2002 Annual Report

Fresh Start Home

 

History of Fresh Start Home:              

In 1991, concerned community leaders began meeting to discuss the limited services available to single homeless women without children in their custody.  As a result of their discussion and labor, Fresh Start Home opened on March 2, 1992.  The original facility was a house located at 1809 Ryons Street.  The appeal of the property was the cost – the facility was donated to the program for the first two years of operation.  The limitation of the facility was the one water heater, which did not prove practical for the six, then nine, women able to be accommodated. 

 

In March of 1994, a brick fourplex was purchased by Fresh Start Home.  The program has been operating from 2323 F Street since 1994.  The current facility can house sixteen women through strategic room design.  While the facility boasts four water heaters and on site laundry facilities, space is limited.  In February 2001, with a vision toward expansion, the brick duplex next door was purchased.  The two apartments are currently utilized as rental property.  Ultimately, both buildings will be renovated and connected to increase capacity by an additional eight beds.  This expansion will allow Fresh Start Home to provide services to additional women who are homeless and also allow for redesign to maximize the added 1,300 square feet.  From the time when the shelter doors opened in March 1992 through December 2002, 726 women have called Fresh Start their home. 

 

Mission of Fresh Start Home:

The mission of Fresh Start Home is to ensure the provision of services to women who experience barriers in their lives and to assist restoration of these women to the community.  To address the mission, Fresh Start Home offers a safe, structured, alcohol and drug free environment for women invested in attaining self-sufficiency.  Fresh Start Home serves homeless women who do not have children in their custody.  Services are offered to women ages 19 years and older.  With a stay of up to one year, women are able to create an Individualized Goal Plan and receive the supportive services necessary to implement their program and reduce the barriers that precede homelessness. 

 

Description of Programs:

The organization is synonymous with the programs offered.  Transitional housing and supportive services are the entryway for women to reclaim self-sufficiency and lessen barriers to success.  The organization’s primary method of service delivery is emergency and transitional shelter.  Upon intake, women are encouraged to commit to a two-month stay.  While in shelter, women are matched with a team member based on the team member’s area of expertise, much like an on-site case manager.  During the intake process, each potential resident completes an Individualized Goal Plan.  This plan is implemented by the resident and supported by the staff team.  As a part of programming, residents are to donate four hours of service to a community-based organization each week, attend educational workshops at the house, and perform household responsibilities.  Additional programming may include: supervised child

 

visits, attendance at AA/NA, participation in domestic violence support groups, individual counseling, alcohol or other drug treatment/relapse prevention, compliance with Drug Court and the justice system, seeking and maintaining employment, medication monitoring, and attaining medical care.

 

An outreach position was created in 1999.  This addition has permitted Fresh Start Home the opportunity to continue serving a portion of women after successful departure.  The current Community & Outreach Coordinator conducts home visits with former residents and offers advocacy, support, and assistance in securing basic needs.  She also attends the weekly HUD Homeless Committee meetings.

 

Detail About Services Provided:

The rather simplistic offering of a twin mattress upon which to sleep is the first step in addressing the woman’s needs.  Through offering basic emergency services [food, clothing, shelter, hygiene items], women are able to reclaim their dignity and begin working an Individualized Goal Plan.  This plan requires dedication on behalf of the woman served and her advocate.  The plan acts as a road map for the woman to advance to reach the goal of self-sufficiency.  Through the attainment of employment, acquisition of life skills, maintenance of sobriety, and exploration of personal strengths, women are able to move beyond basic needs into addressing short-term goals.  Toward this end, women are required to attend groups in the community and to donate four hours of volunteerism to the community on a weekly basis.  Team members work with women to ensure services are available and appropriate.

 

Fresh Start utilizes a points and consequences system to determine privileges and allow women to work from an empowerment model.  Points are earned for actions related to healthy behaviors [i.e., doctor visit, attending an AA meeting, completing computer classes at Lincoln Action Program, performing community service, visiting a house of worship].  Conversely, points are lost due to behaviors contrary to house guidelines [i.e., failure to complete a chore, missing community dinner, late for curfew, disrespect to others].  While in shelter, women may spend their points for luxury items or privileges [i.e., overnight request, long distance phone card].  Upon departure, women may spend their points to purchase items needed to establish their household [i.e., furniture and appliances, cleansers, maintenance supplies, linens].  This service is a wonderful opportunity because most of the women enter Fresh Start Home with few possessions and leave with the tools to be successful in their new homes.

 

Residents are asked to complete a departure survey when they are preparing to leave Fresh Start.  These evaluations are compiled and summarized at the end of the year for staff review and recommendations for program changes.  Copies of the summary and evaluations are submitted as part of the reporting process to Lincoln Housing Authority.  The staff also completes departure evaluations that identify employment, housing, education, counseling, and support systems in place for women when they leave the program.

 

The Community Outreach & Support Coordinator documents home visits made during the year and the services provided to clients in their homes.  The success of individuals who are able to sustain their permanent housing is improved through continued contact with outreach services.

 

2002 Program Demographics & Highlights

 

In 2002, 103 women called Fresh Start their home.  Based 2002 data, 62% of women have been diagnosed with a mental illness; 62% report involvement in an abusive relationship; and, 76% report an addiction to alcohol or other drugs. 

 

AGES SERVED          Range                         Number                                  Percent                       

19-25 years

22

21%

26-35 years

27

26%

36-45 years

38

37%

46 years and above

16

16%

           

ETHNICITY/RACE 

Caucasian

78

76%

Hispanic

1

< 1%

African-American

17

17%

Native-American

6

6%

Asian

1

< 1%

Bi-Racial

1

< 1%

Other (explain)

0

 

 

 

Highlights

 

  1. 10th anniversary celebration hosted in October 2002.
  2. Successful fundraisers included: hosting a rummage sale in August, participation in the Younker’s Holiday Benefit in November, and hosting A Gathering of Stars Chocolate Party in December. 
  3. Volunteer and guest facilitator hours [3,560] translated into 1.75 FTE’s.
  4. The agency did experience reductions in staffing, benefits and salary in the past two years.  To address these limitations, the Board of Directors submitted several proposals for funding.  Through the attainment of additional monies, salary and benefits were restored for team members on December 31, 2002. 
  5. A 100% turn over in staffing occurred in 2002.  The new team members are committed to the agency mission and to providing quality services to women.  Funding is being sought for an overnight team member.
  6. All forms, including the Women’s Guidelines, were revised to reflect an empowerment model for residents.
  7. A new logo was selected to reflect the hope, strength and endurance of women who are homeless.

 

 

Future of Fresh Start Home

 

Programming & Services

Fresh Start Home anticipates the following program results with regard to support services offered in 2003-2004:

¨       Maintain the number of case managers at the agency [3FTE];

¨       Maintain the number of calls for service [approximately 30 per month];

¨       Documentation with regard to the number of calls for service answered between 12AM – 9AM [no baseline established];

¨       Maintain the number of meetings attended by team members [approximately 8 per month];

¨       Improved tracking regarding the number of meetings, contacts and training opportunities between team members and other agencies [no baseline established]; and,

¨       Documentation with regard to the number of referrals provided to residents [no baseline established].

 

Fresh Start Home anticipates the following program results with regard shelter services:

¨       Maintain the number of beds available and filled [capacity of 16];

¨       Maintain the number of women receiving services [approximately 90 per year];

¨       Increase the number of women unable to be served [baseline currently being established];

¨       Document the number of women receiving services at another agency [baseline currently being established]; and,

¨       Increase the number of women receiving outreach and supportive services following departure.

 

 

Strategic Plan

The full Board of Directors [13] and the full staff team [5] convened in March to develop a strategic plan.  Below are five areas of focus and a summary of each.

 

1.       Community Relations – focus on increasing visibility of the agency among providers, community members, and recruitment of new board members.

2.      Employee Issues – focus on securing funding for overnight staff [new position] and supporting current staffing level [4.2FTE]; staff training, development and recognition; and, revising Personnel Policy.

3.      Programming – focus on defining our niche; revising guidelines and criteria for admittance and continuation of residents; fostering strong relationships with community based organizations; and, deciding which services to offer on-site to best meet resident need without duplication of services.

4.      Facility  - focus on enhancing the appearance of the facility; creating a safe, welcoming atmosphere for residents; devising a plan to maximize limited space; and, embarking on a capital campaign.

5.      Finances – focus on diversifying funding sources; identifying effective fundraisers; maintaining positive relationships with current funders; developing a cash reserve; and, moving from short term financial stability to long term sustainability.