The Bethesda Center - The United Way of Forsyth County

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Updates: Agency/Program 2 of 3 Received funding from Kate B Reynolds Charitable Trust to implement a collaborative housing project. Implemented a 90 day tracking system including identification process involving CHIN and was recognized by Hands on NW NC. Established a Client Advisory Council to be responsible for addressing client issues and consequences to eliminate any biases and in support of motivational/ peer specialist process. BCH has a trained staff person completing SOAR applications and is completing certification. Received an AmeriCorps Grant for a Volunteer/Program VISTA Coordinator. Transitioned the coordination of Resource Day Program from United Way to an activity maintained by Bethesda Center. Increased bed availability for women from 27 to 39. Challenges: Bethesda has identified and seen an increased in gang members between 18-25 seeking shelter. Because of this new challenge, the Center has requested the involvement of Parks and Recreation Gang Task force to provide staff with ongoing training on gang activities and identification and is in the beginning stage of developing a plan to address the issue of gang members in the shelter. Although Bethesda Center has revamped the staff, it appears that some issues are aligned with similar circumstances and continue to reoccur. Example, there has been an increased in complaints on Bethesda Center and the abilities of the staff. Our agency is the only shelter provider opened 24/7 during extreme weather. Therefore, clients and staff are interacting constantly. There has been an increased level of activity for the night shelter consisting of new entries and returning clients and lack of bed availability during peak times. The challenge is to meet housing needs while reducing shelter beds. Because Bethesda is practicing harm reduction, clients are entering the Center that may not be permitted to enter other locations. There are individuals entering Bethesda Center and they are inappropriate for entry due to major mental and physical disabilities; however, there are limited options. Lessons Learned: After many years of operating without a time limit for clients to stay in the shelter, a time limit policy was adopted for 90 days. Individuals making progress may apply for a 30 day extension (up to 2 extensions). Although the Clients adjusted to the new policy, many are recycling through other shelters. Therefore, the average length of stay was reduced and is consistent with other shelters. We have seen some of those affected by the first wave of the 90 day policy return to the Center. Due to funding cuts, BCH ceased providing evening meals and clients were able to eat when several churches became partners in providing meals through programming services at Bethesda. Clients don’t always understand that when agencies reduce or terminate a service that funding is the reason for the reduction instead of the lost being viewed as punishment to them. A major ongoing challenge at Bethesda is educating and helping the clients to change their attitudes from entitlement to self-reliance-with-assistance. Because we have been successful in placing some people into housing, the clients see it occurring for some and not for others; however, they do not understand why some are able to move into housing faster than others. Therefore, educating the clients on eligibility requirements for programs is very essential. Many individuals without impairments, lack of age eligibility and or income do not qualify for housing programs or any other assistance. There is a group of people who do not qualify or fit into any system or would be able to acquire housing if HAWS does not present the opportunity (client must pay a minimum fee for housing). We believe that clients should play an essential role in improving their situation while being pointed in the direction of multiple systems of assistance and help; there is expectation by participants that the system should do more. In the first six months of services, there was a decreased in the number of men being served due to housing placement or reduced enrollment and bed availability was converted to serving more women. For the first time since 2006, there were sufficient beds to meet demands for beds by women. Scanning identification cards increased accuracies in registering for services and card maintenance for entry into the Center has required clients to be responsible. Clients have brought into the identification process. Mid-Cycle Report – 2011 through 2013 January 2013 Version
Agency/Program 3 of 3 Bethesda Center is able to keep the Center open longer during the day due to UW funding and to ensure clients have a place to be. The Center is the only place other than the library, where they may stay indoors. Opening longer meant greater interaction between clients and staff (24/7) because until housing is acquired they have no other "place to be". Although we have a trained staff, the client levels (multiple barriers and demands) far exceed the staff ratio in the shelter and or in case management. The Community Intake Center becomes essential in referring clients to agencies that could address needs appropriately or diverting potential clients to other options. 4. Outlook: Please list and describe any program milestones that you are hoping to achieve during this final year of the multi-year funding cycle. Finalize procedures with Downtown Health Plaza to have an established program and person@ BCH to improve health/dental care access for the homeless and to reduce the call volume for ambulance services and repeat ER visits. Participate in the Community Coordinated Intake Center. Improve data quality by working with CHIN to prepare specific reports and to evaluate scanning of data into the system. Review and evaluate the 90 day tracking system for changes including the length of stay. Complete the strategic plan for the agency. Promote a new fundraising event. Establish a committee to evaluate the grievance process including the Client Advisory Council role and outside involvement. Explore a customer service model whereby the clients’ complaints are well received, and addressed in a timely manner. Executive Director will personally meet with the clients, every 2 weeks, to hear their problems and address them immediately. 5. Please use this space to provide any other pertinent information regarding your program. Bethesda Center is continuing to focus on rehousing people and to provide clients with resources to prevent the return to homelessness. Funding from the impact council allows BCH to offer services that would be unavailable i.e. the day shelter will close earlier and people would be more visible and meeting personal hygiene needs would return to being critical or the lack of. Note: Funding is contingent upon the results of the annual campaign. Mid-Cycle Report – 2011 through 2013 January 2013 Version
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The Bethesda Center - The United Way of Forsyth County

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