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Question for Springboard

Question for Springboard. Given increased pressures around demand, regulatory oversight, cost, and volatile funding, what criteria do we keep in mind to objectively consider specific and different organizational futures?. Mission.

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Question for Springboard

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  1. Question for Springboard Given increased pressures around demand, regulatory oversight, cost, and volatile funding, what criteria do we keep in mind to objectively consider specific and different organizational futures?

  2. Mission It is the mission of the Bangor Area Homeless Shelter to support and strengthen the community by providing shelter and supportive services to people who are homeless or at risk, and to advocate for collaborative, locally driven solutions to end homelessness.

  3. Potential Directions Scale Back • Cutbacks to overnight shelter only Focus • Invest in housing development Grow • Continue growth as independent shelter Collaborate • Develop broader based community day center Consolidate • Explore merger or formal partnership

  4. Programs • Overnight, emergency shelter • Day shelter and drop-in center with a soup kitchen and emergency food pantry • Cedarview Apartments • Guest Profile: • 50% referred by other agencies • Ages 18-79, most 22-55 • 75% male, 25% female w/a few transgender • 8% veterans • 70%-80% chronically mentally ill, addicted, or both • 40%-50% have chronic and serious medical conditions • Typical monthly income $0-$700

  5. Demand

  6. History • 1985-1986: Incorporated and opened doors • 1990-1994: Grew beds from 12 to 32; began 24-hour service • 1997: Continued day program w/o HUD funding • 1997-2000: Significant increase in funding for state shelters • 2000: Deliberate focus on community leadership • 2005: Attic renovated into 6 efficiency apartments • 2010: Added ending homelessness to community-focused mission • 2010: Stopped billing ME Care Grew from 7k bednights in 2001 to 13k in 2010

  7. Budget

  8. Network of Providers • Community Health and Counseling Services Eastern Maine AIDS Network Wabanaki • GPCOC Region3 Homeless Council Region III DHHS Me. Mental Health Connections • CHCS Crisis services Phone Help DHHS Adult Protective Services Hope House • Wellspring Rape Response Spruce Run City of Bangor and Community Services Shaw House • H.O.M.E. OHI Bangor Police Department and DHHS Ride -Along • Penobscot County Sheriff’s Department Manna Bangor Rescue Mission Salvation Army • EMMC Dorothia Dix Acadia Hospital St. Joseph’s Hospital • The Veterans Center Togus Satellite Clinic Bangor Area Visiting Nurses • Penobscot Community Health Care Local landlords Temporary Employment Agencies • Maine Department of Labor

  9. Other Programs • Bangor Shelters • Manna • Hope House • Shaw House • Spruce Run • Comparative Cost • BAHS $ 47 • County Jail $ 100 • Crisis Residential $ 380 • State Hospital $1,030 • Private Mental Hospital $1,400+

  10. Collaborative Staff Agency Position,Content Scope CHCS 1 ICM/Outreach (HUD/DHHS) Part time CHCS Crisis Services Mental Health Crisis As needed PCHC 1 Licensed Therapist (groups) Part time BAVN 1 RN Part time Rape Response 1 Outreach Staff Part time

  11. Landscape Factors • Funding and Policy • Possible restrictions MaineCare eligibility • Possible change to how funding is provided to align with federal policy • Potential legislative threats to General Assistance • General trend: the institutionalization of homelessness • Fewer providers willing to take on charity care • Increasing sentiment to consolidate non-profits • Needs and Resources • Insufficient supply of housing vouchers to meet eligible demand • Insufficient supply of decent and affordable housing • Apparent increase in young people experiencing homelessness • Lack of entry-level jobs paying a living wage

  12. Strengths and Challenges • Challenges • The MSHA draft vision • The down economy • Determining the position of the new administration and legislature • Impact of pending legislative proposals on funding like G.A. • Federal health care plan impact • Board’s deep and emotional investment in the Shelter • Concerns about efficiency in operations, duplication of programs, and providers • Strengths • A skilled and committed Board of Directors • Veteran administration • Broad-based community support • Enough money set aside to avoid having to rush to judgment • Executive Director’s involvement in statewide advocacy efforts through various committee memberships

  13. Success • Ensuring that we are utilizing a professional and comprehensive process ourselves as we contemplate the Shelter’s future. • Have clarity of purpose and some operational options as we prepare to deal with a number of “optional futures”.

  14. Potential Directions Scale Back • Cutbacks to overnight shelter only Focus • Invest in housing development Grow • Continue growth as independent shelter Collaborate • Develop broader based community day center Consolidate • Explore merger or formal partnership

  15. Question for Springboard Given increased pressures around demand, regulatory oversight, cost, and volatile funding, what criteria do we keep in mind to objectively consider specific and different organizational futures?

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