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News of 2009 |
News of 2008 |
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Regina Brett, a columnist for The Plain Dealer, writes about the MHS Community Women's Shelter as a place of hope, and "a place of stories." |
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Cathleen Alexander, the Shelter's Associate Director, says her work at the Shelter "is like a long Dickens novel." Brett sees the Shelter as "a place of stories. The staff listens to what happened, what broke down, what's needed. The shelter isn't a destination, it's a passage. Every day they help women move into a better life. The average stay is 30 days." Speaking of the women who use the Shelter, Alexander says "You would be shocked at how many work." Brett explains that "[m]any homeless women have had master's degrees, good jobs and were active in the PTA. Lately, the shelter has filled with women who lost their jobs. Others were pushed into poverty by a child who got sick, a husband who left or a landlord who got foreclosed on even though the women paid the rent." |
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Rita Ciofani, Director of the Volunteers of America shelter for homeless veterans on East 152nd Street in Cleveland, was killed by a shelter client who had been asked to leave, according to a story in The Plain Dealer of 11 February 2010. |
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Ms Ciofani had been Program Director of the VOA's 50-bed shelter since March 2009, according to The Plain Dealer report. During the prior 17 years, she had managed the Forbes House shelter for battered women in Painesville, Ohio. "She also served as executive director of the Lake County Committee on Family Violence and chaired a task force on homelessness in Lake County," reports The Plain Dealer. |
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A subsequent article in The Plain Dealer explains that Mr. Ice "learned last week that he had 14 days to leave" the shelter, "because he was not following a case management plan established by counselors." It is likely that policies governing service planning at the Volunteers of America shelter are similar to those of MHS shelters, and an individualized service plan is created through a process of discussion and negotiation with each client. The resulting service plan describes the steps that the shelter staff and client will take to achieve the goals of the service plan. Shelter staff support clients' efforts to complete the steps of the plan, and often work to engage clients in discussions to change plans that aren't being followed. There are times, however, when attempts to work collaboratively with clients are thwarted because of a client's distress or distrust, or because of other factors. Shelter staff members often perform their work as best they can, with information about their clients that is limited, contradictory, and of questionable accuracy. |
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