2017 Ruth’s WARM House Goals:

6 of 11 goals were met; 2 of 11 goals were partially met; and 3 of 11 goals were not met

1. Provide shelter for 16 families during 2017.

-Goal met: Provided shelter to 16 families with 30 children [11 of 16 (69%) originated from Waynesboro, 3 of 16
(19%) originated from Augusta County or Staunton (Schools and Social Services referrals), and 2 of 16 (12%)
originated from other local shelters so their origin prior to their homelessness isn't documented (categorized as
Other for our reporting).]

2. Have 10 families to move into stable housing during 2017.

-Goal Not Met: 7 families moved into stable housing during 2017
Identified Difficulties: The number of residents who exited the program prior to adequate services to transition
into stable housing increased this year as a result of increase non-compliance and failed drug testing that resulted
in service termination. This trend also affected the number of eligible applicants that were approved for services.
WARM received 53 family applicants in 2017 with a high number (10-15) of applicants failing drug screening at
application (this does not include failed screenings for marijuana), at least 4-5 families who were approved but
decided not to move in or follow up, and families who did not update contact information to be notified when a
bedroom became available.

Also, a March 2017 staff transition for staff that previously supported application decision, case management,
shelter management, housing location/liaison, etc. may have affected the 2017 outcomes and decrease and number
of families who contributed to their success through mutual participation methods transitioned into stable housing.

Additionally, please note that 5 of the 16 families from 2017 are still currently receiving residential services. All 5
families are working and expected to transition into stable housing in the next 30-60 days. As result, grant
reporting will reflect that 12 of the 16 families (75%) transitioned into stable housing or are still receiving
residential services.

3. Provide one on one case management for 16 resident head of households with focus on development of
individual need assessments and a plan of care.
Goal Met- 16 residents received needs assessments, individual Plans of Care and case management.

4. Provide aftercare case management support for 10 families after they move out for up to a year.
Goal Partially Met- 7 families from 2017 are receiving aftercare support in addition to 3+ families who received
residential services in 2016.

5. Strengthen services and partnerships to help adult residents with life skills training, securing employment,
money management and budgeting, and parenting skills.
Goal Met- All adult residents receive referrals and/or onsite services for skills training (group weekly),
employment searches (individual daily); budgeting/financial management (individual weekly), and parenting
(group weekly)

6. Strengthen reading volunteer program for children and tutoring access for school age students.
Goal Met- Agreement with Boys & Girls Club of Waynesboro, Staunton, & Augusta County provides school age
WARM Kids with reading/educational support through free services; tutoring volunteers are regularly offered
onsite. These services and partnerships are also offered to Aftercare families that have moved into stable housing.

7. Help residents obtain professional counseling for drug and or alcohol recovery when identified.
Goal Met- All residents with identified addiction recovery history or need are referred to Valley Community
Services Board or Augusta Behavioral Health in addition to receiving individual or group support from onsite
 Licensed Counselor (pro bono) and required 12 Step recovery program through intensive recovery support
planning with Program Manager.

8. Establish Memorandums of Understanding with local service providers and partners to integrate formal
partnerships and procedures for transportation, housing, and health related services for participants.
Goal Not Met- Although there are numerous partnerships for services at the house, none are currently solidified
through a written Memorandum of Agreement. Transportation support is typically provided by the Department of
Social Services who signs a service agreement with the client/resident but cannot sign a blanket agreement with a
partner agency such as WARM. A higher number of residents with personal transportation entered services in
2017 as well; this increase temporarily decreased the need for a formal transportation agreement. Housing
relationships have been established this year with 3 local landlords but written agreements were not feasible. Staff
will continue to build on these relationships with the hopes of forthcoming designated WARM units or a written
agreement. For health services, most residents receive Medicaid or low income resources for health needs or go
without services. This is being remedied by attempting a new homeless healthcare focus with Augusta Health in
2018.

9. Establish clear programmatic focuses for services provided to children within the program.
Goal Not Met- Although strides have been made for WARM’s children related services such as Boys & Girls
Club partnership, strengthened relationship with local school system, and increased children’s activities, the
program does not currently have the staff capacity to include intensive approaches to the needs of children in our
care. However, resident case management has always included Plan of Care goals pertaining to the needs of
resident’s children and the Program Manager addresses crises and needs as they arise.

10. Evaluate program’s staffing and operations plan to ensure effective delivery and any applicable needs for
restructuring.
Goal Partially Met- Staffing continues to be evaluated and managed within budget constraints. There is a
strengthened protocol for staff coverage and PRN Relief Workers that has helped maintain regular coverage
without the call in burden being placed on the House Manager as in the past. Shelter staffing levels and new staff
experience remains low as result of funding. However, the staff currently produce services and staffing results of
staff double their size. The current funding constraints are adjusted for but the limited staff and management of
multiple position duties is not efficient for long-term successful program operations.

11. Strengthen procedures to track in-kind value of contributions to the program.

Goal Met- As of 2017, staff track in-kind donations for the program using an onsite receipt book. Donations are
logged even if donor does not request a receipt. Program Manager currently completes in-kind acknowledgement
letters but the responsibility will transition to the Development Team as in-kind donations begin to be tracked in
Donor Perfect along with financial donations.