The Pine Street Inn Revenue Declining What Alternative Action

Pine Street prided itself on turning no one way. They always made room, even when all the beds were full. Some 12,000-homeless people were served at Pine Street each year. They were called guests and as their policy stated they were treated with respect and dignity. Pine Street had remained the place of last resort for anyone who, through some combination of physical or mental illness, disability, addiction, misfortune, social isolation, and poverty, had run out of options. Over the years, Pine Street grew by adding meals provided by local church volunteers, and an onsite clinic.

The strategy of CAMBA’s Park Slope Women MICA Shelter is a long-term plan of sustained growth of customer care in New York City. They are strategic when it comes to meeting the pressing needs of New York City dwellers. To begin with, they have identified that mental illness and drugs and substance abuse renders many city dwellers homeless and desperate. Most of the dwellers are hopeless with nowhere else to turn to and CAMBA’s Park Slope Women Shelter comes in as a source of hope for them. This strategy reflects the correct planning on the side of their leaders. This is evident from the fact that market share should be just adequate to cater for the present needs of the community (Drucker et al., 2008). However, over the last few years they

1). Complete families are also in need of other human services before, during, and after the use of homeless shelter services (Culhane, et al., 2011). According to this research study, homeless families appear to use more services provided by homeless service programs than individual single adults do. Apparently, these homeless families supplant mainstream medical services intended for the general public, with services directed towards the homeless offered by homeless service programs (Culhane et al.,

Once the victim is able to heal both physically and psychologically enough to transition into life outside the shelter there are still more programs that assist with rent, furniture, daycare, vocational training, and continued counseling. Though some of these are government funded many of them are donation generated by compassionate people who

The number of chronic homeless individuals has dropped 30 percent from 2007 to 2014. Despite that, still about 15% of homeless people are mentally ill (“Chronic Homelessness – Overview”). An example of the effects of hospitality for this cause is the Carriage House. The Carriage House is a clubhouse in Indiana that assists those who are recovering from mental illnesses. Workers at the house provide these individuals with prepared meals, help with Medicaid billings, and with education in hopes that they can acquire a job. The executive director of this facility said, “We’re trying to change the face of mental illness in the whole world.” Programs like this one are a step in the right direction to achieve that goal, but if more people can assist these individuals with the appropriate help, there is no reason for why that goal cannot be met. With all these causes of homelessness in the United States, surely there is something the public can help

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,

In an effort to end homelessness in Washington, DC, low barrier shelters, such as the Harriet Tubman Woman’s Shelter were implemented. Located in the center of DC General Campus in Southeast, DC, the Harriet Tubman Woman’s shelter, “is a 100 bed low-barrier emergency shelter for women over the age of 18 who are in urgent need of housing, food or case management” (Catholic Charities Archdiocese of Washington, Inc., 2010). A low-barrier shelter is “usually primarily short-term shelter for individuals. Low-barrier shelter is designed to keep people safe, is often open only 12 hours a day, and is often in a congregate setting. This type of program is provided, on a first come, first served basis, to any adult presenting as homeless. It is sometimes also referred to as emergency shelter” (Interagency Council on Homelessness District of Columbia, 2010, p.4) For all shelters in the Washington, DC area the women are to be out of the shelter from the time of 7am until the doors open again at 7pm. For those women who are not a part of the work program or have nothing to do during the day, the women have a chance to participate in the day program located in the shelter.

the first point of entry in the local homeless social service system. The ARCH is

The paper discusses Mayor's Schell's zero homeless family pledge. Mayor Schell was determined to eliminate the homelessness in Seattle when he became the mayor in 1998, to achieve his mission he and his team came up with some strategies and restructuring which are discussed in the paper.

When it comes to addressing homelessness, one of the biggest obstacles faced by many communities has to do with the providing of homeless support services (HSS).” (https://slohomeless.wordpress.com/2010/02/23/why-do-some-people-object-to-helping-the-homeless/) Many people say the issue needs to be “dealt’ with, but when it comes to building a shelter, the community often opposed the idea. “There are numerous reasons why some folks in any given community are against expanding services – or even providing any type of HSS altogether.” Some of the most common objections are, Not In My Backyard (NIMBY),”These folks will complain bitterly that something needs to be done about the homeless...They go to great lengths to make themselves appear as though they are not uncaring. Yet, these same folks are the ones who object the loudest…” Then there are the people who say, “It cost to much.” Yes I understand that it needs a lot of money to make the shelters but, it would help with getting the homeless off the streets and maybe they could get cleaned up and find a job. One of the last common ones is , “ Providing services will draw more homeless to the community.” That’s true but only for an extent. Yes Iknow it will bring the homeless to the community but think of all the homeless Veterans we could save. Think of the people who chose to serve for our country and we just want them to willow away on the

The Transitional Living Program was designed to promote a transition for these clients to self sufficient living and prevent long-term dependency on social services. Another strength of this policy both micro and macro is that in 2008 when changes were occurring to the preliminaries of the act, the length of stay was increased in the shelters from 14-21 days and in the Transitional Housing Program from 18-21 months. This amount of time stated in the RHYA for an individual’s stay originally worried me only because what if the client’s needs were not met by this deadline what happens next? On the macro level this extension of time gives the agencies more time for implementation of services and programs. Agencies must try there hardest to not turn away any clients, because it could possibly come across as discrimination. It was rewarding to learn that these agencies are well equipped with information and techniques for the various people inquiring about services. As the National Alliance to End Homelessness states the United States served over 500,000 homeless youth in 2005. But the Department of Human Health Services reported that 2,500 people were turned away from agencies and shelters due to the lack of bed space. If I were a major stakeholder or beneficiary of this Act, I would be concerned that not all people in need are getting what they deserve. Although this number is relatively low compared to how many served this shows some changes

homeless people were served at Pine Street each year. Pine Street was unwavering in its commitment to provide

1- Pine Street Inn is a nonprofit organization founded in1969 and is a national leader in the fight to end homelessness. Currently, Pine Street serves more than 1,600 homeless men and women daily and nearly 9,000 annually. In order to fulfill the organization’s mission Pine Street Inn has embarked in strategic planning to decrease emergency shelter beds and expand housing shifting the current housing-to-shelter ratio of 50:50 to 65:35. Pine Street Inn is composed of full- and part-time employees whose work carries out the mission of ending homelessness through diverse programs and job functions.

Suggest key actions that management should take in order to confront these circumstances. Provide a rationale for your response. (Hint: Your firm’s price must cover average variable costs in the short run and average total costs in the long run to continue operations.)

3) Stable clientele as fee is not varying according to the present needs or if needs changes in future.