Greetings everyone in US and LT, in the Participatory and Qualitative Research Practicum for Fall, 2011!
Here you can post your agency information as well as continue an ongoing discussion. We're looking forward to reading all you have to contribute!
Sincerely,
Katherine Tyson McCrea
This comment has been removed by the author.
ReplyDeleteThis comment has been removed by the author.
ReplyDeleteGroup Members:
ReplyDeleteBarbara Cybulski
Heather Steward
Sharlyn Pech
Beth Fisher
Mehwish Issa
Partner Abuse Intervention Programs/ SARAH's INN
AGENCY MISSION: Sarah's Inn is an agency devoted to assisting women and children who are victims of violence. The mission of this agency is "to stand with women and their families to ensure freedom from domestic violence in every community."
SERVICES PROVIDED: Sarah's Inn works to fulfill this mission by offering and providing crisis intervention, advocacy, emotional support, and violence prevention services to victims of domestic violence and through community outreach and education. Specific examples of their services include: a 24 hour crisis line; individual advocacy and counseling for women, children and teens; support and education groups for women, teens and children; teen dating violence prevention; art therapy; and partner abuse intervention program.
EVALUATION OF SERVICES: Sarah's Inn evaluates its programs, on a monthly basis, using a survey questionnaire asking clients to evaluate the services and programs that they have received at Sarah's Inn. The program director at Sarah's Inn expressed a degree of dissatisfaction with their current evaluation procedures.
RESEARCH CARRIED OUT ABOUT SERVICES: None to date. The agency is in the process of establishing guidelines for research. One area of interest that the program director expressed interest in researching is the effectiveness of their partner abuse intervention program.
HOW THE AGENCY IS FUNDED: All the services provided by Sarah's Inn are free of charge except for the partner abuse intervention program. The funding provided for the operation of Sarah’s Inn is as follows: 66% Government grants, 26% United Way, Foundation & Business Support, 6% Individual Contributions, and 2% Fees & other income.
The funding is then allocated as follows: 86% Programs, 7% Program Administration, 4% Fundraising.
NGIYAKUBONA
ReplyDeletePosted by Sharon Butler
Ngiyakubona is a newly incorporated nonprofit organization I founded, based in Chicago. It received its legal charitable status from the U.S. federal government in May 2011, and we had our very first Board of Directors meeting on September 3.
Ngiyakubona means “I see you” in siSwati, the native language of Swaziland, a tiny country in the southeast corner of southern Africa, where we anticipate doing most of our work.
Swaziland, a British protectorate until it won independence in 1968, is a landlocked nation nearly surrounded by South Africa. At one time, it was known as the Switzerland of Africa because of its gorgeous landscape and relative wealth compared to other sub-Saharan countries. But now it draws notoriety as the nation with the highest HIV infection rate in the world. Almost a third of women ages 15 to 49 and one in five men are infected. The spread of the disease has taken a large toll on the country’s life, culture, and economy.
The name Ngiyakubona comes from the very first project I organized, long before legal incorporation. It was a three-week photography workshop in which we enrolled five disadvantaged kids, ages 12 to 14, from impoverished families, four of them AIDS orphans. The idea was to teach the girls the art of photography, and have them earn money for their school fees through the sale of their pictures. When we asked the children what we should call the project, they came up with the name Ngiyakubona, or "I see you.”
We gave the kids digital cameras, held morning classes and afternoon field trips, and hosted a community event on the last day of the workshop in which the girls presented their favorite photos. National Swazi TV turned up and interviewed one of the girls, Xolile—quite an honor for a youngster who lived in a mud hut in the poverty-stricken outskirts of the town of Manzini.
ReplyDeleteTwo shows of the children’s photographs were held in art galleries in the U.S., in Chicago and Stamford, Connecticut, with publicity on Metromix and in local newspapers. Proceeds from the sales earned the girls enough money to pay for their tuition and school uniforms for a full year.
The success of that project led to another small effort. We brought to Swaziland an electrical juicer for making juices from fruits and vegetables that are grown in abundance in this tropical country and trained the women of a small cooperative how to use and maintain the equipment. They have since used the money earned from the sale of their juices to support a woman who was evicted from her home after her husband died of AIDS, buy shoes for their children, and pay for nursing supplies for AIDS victims.
While both these projects were very limited in scope, they filled us with inspiration to continue…. And so, Ngiyakubona was officially born.
Ngiyakubona’s mission:
ReplyDeleteNgiyakubona aims to promote the well-being of people in the AIDS-ravaged countries of southern Africa through a variety of projects designed to help people help themselves.
Emphasis is placed on those last words, because Ngiyakubona does not want, and does not have the resources, to be a charitable organization, handing out money. Rather, the idea is to find ways, with limited funds, to engage Swazis in projects where they can better their own lives in their own ways, and to empower them, with Ngiyakubona helping to build capacity and provide expertise and organizational skills as needed.
Types of services to be provided:
Recognizing the interplay between education, health, and employment, Ngiyakubona expects to launch a variety of project in the coming years, consistent with its mission. Such projects will likely include educational and psychosocial support programs, job skills training, and economic development opportunities to jumpstart micro-businesses.
Ngiyakubona intends to partner with local nonprofit organizations, religious institutions, and community groups to both extend its reach and help ensure that all projects are culturally sensitive and appropriate. Ngiyakubona also hopes to liaise with existing nonprofits in the West to help coordinate and invigorate sustainable projects. Projects are targeted for Swaziland, where local pro bono support and contacts help keep costs down.
At present, Ngiyakubona is developing a workshop that will train Swazi teachers in alternative, non-violent forms of maintaining discipline in the classroom. The first workshop will be held in 2012 at a private school in the country’s capital of Mbabane, called Setsembiso Sebunye.
Corporal punishment is a widespread problem in the country—an issue that was highlighted in a study by Save the Children. In a survey of the experiences of 2,366 Swazi children over a two-week period, Save the Children found that 28 percent of the children reported being hit with a hand, and 59 percent reported being beaten with an object, most often sticks, canes, sjamboks (heavy leather whips), and blackboard erasers. Other punishments included physical labor or physical and often humiliating activities causing pain and discomfort. Children reported being beaten by teachers because they made noise, talked in class, came late to school, failed to complete homework, did their homework incorrectly, failed tests, wore their uniforms incorrectly, or dropped litter.
ReplyDeleteIn fact, at the school where Ngiyakubona’s first workshop will be held, a recent incident made national headlines. When garbage was found strewn around the school campus one morning, a teacher demanded that the students in Grade 5 clean it up. When some of them refused (because they were not responsible for the litter), he punished all the children, hitting them each with a stick 15 times and then locking them in a classroom for two hours.
How services are evaluated:
Projects to date have been evaluated only in terms of return on investment. Neither of the two original projects were determined to be scalable (i.e., capable of being implemented more broadly). However, evaluation of the upcoming teacher training workshop will be an integral part of the project, with a view toward making the workshop available at other schools in Swaziland, and possibly South Africa.
Research that is carried out about services:
No research has been carried out to date, but the Board of Directors sees research as key to ensuring that its projects in southern Africa are both culturally relevant and effective.
How the agency is funded:
As a fledgling nonprofit, Ngiyakubona has no balance sheet. It is being funded on a project-by-project basis, with donations from its Board of Directors. However, for its upcoming project this year, the teacher training workshop, Ngiyakubona will receive payment for in-country activities from the school where the workshop is being held. Ngiyakubona expects to apply for funding as more projects get under way.
(Per Professor Tyson's suggestion, I will be emailing out a copy of this blog that includes photos and web links.)
Group Members:
ReplyDeleteDovilė Veličkaitė
Gabrielė Kazakevičiūtė
Marta Navarro Romero
CRISIS CENTER DEPARTMENT
Crisis center opened on 22 April 2008 and is the First center in Kaunas district.
Crisis center provides accommodation for women with children affected by violence.
It’s modern newly renovated building, which counts over 100 years.
This center is for women in crisis situation, women with children affected by violence, refiners who have lost residence, orphans who have strict conflicts with their families or others relatives.
Crisis center at the same time may receive a temporary shelter for 20 women (women with children), victims of violence, deprived of their place of residence, the minimum income needs, and so on. Women (women with children) may reside in a crisis center for a period of 6 months and enjoy the social, psychological and legal assistance.
CENTRE'S MISSION:To increase the opportunities of independent integration into society of socially most deprived persons, and families, to minimize distress and social disjuncture
The group of workers is composed by these members:
- Head of department
- 1 Social Worker
- 1 Psychologist
- 6 Social Worker Assistant
CRISIS CENTER TASKS:
To organise and implement social service delivery programmes and projects in the municipal area.
To help to recreate the abilities of a person to live indepently, to integrate into the family and society
Goal of Centre´s Activities
To implement the social services strategy, which aims:
At the creation of living conditions that sustain the dignity of human beings;
At the assistance for a person to integrate into society, when she cannot do it alone;
CRISIS CENTER SERVICES
1.Individual or group counseling for adults and children.(provided online, by telephone and on arrival at the center).
2.Parenting skills support program. (seminars in every week on Wednesday).
3.Temporary accommodation service for women with children for up to 3 days. (may apply any time of day).
4.Short – term social care service for women (women with children) up to 6 months per year.
5.Intensive help of crisis overcoming.Mobil team of professionals (psychologists, lawyers, social workers) help people in crisis situation. Mobile project team itself undergoing a crisis will come to the family home and provide the necessary assistance in the field.
6.Psychosocial help – help for people and their families, who are in crisis situation, have intense experiences (serious illness, losses, divorce, mental, moral, physical or sexual violence) , includes psychological, social help and pastoral care.
Inside crisis center are open:
•Friends club for 11-14 years children, who want to make new friends. They learn how to make friends and enjoy leisure time together.
•Day center for children. This project is for children from social risk families.
CRISIS CENTER FUNDING AND COOPERATION:
The entire crisis center are financed by the municipality . All services are free except for short term social care services.Crisis center are department of Kaunas District Social Service Centre. Kaunas District Social Center is responsible for research and projects inside Crisis Center.Crisis center are cooperated with: Charity and support fond “Food Bank”, hospitals, schools, libraries and etc.
Outpatient
ReplyDeleteOutpatient therapy services are provided for children and adolescents and their families. Children may have an individual therapist who helps them learn to cope and manage behaviors at home, in school or in the community. Family therapy and group therapy is also available. A variety of groups meet throughout the week including Child Group, Equine therapy and anger management for pre-teens. Intensive Outpatient camps are offered during summer, winter and spring breaks.
Partial Hospitalization Program (PHP) is also available. This intensive treatment occurs during the day Monday through Friday and features behavior monitoring, therapeutic groups and activities for children and adolescents in the hospital. Children then return home in the evenings.
Residential
Youth with long term behavioral problems are offered a variety of therapy and activities in a safe and structured environment. A multidisciplinary team works with each child to provide wraparound care. Adolescents are separated based on gender, developmental delay and psychiatric need. The residential program contains the same components as outpatient with the addition of a weekly psychiatric evaluation.
There are three locations. First Community Residential Center in Streamwood which is a program for adolescent men ages 13-16 with a sexually aggressive history who are at risk of continuing these behaviors without intervention. The John Costigan Residential Center is also located in Streamwood and serves adolescent girls and boys, ages 13-21 with severe psychiatric disorders and developmental/cognitive disturbances. There is also a location in Rockford called Rock River Residential Center which serves girls ages 10-21 with severe emotional, social and/or behavioral difficulties.
Therapeutic Day Schools
SBHS has three locations for Therapeutic Day School: Cornerstone Academy, Innovations Academy and Rock River Academy. These are 12 month programs designed to combine academic programs with a focus on social and environmental growth for the student. Students are co-ed and range from ages 12-21.
The way services are evaluated
Services are evaluated in several ways. Cases are audited, consumer satisfaction surveys are distributed and the H.R. department carries out performance evaluations on all employees.
Research that is carried out about service
There is no current research at this agency.
How the agency is funded
This agency is for-profit and is funded by private insurance and Illinois state funding through Medicaid.
References
Streamwood Behavioral Health System (n.d). Retrieved from: www.streamwoodhospital.com
“Getting to know Deborah’s Place”
ReplyDeleteThe mission of Deborah’s Place is to break the cycle of homelessness for women in Chicago. Through a continuum of housing options, comprehensive support services and opportunities for change provided by dedicated volunteers and staff, women succeed in achieving their goals of stable housing, sustainable income and greater self-determination
Deborah’ Place offers a continuum of housing services which are linked to supportive, wraparound services. Deborah’s Place offers interim housing (Teresa’s House) as well as permanent supportive housing (Patty Crowley Apartments, Rebecca Johnson Apartments, and Marah’s House) where clients are offered case management, support groups, individual counseling, art therapy, educational and employment services, and health services. Women are housed in private bedrooms and can participate in communal meals. The Learning Centers offer a chance for women to attend humanities courses, use art and craft supplies, borrow books, use computers, and receive individual tutoring. During my internship I will be working with women in the Creating Your Life Counseling Program at Teresa’s House. This is a ten-bed, 120-day interim housing program providing a safe, structured community where women and staff work together to meet goals such as stable housing, employment, family reunification, and improved health.
Deborah’s Place embraces a Service Model that is based on a comprehensive review of literature, a good working understanding of theoretical approaches that “speak” to the needs of women, and a review of relevant research. Mainly Harm Reduction and Motivational Interviewing Theories guide the Deborah’s Place model. The research studies using Motivational Interviewing and Harm Reduction are outcome based and the evidence shows that using this technique produces better client outcomes. Based on the evidence-based Transtheoretical Model of Change, motivational interviewing is a client-centered, directive method for enhancing intrinsic motivation to change by exploring and resolving ambivalence (Miller & Rollnick, 2002). The agency does not carry out research, but rather relies on evidence-based practice approaches as well as trial and error to assist individual clients.
I was unable to find information on how Deborah’s Place evaluates their services, but their model seems to be helping many women each year. In 2010, 450 women utilized Deborah’s Place to work toward their goal of secured housing. There were zero evictions, and 53 women moved from the streets to one of Deborah’s Place facilities. In the Creating Your Life counseling program where I intern, the women are able to complete surveys rating their experience. These surveys are then returned to the intern supervisor and she is able to give us feedback during weekly supervision. However, most of the women do not complete the surveys, but are always welcome to speak to the supervisor if they should have any concerns.
ReplyDeleteThe majority of funding for Deborah’s Place comes from the U.S. Department of Housing and Urban Development, which provides money through the Supportive Housing Program. All of the facilities receive funds from this source. The city of Chicago, through DCFS, provides funds for domestic assistance and DP must write grants each year to receive funds from DCFS. The city also provides funds though the Section 8 Rehab program. Besides grants and funds that have been designated to one certain program, the Board of Directors had the ultimate authority and control over assets. There was not a lot of information on the organizations and foundations that support Deborah’s Place, but I was able to find two non-government agencies that donated over $50,000 last year. These organizations were The Elizabeth Morse Genius Charitable Trust, which Encourages the principles of individual self-reliance, self sacrifice, thrift, industry, and humility, and the Polk Brothers Foundation which works to reduce the impact of poverty and provide area residents with better access to quality education, preventive health care and basic human services. (Deborah’s Place Consolidated Financial Statements, Year Ended June 30, 2010)
REVENUE AND SUPPORT
Individuals: $355,599
Foundations, churches, & corporations: $585,496
Government grants and contracts: $1,674,599
In-kind services: $81,452
Fundraising events: $156,802
TOTAL SUPPORT $2,853,948
(Deborah’s Place Consolidated Financial Statements, Year Ended June 30, 2010)
Group Members:
ReplyDeleteAlmanė
Gabrielle
Živilė
The organization we’ve chosen in Kaunas is Actio Catholica Patria. They began working with teenagers in 1991. This agency has four separate specializations: Volunteers Centre, Youth Centre "Vartai", Education Centre of self-suffciency "Kitaip", and Methodical Centre. The interesting thing about Actio Catholica Patria is that they are quite multifunctional. In addition to having a youth center for adolescents to hang out, and providing services to help get teens ready to live on their own after leaving their care institution, other organizations also hire them to develop and help to implement programs within their own agencies.
The Volunteers Centre’s main tasks involve working with EVS programs (principle fields include the preparation of mentors and organizations who would like to work with volunteers), involving school age children in volunteering activities, creating information campaigns promoting the act of volunteering, the maintenance of an online database of volunteers, and the further development of volunteer work in Lithuania.
Vartai (the youth centre) provides a place young people to spend leisure their time and realize their future goals without the stress of obligations. There is an opportunity for personal counseling and individual support, and the topics addressed are named by the teenagers, not by the workers.
Kitaip (the Education Centre of self-sufficiency) mainly works with adolescents from care institutions. Kitaip provides individual counseling, and work in groups. “Home of enable” is also a part of Kitaip, which is a temporary settlement for the youngsters who are planning to leave their care institutions. Additionally, there is also a work centre that helps adolescents integrate into the work market.
The Methodical Centre is a structure to share experiences that individuals gained during their work with their target groups. These main groups are volunteer work, NGO’s, and youth work.
Actio Catholica Patria is a nongovernmental agency, so while they do get some funding from the government, the main source of their funds comes from the other agencies who hire them to design programs.
This comment has been removed by the author.
ReplyDeleteChild Welfare Centre "Shelter"
ReplyDeleteGroup Members:
Kristina Garalienė
Dovilė Lapinskytė
Blog posted by:
ReplyDeleteNichole Gallulo, Nell Murphy, Amy Niewiek & Osei Sarhene
After School Matters is a non-profit organization that offers Chicago high school teen’s innovative out-of-school activities through science, sports, technology, and other nationally recognized programs. The agencies vision is to provide teens with opportunities to discover their potential and he help them find their path to a meaningful life.
Mission
“To provide Chicago public high school teens opportunities to explore and develop their talents, while gaining critical skills for work, college and beyond.”
We achieve our mission by:
• Designing and delivering high quality, hands-on, project-based apprenticeship programs in a variety of content areas, including the arts, science, sports, technology and communications.
• Engaging skilled professionals as instructors who support teens’ growth and development in an intentional and meaningful way.
• Aligning and maximizing the resources of an extensive network of public-private partnerships to support coordinated and sustainable investment in youth development through school- and community-based programming.
• Focusing on continuous quality improvement, data-driven and cost-effective decisions, strengthening skills to encourage improved academic outcomes, and positive impacts for teens, schools and communities we serve.
At After School Matters, we strive to demonstrate and inspire the following professional values, both in our own work and in that of the teens we serve:
• Excellence: After School Matters works to achieve excellence by advancing a culture of responsibility, accountability and sustainability as we continuously enhance both the quality of our program experience for the teens we serve and the efficiency of our operations.
• Teamwork: After School Matters recognizes the value of teamwork among our teen participants and program providers, within our staff and with our extensive network of public and private partners.
• Respect: After School Matters respects, supports and encourages the diversity, talent, creativity, energy and dedication of our teen participants, staff and program providers.
• Commitment: After School Matters is committed to impacting and engaging our teen participants, staff and program providers with meaningful, hands-on opportunities for personal and professional growth, and to positively impacting the schools and communities we serve throughout Chicago.
• Innovation: After School Matters demonstrates innovation and leadership by providing new opportunities and experiences to teens who participate in our programs, and by encouraging our staff and program providers to develop, share and implement best practices in out-of-school time programming. (Mission retrieved from www.afterschoolmatters.org)
After school Matters offers a variety of programs aimed to carry out its mission. The agency has 5 main content areas each that offer a wide array of programs that helps to reach out to each individual. The five content areas are gallery37, science37, sports37, tech37 and words 37. Gallery37 aims to connect with teenagers that have interest in visual, culinary and performing arts. Science37 provides opportunities for those who are interested in lab science, environment, engineering and math. Sports37 reaches out to those interested in fitness, health and athletics. They provide programs that train teenagers to become lifeguards, coaches, officials and more. Tech37 focuses on technology programs such as web development, and video production. Last but not least, words37 aims to engage the artistic teenagers through journalism, poetry and public speaking. These programs partner with Chicago Public Schools, the Chicago Public Library, and the Chicago Park District, as well as collaborate with over 100 Chicago community organizations. All these programs are offered after school to continue the teenager’s education and to keep them off the streets from violence and harm. After School Matters provides opportunities for every individual’s interests.
ReplyDeleteFunding:
ASM funding comes from a combination of federal, state, and local dollars from a wide range of partnerships of government and private programs along with the donations from private organizations. From the beginning, Chicago’s After School Matters program gathered together the three most relevant bureaucracies of the city to support their cause; the Park District, the Chicago Public Schools, and the library system. These partnerships alone created a substantial amount of the funding available for ASM. More than half of their contribution to the After School Matters program consisted of in-kind funding such as; transportation, security, and staff.
Along with the assistance of these three core agencies, ASM recruited the help from nonprofit organizations around Chicago to expand its model in the city’s high schools. In most recent years there has been an escalating effort in private fundraising and the program has grown to more than 100 partnerships with community organizations; The Art Institute of Chicago, The Chicago Ballet, Loyola University Chicago- School of Social Work, The Miracle Center, and Project SYNCERE are just a few of the many organizations involved. These partnerships have greatly benefited to the program by offering a more diverse funding source and by offering programs in facilities of their own.
ASM targets the underserved youth and schools in the Chicago area and hopes to reach at least half of the city’s high schools. The cost of these programs has been a limiting factor for the ambitions of a truly citywide system and has limited the scope of what they can offer children in after school programs. Currently, Chicago’s ASM program is still reaching a minority of the city’s high schools and not much more than 10% of the student body at a typical school. Most of the schools have waiting lists for students wishing to enter the program. ASM aspires to expand and diversify its funding even more with foundations, corporations, and individuals so that the number of students that can be positively affected by ASM’s programs continues to grow.
Research on Services:
ReplyDeleteJune 13, 2011 Edition of Northwestern’s Newscenter highlights the work of colleagues from Northwestern University and University of Wisconsin in conducting a three year evaluation on After School Matters, which suggested that well implemented, apprenticeship-style programs help reduce problem behavior in high school aged youth. “Our study of selected After School Matters apprenticeships found that youth in the program engaged in fewer problem behaviors, particularly gang activity and selling drugs,” said Barton Hirsch, the Northwestern University professor of education and social policy who led the evaluation. (northwestern.edu).
The large-scale randomized controlled study followed 535 Chicago high school students from 10 Chicago public high schools. All of them had applied to participate in After School Matters internships although only half won a lottery allowing their participation. Ninety-one percent of the control group -- those students who lost the After School Matters lottery and did not participate in After School Matters apprenticeships -- participated in organized after-school activities, community-based programs or paid work. The researchers found no statistically significant difference between students in After School Matters and the control group in the areas of job skills and academic performance. Ninety-two percent of all the students studied came from low-income households and almost all were minority students. (northwestern.edu).
Hirsch said the findings make the researchers cautious. “Because the 13 apprenticeships that we studied were among the best After School Matters offered, we still don’t know how the average After School Matters apprenticeship compares with the average alternative after-school program,” he noted. The researchers purposefully chose to study After School Matters’ better apprenticeship programs to determine what happens when a program is implemented well. The apprenticeships in graphic design, computer repair, culinary arts, songwriting and producing, and other areas were chosen on the basis of recommendations and preliminary evaluations. After School Matters executive director David Sinski emphasized the value of the study, saying “It’s important for us to have this validation of what we do well and ensure we apply the findings to all After School Matters programs.” (northwestern.edu).
Based on their findings, the researchers have made suggestions for strengthening After School Matters programs. “They need to do better in getting across to teens that the skills they learn in After School Matters will help them get jobs,” said Northwestern’s Hirsch. “And apprenticeship instructors need to insist on high-quality work and keep young people focused on the task at hand.” (northwestern.edu).
Information taken from: http://www.northwestern.edu/newscenter/stories/2011/06/after-school-matters.html
Agency presentation
ReplyDeleteMother and child charity and support fund “Aušta”
Students:
Edita Tautvydaitė
Inga Gavelienė
On February of 2000 initiative group of “Kaunas Generation’s House” established single mother support fund.
In 2006 fund name was changed to Mother and child charity and support fund “Aušta”.
Situation in Lithuania
Stankūnienė (2001) emphasizes that family support in Lithuania is not organized well. Often providing only minimal financial support but various services and process of adaptation stays behind. Because of this partial families become stigmatic as “the source of social diseases” and “broken families”.
According to Stankūnienė state provides only minimal financial support so to cope with this where were established such non-governmental organizations as “Aušta”. These organizations has purposes to provide long-term and wide-ranging social services for partial families.
Aim and tasks:
• The main aim is to explain single women and their children problems and solve it as mutch as it is possible trying to save child within family
• Fund tasks:
- To help single women and their children to solve critical situations in their life;
- To provide charity and finansial support;
- To encourage community to involve into support;
- To represent and protect interests of such families.
- To educate mother’s and their children’s self-awareness in purpose of their socialization
Structure
Fund “Aušta” is non-profit, charity and support organization, which supports poor living families – single mothers and their children.
Fund “Aušta” is independent from any other organisations.
Internal organization structure consists of three layers:
I. the Fund's Board and Director
↓
II. Staff members, volunteers, trainees
↓
III. The Customers. Mothers and their children
Although the internal organizational levels are influenced by each other, but the most important link in the organisation are the customers for which the Fund is working and looking for funding to carry out the activities oriented to the needs of customers.
Sevices and activities
For mothers and children:
Individual work with families
Visits to home
A small groups of mothers
Meetings held with mothers are of dual nature.
A small groups of children
Celebrations
For employeers and for board members:
Supervisions of staff and boad members
Meetings with trainees
Meetings with volunteers:
For all
Participation in social campaigns:
"Food Bank" campaign
Campaign “Let’s do ”
Visions and Risks
Visions for the future:
Fund “Aušta” vision is to create an effective working single-mothers team, which is able and willing to help other mothers with a similar fate.
It is also expected to be able to develop activities for children (in cooperation with social partners).
While working with families we expect to achieve constructive interaction and mutual respect between mother and child.
We expect to involve more volunteers in planning and organizing children's employment.
Risks for the future:
The main risk for the Fund’s future is financial unstability. Received funds are is temporary, there is no guarantee that the Fund “Aušta” will not lose funding. Lost financing will result in cancellation of Fund’s activity.
The posibility to lose clients is very small, because the number of lone parents in Lithuania and in world, increases every year, and social policy does not meet the needs of families, so long this needs can be satisfied only by non-governmental organizations as “Aušta”, in Kaunas it is the only organization of its kind.
Our group presentation again, because I was put it 3 weeks ago, but now I can't find it.
ReplyDeleteGroup members:
Ausra
Edita M.
Kaunas Special School
The school is a special purpose, for physical and motor disabilities and complex disability, severe and profound special educational needs for children and young people aged 7 to 21 years who, in addition to general and special education, rehabilitation requires medical treatment, care and nursing. at school without learning, students receive specialized services:Psychologist, Speech therapists, Special educator, Social educator. School students receive health care services:
Secondary ambulatory health care: children's diseases, pediatric Surgery, Physical Medicine and Rehabilitation, child neurology, Child and Adolescent Psychiatry, children's dental.
Nursing:general Practitioner, Physical Medicine and Rehabilitation, Physiotherapy and massage
The school history
In 1924, Fort VIII founded the Child Jesus Society of affected children in a shelter "Isolator", which in 1940 transformed into a children's home No-31. Since 1944 Children's House. 31 reorganization in Vilijampoles disabled children home. 1966 25 October new buildings Apuolės Street 11 shall be maintained in Kaunas boarding-school special. 1990 It named Kaunas children guesthouse since 2001 - Kaunas County Special Boarding School from 2006 - Kaunas County Special School, and from 2010 - Kaunas Special School
The school aims
Carry out comprehensive programs that ensure access to primary, primary and secondary education, the organization of educational process, to prepare children for independent living and to develop the moral, a life of a mature personality with sufficient knowledge and skills for successful integration into society.
The school challenges
Provide general education for the younger generation, corresponding to the current scientific and cultural level,
Fostering the person's rights and obligations of family, nation, society of the Republic of Lithuania, the need to participate in cultural, social, economic and political life,
Develop mental and physical abilities, strong moral support and a healthy lifestyle, and to develop the intellect, to allow expansion of individuality,
Enable the students to treat their health promotion.