440w-task-8 Catherine Scott
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Evaluation of the ForKids Agency
Catherine Scott
Old Dominion University
HMSV 440W: Program Development, Implementation and Funding
Professor Sharon Silverberg
November 19
th
, 2023
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Introduction to the ForKids Agency
The ForKids organization was founded in May 1988 to provide emergency shelter for
families and children. Initially it was established by a church group in response to people
sleeping on the beaches of Ocean View, the first official emergency shelter, Haven House, was
established without any religious affiliation. Over time, the emergency shelter program expanded
to include educational services for children and in-home programs post-shelter, such as
transitional housing, permanent support housing, and rapid rehousing.
ForKids introduced wrap-around services, incorporating case management, housing
support, mental health/family well-being support, education support, and peer connections. The
organization became the lead agency for the Regional Housing Crisis Hotline, covering housing
needs in 14 cities across Hampton Roads and Southeastern Virginia. With growth, ForKids
opened offices in Chesapeake and Suffolk, consolidating all Norfolk and Chesapeake shelters
and offices into the Landmark Center on Poindexter St. in 2021. An additional office in
downtown Suffolk serves staff assisting families in the Western Tidewater region.
ForKids continually develops new programs, including Economic Mobility programs
focusing on pathways out of poverty post-stabilization from homelessness. The Virginia Eviction
Reduction Program, launched most recently, assists families in Chesapeake and Portsmouth by
covering back rent to prevent impending evictions and subsequent homelessness.
Reason I Choose to Evaluate the Agency
The reason I chose to evaluate The Forkids Agency is because I as a former ForKids
participant (now called Alumni), I was curious about the relapse rate of homelessness and how
the funding was managed. I have chosen the following questions to be my guide throughout this
evaluation process: number one, how effective is the structure that Forkids has in place to keep
families from returning homeless? Number two, how strong is the relationship between the
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agency and stream of funding and how does this relationship impact funding? The reason I have
chosen the first question is because I would like to learn more about the effectiveness of their
programs. Has there been any relapse in homelessness from previous families? If so, how is that
handled? How does Forkids prevent relapses from occurring? What is their secret? What can
America or the world learn from their example?
The reason that I have chosen the second question: How strong is the relationship
between the agency and stream of funding and how does this relationship impact funding? The
company has grown exponentially since it started back 1988. How is it being funded? What if
God forbid, they run out of funds because they have stretched too thin, Are there any
contingency plans? If so, how are they funded and planned?
Evaluation Process
The ForKids Agency has adapted to the times and the people. I had a wonderful yet
shocking experience evaluating the company. I went to have a meeting with one, maybe two
individuals to ask questions for the evaluation and was met with a conference room of at least
thirty case managers, they were all kind, welcoming and full of knowledge! The main person I
was in contact with was Ms. Jessica Milloy who is the Director of Shelter and Housing Services.
I learned that the intake process varies for each program, but a consistent element
involves families meeting with a housing specialist to assess their housing needs and barriers. A
case manager provides support for crisis stabilization, connects families with community
resources, and collects vital documents for school enrollment, housing applications, and
employment offers. Staff members review program agreements, establish participant-led goal
plans and self-sufficiency bridges, and conduct health and medical assessments within the first
30 days of program entry. This initial period focuses on information gathering and relationship
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building to establish trust, facilitating collaborative efforts between staff and families. For those
entering directly into shelter programs, additional procedures include reviewing program
agreements, guidelines, expectations, and a facility tour on their first day of entry.
Previously, I went on a tour of the ForKids Landmark center in South Norfolk and upon
entering there is a big lobby and there are two floors the building is divided up into classrooms,
offices, a rooftop garden (that is open to all participants and staff), a shelter, a call center and a
cafeteria for participants aware there is a chef who provides daily meals for the participants.
I had the opportunity to speak with Vernika who is the Alumni Program Coordinator and
she filled me in on how Forkids is keeping in touch with its former participants and how the
agency is providing support to those who have been in the program.
A survey was distributed to
the past participants where they had the opportunity to answer questions on a goggle form that
was distributed online in their email and through the ForKids Alumni Facebook group.
Data
Within Forkids there are many programs that assist in keeping families from being
homeless, they have a “holistic approach[ CITATION Jes23 \l 1033 ]” in how they help families.
In order to support those programs ForKids has developed and implemented a “Bridge to
SelfSufficiency”[ CITATION Pat \l 1033 ], which is a document that is their model for assessing
and assisting families. This document has a total of four pillars and ten sub pillars that guide
families and case managers in their Self-sufficiency process. The four pillars are:
Family
Stability, Well-Being, Financial Management and Employment. Under those pillars are the things
that the families work on for example under the Family Stability pillar there are four pillars that
help support it: Housing, Family. Transportation and Childcare. ForKids aims at helping the
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families as a whole entire unit assure that they cover and provide support to all areas of the
participants lives in order to prevent relapse of homelessness.
ForKids, an organization dedicated to addressing homelessness, has implemented a range
of programs and initiatives to provide comprehensive support to families facing housing
challenges. This essay objectively examines key components of ForKids' services, including data
on return rates to homelessness, the Regional Housing Crisis Hotline, emergency shelter
services, rapid rehousing, permanent supportive housing, and various other programs aimed at
increasing housing stability and promoting overall family well-being.
The current data reveals that ten percent of program graduates return to homelessness
within six months. Efforts are underway to expand this tracking to include returns after twelve
and eighteen months, enhancing the organization's ability to assess and refine the effectiveness of
its programs over the longer term.
Here is a synopsis of the programs within ForKids that help
families all throughout Hampton Roads:
The” Regional Housing Crisis Hotline”, this hotline aims to assist families at risk of
homelessness, offering financial aid to remain in their current housing or, in most cases, support
in finding a new unit. Rental subsidies, lasting three to six months, are provided alongside case
management services. The Tenant-Based Rental Assistance program further aids families
requiring additional time to stabilize, with participants contributing thirty percent of their income
for a six-to-twelve-month period.
The “Emergency Shelter” is for families that are literally homeless, the emergency shelter
program concentrates on crisis stabilization. Families engage in activities ranging from applying
for benefits and gathering vital documents to connecting with health resources, participating in
support groups, and receiving educational support. Due to challenges in the housing market,
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shelter stays have increased from thirty to sixty days to now, four to six months, allowing for a
more concentrated focus on job development and skill-building.
The “Rapid Rehousing Program” is a nine-to-twelve-month program that provides rental
subsidies that decline throughout the program. Families receive case management services,
including budget counseling, tenant education, mediation with landlords, employment support,
and connections to community supports.
The “Permanent Supportive Housing” is designed for families with a head of household
experiencing a mental or physical disability, these three-to-five-year program involves families
paying thirty percent of their income. Case management services support these families in
working toward obtaining subsidized housing.
“Strive” is a twelve-to-eighteen-month program that is aimed at increasing housing
stability through income growth, Strive focuses on mentorship as participants set and achieve
financial goals.
The main component of this program is mentorship as no rental assistance is
provided. The “Aspire Program” is a three-year program providing mentorship, Aspire assists
families in achieving a living wage income and saving one thousand five hundred dollars,
matched upon graduation, these two programs are directed towards women.
The “Financial
Opportunities Center Program” is a three-year initiative to increase family wealth and financial
knowledge, this program, unlike Strive and Aspire, is open to men.
The “Well-being Initiatives” is led by the ForKids' Family Wellness Coordinator, who
works with families that have been identified as having health needs, connecting families with
relevant resources. On-site offerings, supported by external partners, include counseling, primary
care, and dental clinics.
Evolution and Objectives of Alumni Programs
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The development of alumni programs has been a steady and evolving process, marked by
a particular focus on fostering personal growth and development among program graduates.
Since the initiation of alumni programs on August 29, 2022, a total of eight Alumni Advisory
Board meetings, involving nine board members that have taken place. The “Alumni Programs” is
led by the Alumni Program Coordinator, a program graduate, leads the Alumni Board in
community events, decision-making, and offering support to other alumni. Alumni participate in
group offerings and meet quarterly for activities.
The cornerstone of the alumni support initiatives is the regular convening of the Alumni
Advisory Board. Comprising nine board members, these meetings have occurred at regular
intervals since the inception of the program. The primary focus of these gatherings is to
deliberate on activities geared toward maintaining alumni engagement beyond program
completion. The central theme revolves around providing enduring long-term support.
In tandem with the commitment to personal growth, a series of alumni social engagement
events have been organized. To date, eight events have been held, each designed to cater to the
diverse interests and needs of the alumni community. These events, which include Halloween
celebrations, Vision Board Parties, Zoo outings, Summer Bashes, and Karaoke Nights, aim to
create a sense of community and sustained connection among alumni.
Integral to the alumni program's objectives are the three annual drives, each strategically
scheduled during specific months of the year. These drives, encompassing the Supply Drive in
August, the Thanksgiving Drive in November, and the Holiday Shop Drive in December, play a
vital role in meeting the tangible needs of the alumni community. Additionally, they contribute to
the ongoing connection and support provided by the alumni program.
Conclusion
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The conclusion of the survey that given out to the Alumni is that ForKids is still assisting
the families that have been participants in a myriad of ways as you have just read. Fifty percent
of Alumni have reported that ForKids is still helping them. There have been some relapses in
homelessness, but ForKids has been there to lend a helping hand in many different ways such as:
rent assistance, assistance to “get pardoned by the governor of previous convictions”, job
searching, daycare, and transportation. Twenty five percent of Alumni reported that they have
relapsed into homelessness. The Alumni report that the best way ForKids has helped them was
by: “opening new doors, housing and employment, with resources and events, and finally with
encouragement and the different programs” [ CITATION Sco231 \l 1033 ].
In conclusion, the evolution of alumni programs is characterized by a strategic emphasis
on personal growth and development. Through regular Alumni Advisory Board meetings,
engaging social events, and annual drives, the program aims to provide sustained support and
connection for graduates. The set goals for advisory board meetings and alumni events
underscore the commitment to building a lasting and meaningful alumni community,
contributing to the overall success and impact of the program
.
Unfortunately, I did not get a
response from the Chief Operating Officer, due to scheduling conflicts, so therefore I am missing
the data about funding.
Recommendations
Upon reviewing the data and going over the interviews I have the following
recommendation: since ForKids uses a holistic approach to how they assist families, why not
start from the central part of the family, the children. If ForKids within the many different
programs they have initiate a program to educate the youth on financial stability, building credit,
how to fill out bank documents, job applications, encouragement to pursue careers and
education, via college, technical school, or even the marine shipping industry, it can possibly
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help close the poverty cycle and prevent future homelessness. The children would be the focus
and the topics could be split into age or grade groups, eventually leading up to assisting the
children apply for (if they choose to): the military, technical school or college or other programs
after high school.
Goals
The goal of ForKids is to disrupt the cycle of family homelessness and poverty, it is
imperative to provide prompt access to comprehensive support services for parents and children,
extending these services as they transition to permanent housing. This service model addresses
the multifaceted root causes contributing to each family's homelessness, enhancing their health,
education, and overall circumstances through supportive services. The ultimate objective is to
foster self-reliance among families, leading to permanent housing.
The principal goal of the alumni group is to cultivate a sustainable alumni community,
demonstrated through a targeted number of advisory board meetings and engaging events
throughout the year. The objective goal for the Alumni Program is to conduct a minimum of six
Alumni Advisory Board meetings and organize at least eight alumni events annually. This
emphasizes the commitment to sustaining a robust and supportive alumni community. The
inclusion of these targeted numbers serves as a guideline to ensure consistency and continuity in
the provision of long-term support.
Research Articles and Implications
I believe that ForKids understands that there are various factors play a role in
contributing to homelessness and they strive to assist families overcome them, and among them
are substance abuse,
domestic violence, mental health issues,
poverty, and education. The
significant influence of drug and alcohol addiction on homelessness cannot be overlooked. Many
individuals experiencing homelessness identify addiction as a primary factor. Addiction strains
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relationships, results in job loss, and depletes financial resources, creating formidable barriers to
escaping homelessness. Domestic violence particularly affects women and children, and it stands
as another major catalyst for homelessness. Individuals and families may be compelled to leave
their homes in pursuit of safety, escaping the threat of family violence. A prevalent issue among
homeless populations is mental health problems, with a substantial percentage grappling with
psychiatric issues. These mental health challenges can both contribute to homelessness and be
exacerbated by the harsh conditions experienced during homelessness. Underlying factors such
as poverty, low educational attainment, and limited access to resources play pivotal roles in the
cycle of homelessness. These socio-economic challenges contribute significantly to the
homelessness crisis [ CITATION Zha23 \l 1033 ].
ForKids uses a holistic approach when tackling the problems of families and
homelessness. Many factors such as: housing affordability and income inequality are major
contributors to homelessness. Preventive measures, such as housing subsidies and support for at-
risk individuals and families, can be cost-effective in reducing homelessness. Emergency shelter
services need to be reevaluated and reformed, as long shelter stays can be expensive and
harmful. Housing subsidies are crucial for helping individuals and families exit homelessness
and secure permanent housing. Racial disparities are a significant issue in homelessness, with
people of color disproportionately affected.
There are several areas where further research is still needed: Integrated data systems for
tracking and identifying individuals at risk of homelessness. Strategies for overcoming
neighborhood opposition to emergency shelters and affordable housing. Research on the
intersection of homelessness with health care, criminal justice, and foster care systems.
Evaluation of the effectiveness of preventive measures and housing subsidies across different
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contexts and populations. Examination of how context and racial disparities affect the outcomes
of housing programs [ CITATION ORe211 \l 1033 ]
The length of time or stays that participants live and stay at ForKids has increased within
the past several years due to the economy and the increasing rents, while salaries stay stagnant.
The summary of the next supporting article explores that and helps solidify why.
This article investigates the factors impacting the duration of homeless shelter stays, with
a focus on their public health implications. It notes the increasing rates of homelessness,
particularly among specific demographic groups, and utilizes data from Boston's Homeless
Management Information System (HMIS). The study identifies various factors, including gender,
age, race, disability status, and recidivism, that contribute to longer shelter stays. The public
health implications emphasize the necessity for targeted interventions to address the unique
needs of vulnerable subgroups, such as women, seniors, and individuals with disabilities. The
suggested efforts involve healthcare and substance abuse treatment programs to enhance physical
and mental health. The article contends that by addressing these risk factors, public health
outcomes can be improved, and long-term costs associated with homelessness can be reduced.
Despite acknowledging limitations, such as missing or erroneous data, the study highlights the
complexity of factors influencing shelter stays and advocates for comprehensive strategies to
mitigate the public health impact of homelessness [ CITATION The22 \l 1033 ].
References
Haijing Hao, M. G. (January 28, 2022). The Determinants of Length of Homeless Shelter Stays: Evidence-
Based Regression Analyses.
International Journal of Public Health
.
Milloy, J. (2023, October 23). Interview with ForKids Case Managers . (C. Scott, Interviewer)
O'Regan, K. M. (2021). How to Address Homelessness: Reflections from Research.
The ANNALS of the
American Academy of Political and Social Science
, 332.
Pathway’s, E. M. (n.d.). South Hampton Roads Bridge to Self-Sufficiency*. ForKids.
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Scott, C. (2023).
Survey of ForKIds Alumni.
Zhao, E. (2023). The key factors contribting to the persistence of Homelessness .
International Journal of
Sustainable Development & World Ecology
, 1-5.
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