Mercy House By James Madison University

Finally, administrative workers to functions in the office, perform grant research and writing to identify funding to support these positions and meet regularly with the other staff to determine if we were providing effective services and to keep statistics on the level and quality of the services we provide (Executive Director).

The Methodist hospital of Indiana was undergoing organizational and leadership change in 1988. Their longtime head had retired and William J. Loveday became their new CEO. He brought in a whole new management team to help him implement new ideas and create a new culture there. His new CFO was in charge of the IS department and after discovering that the department was in shambles with no real direction, he hired Walter C. Zerrener to become the Chief Information Officer. Zerrener found that the Methodist Hospital had spent about $20 million to install a state-of-the-art proprietary patient management system called TDS in 1970s but had done no upgradation after that . The IS department was solely focused on keeping the TDS

was developed by the Skid Row Housing Trust with the intention of fighting homelessness with a holistic model to break the cycle of homeless. This particular organization inhabits the complexes with qualified individuals to connect residents with on-site case management, medical care, mental health services, substance use treatment, advocacy and community building (Skid Row Housing Trust, n.d.). The ground floor of the complex is occupied by the Department of Health Services’ Housing for Health division headquarters whose programs aims to house 10,000 of the county’s sickest, most vulnerable homeless in the following decade (Holland,

Establishing a Women and Children's Center that includes practical life skills such as vocational training and educational classes. Otherwise known as Nueva Vida Haven, this emergency shelter for women and children (under the age of 16) provides not only a secure place to sleep, but also cooked meals, clothing, toiletries, and showers. As many as 60 women and children use the shelter, and women are given individual counseling (http://www.sdrescue.org/our-programs/housing/emergency-shelter-for-women-and-children/)

According to Volunteers of America, over 670,000 Americans are homeless, 48 million people go hungry every night, and 46.2 million Americans live in poverty. In 2013, Volunteers of America helped hover 83,000 homeless individuals. This organization works to prevent and end homelessness through a range of support services including eviction prevention, emergency services, transitional housing and permanent affordable housing. By doing so they engage homeless individuals, including youth and families with children, and stay with them for as long as it takes to return them to self-sufficiency. This organization reach out to homeless individuals through street outreach and mobile outreach services and engage with homeless individuals, youth and families with children. Moreover, they provide assistance that ranges from paying a first month’s rent to offering permanent supportive housing so that people with disabilities can become stable and productive members of their communities.

The Huntington Veterans Administration Medical Center (VAMC) located in Huntington, West Virginia provides health care to over 54,800 Veterans annually (Smith-Dikes, 2013). The mission statement of the Huntington VAMC is “to provide excellent care and service to those who have served our nation – every Veteran, every time!” (U.S. Department of Veterans Affairs, 2016). With this statement in mind, to care for the needs of homeless Veterans in the area, the Huntington VAMC opened the Huntington VA Homeless Veterans Resource Center (HVRC) (U.S. Department of Veterans Affairs, 2016). The HVRC provides homeless Veterans and those at risk for homelessness with job assistance, counseling, housing referrals and laundry and shower facilities, as well as referral to physical and mental health appointments. The HVRC also maintains a donation room and in house emergency food pantry. In pursuit of providing quality care for homeless Veterans, the Veterans Administration (VA) has also created different programs that join together social work with primary care, mental health, and rehabilitation services to deal with complex issues faced by these Veterans (Amdur et al, 2011). In 2008, a joint program, known as Housing and Urban Development-Veterans Affairs

According to the 2012 Annual Homeless Assessment Report released by the Departments of Housing and Urban Development (HUD), an estimated 62,619 veterans were homeless on any given night in 2012. The good news is that the estimate represents a 7.2 percent decline from the 2011 estimate and a 17.2 percent decline compared to the 2009 estimate ("Veterans," 2013). Although progress is being made, there is much to be done. There are veterans with the same needs as the general homeless population, but also veterans with severe physical and mental health disabilities, related to their service, that necessitate permanent housing with supportive services.

As it relates to programs and services offered to the homeless, there is Coordinated Assessment (CA), which is a community wide system that connects those who are homeless, to available shelters or housing in the community. HRC or Homeless Resource Center provides space and community service that serve meals to the homeless during evening and weekend hours. Shelter Plus Care, also known as SPC is a federally funded housing program for the homeless. Housing Stability Funding (HSF) is a collaboration between Mecklenburg County, the city of Charlotte, and Charlotte Housing Authority to coordinate a funding process to support permanent housing stability for the homeless. Last but not least, there is Moore Place, which is an 85-unit apartment building for chronically

The nurses at Memorial Hospital work a regular schedule of four 10-hour days per week. The average regulartime pay across all nursing grades is $12.00 per hour. Overtime may be scheduled when necessary. However, because of the intensity of the demands placed on nurses, only a limited amount of overtime is permitted per week. Nurses may be scheduled for as many as 12 hours per day for a maximum of five days per week. Overtime is compensated at a rate of $18.00 per hour. In periods of extremely high demand, temporary part-time nurses may be hired for a limited period of time. Temporary nurses are paid $15.00 per hour. Memorial Hospital has a policy that limits the proportion of temporary nurses to 15 percent of the

Attica Memorial Hospital (AMH) is a non-profit acute care facility located in Norton County. The organization purchased and absorbed its competitor, Delphi Hospital in 2001, which also enabled it to acquire the reputable and well-known Ingelson Burn Center.

Sanctuary – Homeless young people arriving at our door are often frightened and mistrustful. Young men and women can grow only when they feel safe and secure. Covenant House protects them from the perils of the street and offers a critical sense of security.

The Homeless Veteran Housing Program was created to bypass group homes and work towards finding veterans safe and stable homes that they can restart their lives. The program will initially be implemented at Veteran Rehabilitation, initially the Greensboro Servant Center, in the Piedmont Triad area in North Carolina. As veteran homelessness is not only a problem in North Carolina, the program is planned to expand nationwide after implementation and

Activities, services and programs are executed by our staffs and volunteers, while administrative responsibilities are delegated to the executive directors.

SAS Institute is a privately held company that was founded in 1976. The company was founded by Dr. James Goodnight and John Sall, two academics from North Carolina State University.

There is a board that governs the agency and under the board is the executive director. The staff members of New Beginnings answer to the director, while the director answers directly to the governing board. The board members of New Beginnings are people from the community. The board consists of teachers, a social work professor, a special educator, a real estate agent, a detective, and more. The members of the board change every few years. Terri says that New Beginnings is a mixture of both formal and informal organization. Every person, from the board to staff, gets to have a voice and be part of the collaboration. The board has the final say on all decisions, but every person is encouraged to provide insight. Terri also explained to me that working at New Beginnings is more of a lifestyle than a job because everyone does so much more than what their job description says. Service providers have some say on major policy decisions, but it is usually the director and board making those