies looking at the whole person and recognizing the innate ability that body and mind have to regenerate and endure challenges. However, “healing requires a beneficent relationship between the individual and the larger social and physical environment” Hope Optimism and hope are necessary in the process of healing and transformation. Hope is related to positive emotions and feelings. It conveys the belief in a positive future. The Strengths Perspective proceeds from the recognition of the clients’ promise and potential. This does not mean that we do not acknowledge the individual, communal, or structural challenges. We understand the individual pain, suffering, limitations, and needs, keeping always a hopeful attitude and a profound belief in the possibility of change. Membership Belonging and inclusion are essential to human beings. We must proceed from the recognition that every single client we serve is a human being like us, a member of our species, and thus, is expected to get all the respect, dignity, and responsibility that every human being deserves. Plasticity Self-regulation, flexibility, and adaptability, are words that several authors have used to describe this human capacity to “alter, extend, and reshape behaviour, feeling, and cognition” 1 A clear example of this surprising human plasticity is evident in the placebo effect. Resiliency Resilience refers to the capacity to surmount adversity, to meet the challenges and ordeals of daily living as well as extraordinary circumstances that confront us. Resilience is the ability to bounce back from, or to simply endure with dignity, the tribulations that life may send your way.
- 103. GENERAL INFORMATION FORM Interpreter Required Yes No Interpreter Name: ______________________ TIS Job No: ______________________ Personal Details Given Name: Surname: Other Names: Preferred Name: DOB: Age: Nationality: Ethnicity: Primary Language: English: None Limited Fluent Next of Kin: Contact Number: Relationship: Address: Family Information Marital Status: Single Married Divorced Widowed Other Name of Spouse: Spouse Contact Info: Children: Yes No 1. Age: Gender: M F Residing With: 2. Age: Gender: M F Residing With: 3. Age: Gender: M F Residing With: Other Family Contact Information 1.Emergency Contact 2. Identity Documents Country of Origin Documents Country of Origin: Passport No: Visa Type: Expiry Date: Visa No: Other ID Documents: Expiry Date: Australian Documents Date of Entry: Proof of Age/Licence No: Student ID: Financial Information Income Source if any? Any financial debts? Savings or money available to client?
- 106. CASE MANAGEMENT PLAN Purpose: The Case Management Plan is a summary of the priority items/actions identified through the Case Management Assessment Tool. It is the forming of an agreement between the Case Worker and the client/resident. Name: Case Worker: Date: CLIENT/RESIDENT NEEDS AND CONCERNS GOALS CLIENT/RESIDENT ACTION & TIME FRAME SERVICE ACTION & TIME FRAME SERVICE PROVIDER ALLOCATED PHYSICAL HEALTH MENTAL HEALTH Generic Case Management Plan
- 107. LEGAL SERVICES EDUCATION & TRAINING EMPLOYMENT Generic Case Management Plan
- 108. HOUSING & TENANCY SUPPORT SOCIAL SUPPORT & LIVING SKILLS Generic Case Management Plan
- 109. HUMAN RIGHTS & SELF-ADVOCACY SPIRITUAL Generic Case Management Plan
- 110. Case Contact List Please record the names and details for ALL other service providers involved with the client/resident. SERVICE NAME PHONE/FAX MAILING ADDRESS EMAIL CONSENT Generic Case Management Plan
- 112. MONTHLY GOALS REVIEW Client/Resident: Case Worker: Date: Next Review Date: CLIENT/RESIDENT REVIEW Purpose: The Monthly Goals Review is to assist you, the client/resident to review what has happened over the last month in relation to achieving your goals. Area What was achieved? How did this make me feel? What do I need to do to achieve my future goals? PHYSICAL HEALTH MENTAL HEALTH LEGAL SERVICES EDUCATION & TRAINING EMPLOYMENT HOUSING & TENANCY SUPPORT Generic Goals Review Form
- 113. HUMAN RIGHTS & SELF-ADVOCACY SOCIAL SUPPORT & LIVING SKILLS SPIRITUAL Generic Goals Review Form
- 114. CASE WORKER REVIEW Purpose: The Case Worker's role in the Monthly Goals Review form is to identify the agreed goals and review what has actually been achieved in relation to them. Future plans will be worked out with the client/resident at the review meeting. Area What was achieved? (Include the information [verbal & printed] given to the client/resident during the session) Future Plan PHYSICAL HEALTH MENTAL HEALTH LEGAL SERVICES EDUCATION & TRAINING Generic Goals Review Form
- 115. EMPLOYMENT HOUSING & TENANCY SUPPORT SOCIAL SUPPORT & LIVING SKILLS HUMAN RIGHTS & SELF ADVOCACY SPIRITUAL Generic Goals Review Form
- 116. MANAGER REVIEW Purpose: The Monthly Goal Review comments made by the Coordinator should reflect a review of the client's/resident's goals and the Case Worker's actions. Generic Goals Review Form
- 117. Action Plan What goals will we work on for the up coming month? I agree to work on my goals with my Case Worker to the best of my ability. Client/Resident Signature _________________________________ Date ____________________ Case Worker Signature _________________________________ Date ____________________ Coordinator Signature _________________________________ Date ____________________ Case Worker Responsibilities Client/Resident Responsibilities Notes Generic Goals Review Form
- 122. SHELTER IMPROVEMENT ACTION PLAN Action Plan adapted from: UNIAP Shelter Self-Improvement Project Toolkit What? Area requiring improvement How? Plan for Improvement? Who? Partners Involved? When? Targeted completion date How much? Estimated budget