The Casebook Blog

Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... You might be one of those people who think a family is homeless just because it doesn’t have a place to live. Technically you are correct, but that doesn’t mean the family is eligible for housing for homeless people. The U.S. Department of Housing and Urban Development (HUD) provides the lion’s share of funding for homeless programs, making it the final arbiter of who counts as homeless. Before you read further let me clarify that homelessness is not an eligibility factor for Public Housing Authority housing and Housing Choice Vouchers. Every client you serve who is homeless or low-income may be eligible and benefit from it’s long term stability. But it can take years to move up the Housing Authority waiting lists. If you have clients who are literally homeless, they may qualify for another pool of money designed specifically for people who experience literal homelessness. The programs for literally homeless people flow through local Continuum of Care programs (CoC) to nonprofit housing agencies. That is, they are sleeping in places not meant for human habitation. That could be sleeping in their car, under a highway overpass or in an abandoned building. Residents of homeless shelters retain their homeless status. Sleeping under a bridge still might not be enough to get CoC help. HUD established a funding preference for people who have repeated or lengthy episodes of homelessness. If your client meets this criteria, they might just be homeless enough to qualify for this program and a relatively short waiting list. This article explains HUD’s definition of chronic homelessness, documentation you will need, and advice for collecting it in Casebook. Categories of Homelessness HUD has four categories of homelessness. Only Categories 1 and 4 are relevant to HUD programs for CoC funds for homeless people. Clients must fall into Category 1 if they are seeking long-term housing assistance. For example, they want a rent subsidy that will not expire for as long as they need it, (assuming they follow program guidelines.) Category 1: Literally Homeless Literal homeless, which is the most restrictive category for eligibility. Individuals or families enter one of the permanent programs if they are in at least one of the following situations: A homeless shelter designed to provide temporary living arrangements OR Living on the streets, in cars, abandoned buildings or other places not fit for human habitation Exceptions that don’t end their status as literally homeless: They entered an institution from the streets and leave within 90 days of entering it, and they will return to the streets or a shelter. Institutions include a jail, hospital or nursing home. They have a room in a motel room that is paid for by a non-profit or a government program. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... You might be one of those people who think a family is homeless just because it doesn’t have a place to live. Technically you are correct, but that doesn’t mean the family is eligible for housing for homeless people. The U.S. Department of Housing and Urban Development (HUD) provides the lion’s share of funding for homeless programs, making it the final arbiter of who counts as homeless. Before you read further let me clarify that homelessness is not an eligibility factor for Public Housing Authority housing and Housing Choice Vouchers. Every client you serve who is homeless or low-income may be eligible and benefit from it’s long term stability. But it can take years to move up the Housing Authority waiting lists. If you have clients who are literally homeless, they may qualify for another pool of money designed specifically for people who experience literal homelessness. The programs for literally homeless people flow through local Continuum of Care programs (CoC) to nonprofit housing agencies. That is, they are sleeping in places not meant for human habitation. That could be sleeping in their car, under a highway overpass or in an abandoned building. Residents of homeless shelters retain their homeless status. Sleeping under a bridge still might not be enough to get CoC help. HUD established a funding preference for people who have repeated or lengthy episodes of homelessness. If your client meets this criteria, they might just be homeless enough to qualify for this program and a relatively short waiting list. This article explains HUD’s definition of chronic homelessness, documentation you will need, and advice for collecting it in Casebook. Categories of Homelessness HUD has four categories of homelessness. Only Categories 1 and 4 are relevant to HUD programs for CoC funds for homeless people. Clients must fall into Category 1 if they are seeking long-term housing assistance. For example, they want a rent subsidy that will not expire for as long as they need it, (assuming they follow program guidelines.) Category 1: Literally Homeless Literal homeless, which is the most restrictive category for eligibility. Individuals or families enter one of the permanent programs if they are in at least one of the following situations: A homeless shelter designed to provide temporary living arrangements OR Living on the streets, in cars, abandoned buildings or other places not fit for human habitation Exceptions that don’t end their status as literally homeless: They entered an institution from the streets and leave within 90 days of entering it, and they will return to the streets or a shelter. Institutions include a jail, hospital or nursing home. They have a room in a motel room that is paid for by a non-profit or a government program. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... You might be one of those people who think a family is homeless just because it doesn’t have a place to live. Technically you are correct, but that doesn’t mean the family is eligible for housing for homeless people. The U.S. Department of Housing and Urban Development (HUD) provides the lion’s share of funding for homeless programs, making it the final arbiter of who counts as homeless. Before you read further let me clarify that homelessness is not an eligibility factor for Public Housing Authority housing and Housing Choice Vouchers. Every client you serve who is homeless or low-income may be eligible and benefit from it’s long term stability. But it can take years to move up the Housing Authority waiting lists. If you have clients who are literally homeless, they may qualify for another pool of money designed specifically for people who experience literal homelessness. The programs for literally homeless people flow through local Continuum of Care programs (CoC) to nonprofit housing agencies. That is, they are sleeping in places not meant for human habitation. That could be sleeping in their car, under a highway overpass or in an abandoned building. Residents of homeless shelters retain their homeless status. Sleeping under a bridge still might not be enough to get CoC help. HUD established a funding preference for people who have repeated or lengthy episodes of homelessness. If your client meets this criteria, they might just be homeless enough to qualify for this program and a relatively short waiting list. This article explains HUD’s definition of chronic homelessness, documentation you will need, and advice for collecting it in Casebook. Categories of Homelessness HUD has four categories of homelessness. Only Categories 1 and 4 are relevant to HUD programs for CoC funds for homeless people. Clients must fall into Category 1 if they are seeking long-term housing assistance. For example, they want a rent subsidy that will not expire for as long as they need it, (assuming they follow program guidelines.) Category 1: Literally Homeless Literal homeless, which is the most restrictive category for eligibility. Individuals or families enter one of the permanent programs if they are in at least one of the following situations: A homeless shelter designed to provide temporary living arrangements OR Living on the streets, in cars, abandoned buildings or other places not fit for human habitation Exceptions that don’t end their status as literally homeless: They entered an institution from the streets and leave within 90 days of entering it, and they will return to the streets or a shelter. Institutions include a jail, hospital or nursing home. They have a room in a motel room that is paid for by a non-profit or a government program. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... You might be one of those people who think a family is homeless just because it doesn’t have a place to live. Technically you are correct, but that doesn’t mean the family is eligible for housing for homeless people. The U.S. Department of Housing and Urban Development (HUD) provides the lion’s share of funding for homeless programs, making it the final arbiter of who counts as homeless. Before you read further let me clarify that homelessness is not an eligibility factor for Public Housing Authority housing and Housing Choice Vouchers. Every client you serve who is homeless or low-income may be eligible and benefit from it’s long term stability. But it can take years to move up the Housing Authority waiting lists. If you have clients who are literally homeless, they may qualify for another pool of money designed specifically for people who experience literal homelessness. The programs for literally homeless people flow through local Continuum of Care programs (CoC) to nonprofit housing agencies. That is, they are sleeping in places not meant for human habitation. That could be sleeping in their car, under a highway overpass or in an abandoned building. Residents of homeless shelters retain their homeless status. Sleeping under a bridge still might not be enough to get CoC help. HUD established a funding preference for people who have repeated or lengthy episodes of homelessness. If your client meets this criteria, they might just be homeless enough to qualify for this program and a relatively short waiting list. This article explains HUD’s definition of chronic homelessness, documentation you will need, and advice for collecting it in Casebook. Categories of Homelessness HUD has four categories of homelessness. Only Categories 1 and 4 are relevant to HUD programs for CoC funds for homeless people. Clients must fall into Category 1 if they are seeking long-term housing assistance. For example, they want a rent subsidy that will not expire for as long as they need it, (assuming they follow program guidelines.) Category 1: Literally Homeless Literal homeless, which is the most restrictive category for eligibility. Individuals or families enter one of the permanent programs if they are in at least one of the following situations: A homeless shelter designed to provide temporary living arrangements OR Living on the streets, in cars, abandoned buildings or other places not fit for human habitation Exceptions that don’t end their status as literally homeless: They entered an institution from the streets and leave within 90 days of entering it, and they will return to the streets or a shelter. Institutions include a jail, hospital or nursing home. They have a room in a motel room that is paid for by a non-profit or a government program. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... You might be one of those people who think a family is homeless just because it doesn’t have a place to live. Technically you are correct, but that doesn’t mean the family is eligible for housing for homeless people. The U.S. Department of Housing and Urban Development (HUD) provides the lion’s share of funding for homeless programs, making it the final arbiter of who counts as homeless. Before you read further let me clarify that homelessness is not an eligibility factor for Public Housing Authority housing and Housing Choice Vouchers. Every client you serve who is homeless or low-income may be eligible and benefit from it’s long term stability. But it can take years to move up the Housing Authority waiting lists. If you have clients who are literally homeless, they may qualify for another pool of money designed specifically for people who experience literal homelessness. The programs for literally homeless people flow through local Continuum of Care programs (CoC) to nonprofit housing agencies. That is, they are sleeping in places not meant for human habitation. That could be sleeping in their car, under a highway overpass or in an abandoned building. Residents of homeless shelters retain their homeless status. Sleeping under a bridge still might not be enough to get CoC help. HUD established a funding preference for people who have repeated or lengthy episodes of homelessness. If your client meets this criteria, they might just be homeless enough to qualify for this program and a relatively short waiting list. This article explains HUD’s definition of chronic homelessness, documentation you will need, and advice for collecting it in Casebook. Categories of Homelessness HUD has four categories of homelessness. Only Categories 1 and 4 are relevant to HUD programs for CoC funds for homeless people. Clients must fall into Category 1 if they are seeking long-term housing assistance. For example, they want a rent subsidy that will not expire for as long as they need it, (assuming they follow program guidelines.) Category 1: Literally Homeless Literal homeless, which is the most restrictive category for eligibility. Individuals or families enter one of the permanent programs if they are in at least one of the following situations: A homeless shelter designed to provide temporary living arrangements OR Living on the streets, in cars, abandoned buildings or other places not fit for human habitation Exceptions that don’t end their status as literally homeless: They entered an institution from the streets and leave within 90 days of entering it, and they will return to the streets or a shelter. Institutions include a jail, hospital or nursing home. They have a room in a motel room that is paid for by a non-profit or a government program. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... You might be one of those people who think a family is homeless just because it doesn’t have a place to live. Technically you are correct, but that doesn’t mean the family is eligible for housing for homeless people. The U.S. Department of Housing and Urban Development (HUD) provides the lion’s share of funding for homeless programs, making it the final arbiter of who counts as homeless. Before you read further let me clarify that homelessness is not an eligibility factor for Public Housing Authority housing and Housing Choice Vouchers. Every client you serve who is homeless or low-income may be eligible and benefit from it’s long term stability. But it can take years to move up the Housing Authority waiting lists. If you have clients who are literally homeless, they may qualify for another pool of money designed specifically for people who experience literal homelessness. The programs for literally homeless people flow through local Continuum of Care programs (CoC) to nonprofit housing agencies. That is, they are sleeping in places not meant for human habitation. That could be sleeping in their car, under a highway overpass or in an abandoned building. Residents of homeless shelters retain their homeless status. Sleeping under a bridge still might not be enough to get CoC help. HUD established a funding preference for people who have repeated or lengthy episodes of homelessness. If your client meets this criteria, they might just be homeless enough to qualify for this program and a relatively short waiting list. This article explains HUD’s definition of chronic homelessness, documentation you will need, and advice for collecting it in Casebook. Categories of Homelessness HUD has four categories of homelessness. Only Categories 1 and 4 are relevant to HUD programs for CoC funds for homeless people. Clients must fall into Category 1 if they are seeking long-term housing assistance. For example, they want a rent subsidy that will not expire for as long as they need it, (assuming they follow program guidelines.) Category 1: Literally Homeless Literal homeless, which is the most restrictive category for eligibility. Individuals or families enter one of the permanent programs if they are in at least one of the following situations: A homeless shelter designed to provide temporary living arrangements OR Living on the streets, in cars, abandoned buildings or other places not fit for human habitation Exceptions that don’t end their status as literally homeless: They entered an institution from the streets and leave within 90 days of entering it, and they will return to the streets or a shelter. Institutions include a jail, hospital or nursing home. They have a room in a motel room that is paid for by a non-profit or a government program. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... You might be one of those people who think a family is homeless just because it doesn’t have a place to live. Technically you are correct, but that doesn’t mean the family is eligible for housing for homeless people. The U.S. Department of Housing and Urban Development (HUD) provides the lion’s share of funding for homeless programs, making it the final arbiter of who counts as homeless. Before you read further let me clarify that homelessness is not an eligibility factor for Public Housing Authority housing and Housing Choice Vouchers. Every client you serve who is homeless or low-income may be eligible and benefit from it’s long term stability. But it can take years to move up the Housing Authority waiting lists. If you have clients who are literally homeless, they may qualify for another pool of money designed specifically for people who experience literal homelessness. The programs for literally homeless people flow through local Continuum of Care programs (CoC) to nonprofit housing agencies. That is, they are sleeping in places not meant for human habitation. That could be sleeping in their car, under a highway overpass or in an abandoned building. Residents of homeless shelters retain their homeless status. Sleeping under a bridge still might not be enough to get CoC help. HUD established a funding preference for people who have repeated or lengthy episodes of homelessness. If your client meets this criteria, they might just be homeless enough to qualify for this program and a relatively short waiting list. This article explains HUD’s definition of chronic homelessness, documentation you will need, and advice for collecting it in Casebook. Categories of Homelessness HUD has four categories of homelessness. Only Categories 1 and 4 are relevant to HUD programs for CoC funds for homeless people. Clients must fall into Category 1 if they are seeking long-term housing assistance. For example, they want a rent subsidy that will not expire for as long as they need it, (assuming they follow program guidelines.) Category 1: Literally Homeless Literal homeless, which is the most restrictive category for eligibility. Individuals or families enter one of the permanent programs if they are in at least one of the following situations: A homeless shelter designed to provide temporary living arrangements OR Living on the streets, in cars, abandoned buildings or other places not fit for human habitation Exceptions that don’t end their status as literally homeless: They entered an institution from the streets and leave within 90 days of entering it, and they will return to the streets or a shelter. Institutions include a jail, hospital or nursing home. They have a room in a motel room that is paid for by a non-profit or a government program. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... You might be one of those people who think a family is homeless just because it doesn’t have a place to live. Technically you are correct, but that doesn’t mean the family is eligible for housing for homeless people. The U.S. Department of Housing and Urban Development (HUD) provides the lion’s share of funding for homeless programs, making it the final arbiter of who counts as homeless. Before you read further let me clarify that homelessness is not an eligibility factor for Public Housing Authority housing and Housing Choice Vouchers. Every client you serve who is homeless or low-income may be eligible and benefit from it’s long term stability. But it can take years to move up the Housing Authority waiting lists. If you have clients who are literally homeless, they may qualify for another pool of money designed specifically for people who experience literal homelessness. The programs for literally homeless people flow through local Continuum of Care programs (CoC) to nonprofit housing agencies. That is, they are sleeping in places not meant for human habitation. That could be sleeping in their car, under a highway overpass or in an abandoned building. Residents of homeless shelters retain their homeless status. Sleeping under a bridge still might not be enough to get CoC help. HUD established a funding preference for people who have repeated or lengthy episodes of homelessness. If your client meets this criteria, they might just be homeless enough to qualify for this program and a relatively short waiting list. This article explains HUD’s definition of chronic homelessness, documentation you will need, and advice for collecting it in Casebook. Categories of Homelessness HUD has four categories of homelessness. Only Categories 1 and 4 are relevant to HUD programs for CoC funds for homeless people. Clients must fall into Category 1 if they are seeking long-term housing assistance. For example, they want a rent subsidy that will not expire for as long as they need it, (assuming they follow program guidelines.) Category 1: Literally Homeless Literal homeless, which is the most restrictive category for eligibility. Individuals or families enter one of the permanent programs if they are in at least one of the following situations: A homeless shelter designed to provide temporary living arrangements OR Living on the streets, in cars, abandoned buildings or other places not fit for human habitation Exceptions that don’t end their status as literally homeless: They entered an institution from the streets and leave within 90 days of entering it, and they will return to the streets or a shelter. Institutions include a jail, hospital or nursing home. They have a room in a motel room that is paid for by a non-profit or a government program. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... You might be one of those people who think a family is homeless just because it doesn’t have a place to live. Technically you are correct, but that doesn’t mean the family is eligible for housing for homeless people. The U.S. Department of Housing and Urban Development (HUD) provides the lion’s share of funding for homeless programs, making it the final arbiter of who counts as homeless. Before you read further let me clarify that homelessness is not an eligibility factor for Public Housing Authority housing and Housing Choice Vouchers. Every client you serve who is homeless or low-income may be eligible and benefit from it’s long term stability. But it can take years to move up the Housing Authority waiting lists. If you have clients who are literally homeless, they may qualify for another pool of money designed specifically for people who experience literal homelessness. The programs for literally homeless people flow through local Continuum of Care programs (CoC) to nonprofit housing agencies. That is, they are sleeping in places not meant for human habitation. That could be sleeping in their car, under a highway overpass or in an abandoned building. Residents of homeless shelters retain their homeless status. Sleeping under a bridge still might not be enough to get CoC help. HUD established a funding preference for people who have repeated or lengthy episodes of homelessness. If your client meets this criteria, they might just be homeless enough to qualify for this program and a relatively short waiting list. This article explains HUD’s definition of chronic homelessness, documentation you will need, and advice for collecting it in Casebook. Categories of Homelessness HUD has four categories of homelessness. Only Categories 1 and 4 are relevant to HUD programs for CoC funds for homeless people. Clients must fall into Category 1 if they are seeking long-term housing assistance. For example, they want a rent subsidy that will not expire for as long as they need it, (assuming they follow program guidelines.) Category 1: Literally Homeless Literal homeless, which is the most restrictive category for eligibility. Individuals or families enter one of the permanent programs if they are in at least one of the following situations: A homeless shelter designed to provide temporary living arrangements OR Living on the streets, in cars, abandoned buildings or other places not fit for human habitation Exceptions that don’t end their status as literally homeless: They entered an institution from the streets and leave within 90 days of entering it, and they will return to the streets or a shelter. Institutions include a jail, hospital or nursing home. They have a room in a motel room that is paid for by a non-profit or a government program. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... You might be one of those people who think a family is homeless just because it doesn’t have a place to live. Technically you are correct, but that doesn’t mean the family is eligible for housing for homeless people. The U.S. Department of Housing and Urban Development (HUD) provides the lion’s share of funding for homeless programs, making it the final arbiter of who counts as homeless. Before you read further let me clarify that homelessness is not an eligibility factor for Public Housing Authority housing and Housing Choice Vouchers. Every client you serve who is homeless or low-income may be eligible and benefit from it’s long term stability. But it can take years to move up the Housing Authority waiting lists. If you have clients who are literally homeless, they may qualify for another pool of money designed specifically for people who experience literal homelessness. The programs for literally homeless people flow through local Continuum of Care programs (CoC) to nonprofit housing agencies. That is, they are sleeping in places not meant for human habitation. That could be sleeping in their car, under a highway overpass or in an abandoned building. Residents of homeless shelters retain their homeless status. Sleeping under a bridge still might not be enough to get CoC help. HUD established a funding preference for people who have repeated or lengthy episodes of homelessness. If your client meets this criteria, they might just be homeless enough to qualify for this program and a relatively short waiting list. This article explains HUD’s definition of chronic homelessness, documentation you will need, and advice for collecting it in Casebook. Categories of Homelessness HUD has four categories of homelessness. Only Categories 1 and 4 are relevant to HUD programs for CoC funds for homeless people. Clients must fall into Category 1 if they are seeking long-term housing assistance. For example, they want a rent subsidy that will not expire for as long as they need it, (assuming they follow program guidelines.) Category 1: Literally Homeless Literal homeless, which is the most restrictive category for eligibility. Individuals or families enter one of the permanent programs if they are in at least one of the following situations: A homeless shelter designed to provide temporary living arrangements OR Living on the streets, in cars, abandoned buildings or other places not fit for human habitation Exceptions that don’t end their status as literally homeless: They entered an institution from the streets and leave within 90 days of entering it, and they will return to the streets or a shelter. Institutions include a jail, hospital or nursing home. They have a room in a motel room that is paid for by a non-profit or a government program.

Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... It’s difficult for some charities to ask for donations. They don’t have a history of it, they are shy about asking for money or maybe they don’t have the staff or board members with the right skills. Take heart! If your agency needs a strategy to build a donor base online, then donor education sites can be valuable partners. “Too often, we give not to the causes that are most effective, but rather to those that are best at asking for it.” Nicholas Kristoff, Year of Living Better Donor education sites give you a place to build donor trust in your organization as an effective, financially healthy nonprofit. After all, there is a high correlation between trust and financial support. A 2019 Give.org survey found that 70% of survey respondents believe that trust is the most important consideration when they are considering charitable donations, ranking trust a 9 on a 10 point scale. Articulating successful outcomes is the foundation of strong appeals for donations. Proof of impact and effective solicitation for resources is a powerful combination. The donor education platforms share your success to a broad audience. You can use them as tools to solidify your position with existing donors and introduce you to others that care about your mission. These sites have missions to provide donors with accurate information they can use for wise giving. They have established benchmarks that they use to assess agencies objectively. Most of them welcome input from individual nonprofits. You can provide the information to demonstrate you meet those standards. This article provides an understanding of donor education sites and how you can optimize their value to you. A follow-up article will build on that knowledge with more in-depth descriptions of five sites: Charity Navigator, GuideStar, BBB Wise Giving Alliance, Charity Watch and Great Nonprofits. What is a donor education service? It is an established resource donors can use to evaluate charities. There is a wealth of advice for donors – and educating them on making an informed choice is at the top of the list. This is true for donors already familiar with a particular agency. It is also true that donors use them to search for charities addressing an issue important to them, where they may give an unsolicited contribution. They also serve to prevent a misuse of scarce resources. Dishonest nonprofits target donors with emotional appeals that vacuum up donations that won’t be used as intended. Some are outright scams, using names that mislead donors into thinking their donations are going to organizations with good reputations. Other nonprofits seek donations for legitimate reasons but they do not achieve much for each dollar they receive. Given the need charities have for money, compared to resources available to them, donors need information about where their contributions will be used most effectively. There are multiple donor education sites with similar missions: to provide objective and detailed information about agencies that donors can use to evaluate their investments before making them. Remember, donations are investments. Donors care about causes and outcomes. They look for the organizations that will pay a good dividend, measured as an improved quality of life for its constituents. To be more explicit, the sites word their objectives a bit differently but each one strives to serve as a reliable source of information. Donors should be able to trust that an agency achieves the most impact per dollar possible and uses its funding with integrity. This information is clearly in demand. Donors make millions of visits to information sources about charities every year. The sites have another goal - to inspire people and organizations to begin making charitable contributions, if they have not done so in the past, or to increase their gifts if they have a history of giving. The sites bring together information in one place for ease of donor use. Not only does that reduce research time for donors, but it can also provide information they may not know how to find. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... It’s difficult for some charities to ask for donations. They don’t have a history of it, they are shy about asking for money or maybe they don’t have the staff or board members with the right skills. Take heart! If your agency needs a strategy to build a donor base online, then donor education sites can be valuable partners. “Too often, we give not to the causes that are most effective, but rather to those that are best at asking for it.” Nicholas Kristoff, Year of Living Better Donor education sites give you a place to build donor trust in your organization as an effective, financially healthy nonprofit. After all, there is a high correlation between trust and financial support. A 2019 Give.org survey found that 70% of survey respondents believe that trust is the most important consideration when they are considering charitable donations, ranking trust a 9 on a 10 point scale. Articulating successful outcomes is the foundation of strong appeals for donations. Proof of impact and effective solicitation for resources is a powerful combination. The donor education platforms share your success to a broad audience. You can use them as tools to solidify your position with existing donors and introduce you to others that care about your mission. These sites have missions to provide donors with accurate information they can use for wise giving. They have established benchmarks that they use to assess agencies objectively. Most of them welcome input from individual nonprofits. You can provide the information to demonstrate you meet those standards. This article provides an understanding of donor education sites and how you can optimize their value to you. A follow-up article will build on that knowledge with more in-depth descriptions of five sites: Charity Navigator, GuideStar, BBB Wise Giving Alliance, Charity Watch and Great Nonprofits. What is a donor education service? It is an established resource donors can use to evaluate charities. There is a wealth of advice for donors – and educating them on making an informed choice is at the top of the list. This is true for donors already familiar with a particular agency. It is also true that donors use them to search for charities addressing an issue important to them, where they may give an unsolicited contribution. They also serve to prevent a misuse of scarce resources. Dishonest nonprofits target donors with emotional appeals that vacuum up donations that won’t be used as intended. Some are outright scams, using names that mislead donors into thinking their donations are going to organizations with good reputations. Other nonprofits seek donations for legitimate reasons but they do not achieve much for each dollar they receive. Given the need charities have for money, compared to resources available to them, donors need information about where their contributions will be used most effectively. There are multiple donor education sites with similar missions: to provide objective and detailed information about agencies that donors can use to evaluate their investments before making them. Remember, donations are investments. Donors care about causes and outcomes. They look for the organizations that will pay a good dividend, measured as an improved quality of life for its constituents. To be more explicit, the sites word their objectives a bit differently but each one strives to serve as a reliable source of information. Donors should be able to trust that an agency achieves the most impact per dollar possible and uses its funding with integrity. This information is clearly in demand. Donors make millions of visits to information sources about charities every year. The sites have another goal - to inspire people and organizations to begin making charitable contributions, if they have not done so in the past, or to increase their gifts if they have a history of giving. The sites bring together information in one place for ease of donor use. Not only does that reduce research time for donors, but it can also provide information they may not know how to find. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... It’s difficult for some charities to ask for donations. They don’t have a history of it, they are shy about asking for money or maybe they don’t have the staff or board members with the right skills. Take heart! If your agency needs a strategy to build a donor base online, then donor education sites can be valuable partners. “Too often, we give not to the causes that are most effective, but rather to those that are best at asking for it.” Nicholas Kristoff, Year of Living Better Donor education sites give you a place to build donor trust in your organization as an effective, financially healthy nonprofit. After all, there is a high correlation between trust and financial support. A 2019 Give.org survey found that 70% of survey respondents believe that trust is the most important consideration when they are considering charitable donations, ranking trust a 9 on a 10 point scale. Articulating successful outcomes is the foundation of strong appeals for donations. Proof of impact and effective solicitation for resources is a powerful combination. The donor education platforms share your success to a broad audience. You can use them as tools to solidify your position with existing donors and introduce you to others that care about your mission. These sites have missions to provide donors with accurate information they can use for wise giving. They have established benchmarks that they use to assess agencies objectively. Most of them welcome input from individual nonprofits. You can provide the information to demonstrate you meet those standards. This article provides an understanding of donor education sites and how you can optimize their value to you. A follow-up article will build on that knowledge with more in-depth descriptions of five sites: Charity Navigator, GuideStar, BBB Wise Giving Alliance, Charity Watch and Great Nonprofits. What is a donor education service? It is an established resource donors can use to evaluate charities. There is a wealth of advice for donors – and educating them on making an informed choice is at the top of the list. This is true for donors already familiar with a particular agency. It is also true that donors use them to search for charities addressing an issue important to them, where they may give an unsolicited contribution. They also serve to prevent a misuse of scarce resources. Dishonest nonprofits target donors with emotional appeals that vacuum up donations that won’t be used as intended. Some are outright scams, using names that mislead donors into thinking their donations are going to organizations with good reputations. Other nonprofits seek donations for legitimate reasons but they do not achieve much for each dollar they receive. Given the need charities have for money, compared to resources available to them, donors need information about where their contributions will be used most effectively. There are multiple donor education sites with similar missions: to provide objective and detailed information about agencies that donors can use to evaluate their investments before making them. Remember, donations are investments. Donors care about causes and outcomes. They look for the organizations that will pay a good dividend, measured as an improved quality of life for its constituents. To be more explicit, the sites word their objectives a bit differently but each one strives to serve as a reliable source of information. Donors should be able to trust that an agency achieves the most impact per dollar possible and uses its funding with integrity. This information is clearly in demand. Donors make millions of visits to information sources about charities every year. The sites have another goal - to inspire people and organizations to begin making charitable contributions, if they have not done so in the past, or to increase their gifts if they have a history of giving. The sites bring together information in one place for ease of donor use. Not only does that reduce research time for donors, but it can also provide information they may not know how to find. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... It’s difficult for some charities to ask for donations. They don’t have a history of it, they are shy about asking for money or maybe they don’t have the staff or board members with the right skills. Take heart! If your agency needs a strategy to build a donor base online, then donor education sites can be valuable partners. “Too often, we give not to the causes that are most effective, but rather to those that are best at asking for it.” Nicholas Kristoff, Year of Living Better Donor education sites give you a place to build donor trust in your organization as an effective, financially healthy nonprofit. After all, there is a high correlation between trust and financial support. A 2019 Give.org survey found that 70% of survey respondents believe that trust is the most important consideration when they are considering charitable donations, ranking trust a 9 on a 10 point scale. Articulating successful outcomes is the foundation of strong appeals for donations. Proof of impact and effective solicitation for resources is a powerful combination. The donor education platforms share your success to a broad audience. You can use them as tools to solidify your position with existing donors and introduce you to others that care about your mission. These sites have missions to provide donors with accurate information they can use for wise giving. They have established benchmarks that they use to assess agencies objectively. Most of them welcome input from individual nonprofits. You can provide the information to demonstrate you meet those standards. This article provides an understanding of donor education sites and how you can optimize their value to you. A follow-up article will build on that knowledge with more in-depth descriptions of five sites: Charity Navigator, GuideStar, BBB Wise Giving Alliance, Charity Watch and Great Nonprofits. What is a donor education service? It is an established resource donors can use to evaluate charities. There is a wealth of advice for donors – and educating them on making an informed choice is at the top of the list. This is true for donors already familiar with a particular agency. It is also true that donors use them to search for charities addressing an issue important to them, where they may give an unsolicited contribution. They also serve to prevent a misuse of scarce resources. Dishonest nonprofits target donors with emotional appeals that vacuum up donations that won’t be used as intended. Some are outright scams, using names that mislead donors into thinking their donations are going to organizations with good reputations. Other nonprofits seek donations for legitimate reasons but they do not achieve much for each dollar they receive. Given the need charities have for money, compared to resources available to them, donors need information about where their contributions will be used most effectively. There are multiple donor education sites with similar missions: to provide objective and detailed information about agencies that donors can use to evaluate their investments before making them. Remember, donations are investments. Donors care about causes and outcomes. They look for the organizations that will pay a good dividend, measured as an improved quality of life for its constituents. To be more explicit, the sites word their objectives a bit differently but each one strives to serve as a reliable source of information. Donors should be able to trust that an agency achieves the most impact per dollar possible and uses its funding with integrity. This information is clearly in demand. Donors make millions of visits to information sources about charities every year. The sites have another goal - to inspire people and organizations to begin making charitable contributions, if they have not done so in the past, or to increase their gifts if they have a history of giving. The sites bring together information in one place for ease of donor use. Not only does that reduce research time for donors, but it can also provide information they may not know how to find. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... It’s difficult for some charities to ask for donations. They don’t have a history of it, they are shy about asking for money or maybe they don’t have the staff or board members with the right skills. Take heart! If your agency needs a strategy to build a donor base online, then donor education sites can be valuable partners. “Too often, we give not to the causes that are most effective, but rather to those that are best at asking for it.” Nicholas Kristoff, Year of Living Better Donor education sites give you a place to build donor trust in your organization as an effective, financially healthy nonprofit. After all, there is a high correlation between trust and financial support. A 2019 Give.org survey found that 70% of survey respondents believe that trust is the most important consideration when they are considering charitable donations, ranking trust a 9 on a 10 point scale. Articulating successful outcomes is the foundation of strong appeals for donations. Proof of impact and effective solicitation for resources is a powerful combination. The donor education platforms share your success to a broad audience. You can use them as tools to solidify your position with existing donors and introduce you to others that care about your mission. These sites have missions to provide donors with accurate information they can use for wise giving. They have established benchmarks that they use to assess agencies objectively. Most of them welcome input from individual nonprofits. You can provide the information to demonstrate you meet those standards. This article provides an understanding of donor education sites and how you can optimize their value to you. A follow-up article will build on that knowledge with more in-depth descriptions of five sites: Charity Navigator, GuideStar, BBB Wise Giving Alliance, Charity Watch and Great Nonprofits. What is a donor education service? It is an established resource donors can use to evaluate charities. There is a wealth of advice for donors – and educating them on making an informed choice is at the top of the list. This is true for donors already familiar with a particular agency. It is also true that donors use them to search for charities addressing an issue important to them, where they may give an unsolicited contribution. They also serve to prevent a misuse of scarce resources. Dishonest nonprofits target donors with emotional appeals that vacuum up donations that won’t be used as intended. Some are outright scams, using names that mislead donors into thinking their donations are going to organizations with good reputations. Other nonprofits seek donations for legitimate reasons but they do not achieve much for each dollar they receive. Given the need charities have for money, compared to resources available to them, donors need information about where their contributions will be used most effectively. There are multiple donor education sites with similar missions: to provide objective and detailed information about agencies that donors can use to evaluate their investments before making them. Remember, donations are investments. Donors care about causes and outcomes. They look for the organizations that will pay a good dividend, measured as an improved quality of life for its constituents. To be more explicit, the sites word their objectives a bit differently but each one strives to serve as a reliable source of information. Donors should be able to trust that an agency achieves the most impact per dollar possible and uses its funding with integrity. This information is clearly in demand. Donors make millions of visits to information sources about charities every year. The sites have another goal - to inspire people and organizations to begin making charitable contributions, if they have not done so in the past, or to increase their gifts if they have a history of giving. The sites bring together information in one place for ease of donor use. Not only does that reduce research time for donors, but it can also provide information they may not know how to find. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... It’s difficult for some charities to ask for donations. They don’t have a history of it, they are shy about asking for money or maybe they don’t have the staff or board members with the right skills. Take heart! If your agency needs a strategy to build a donor base online, then donor education sites can be valuable partners. “Too often, we give not to the causes that are most effective, but rather to those that are best at asking for it.” Nicholas Kristoff, Year of Living Better Donor education sites give you a place to build donor trust in your organization as an effective, financially healthy nonprofit. After all, there is a high correlation between trust and financial support. A 2019 Give.org survey found that 70% of survey respondents believe that trust is the most important consideration when they are considering charitable donations, ranking trust a 9 on a 10 point scale. Articulating successful outcomes is the foundation of strong appeals for donations. Proof of impact and effective solicitation for resources is a powerful combination. The donor education platforms share your success to a broad audience. You can use them as tools to solidify your position with existing donors and introduce you to others that care about your mission. These sites have missions to provide donors with accurate information they can use for wise giving. They have established benchmarks that they use to assess agencies objectively. Most of them welcome input from individual nonprofits. You can provide the information to demonstrate you meet those standards. This article provides an understanding of donor education sites and how you can optimize their value to you. A follow-up article will build on that knowledge with more in-depth descriptions of five sites: Charity Navigator, GuideStar, BBB Wise Giving Alliance, Charity Watch and Great Nonprofits. What is a donor education service? It is an established resource donors can use to evaluate charities. There is a wealth of advice for donors – and educating them on making an informed choice is at the top of the list. This is true for donors already familiar with a particular agency. It is also true that donors use them to search for charities addressing an issue important to them, where they may give an unsolicited contribution. They also serve to prevent a misuse of scarce resources. Dishonest nonprofits target donors with emotional appeals that vacuum up donations that won’t be used as intended. Some are outright scams, using names that mislead donors into thinking their donations are going to organizations with good reputations. Other nonprofits seek donations for legitimate reasons but they do not achieve much for each dollar they receive. Given the need charities have for money, compared to resources available to them, donors need information about where their contributions will be used most effectively. There are multiple donor education sites with similar missions: to provide objective and detailed information about agencies that donors can use to evaluate their investments before making them. Remember, donations are investments. Donors care about causes and outcomes. They look for the organizations that will pay a good dividend, measured as an improved quality of life for its constituents. To be more explicit, the sites word their objectives a bit differently but each one strives to serve as a reliable source of information. Donors should be able to trust that an agency achieves the most impact per dollar possible and uses its funding with integrity. This information is clearly in demand. Donors make millions of visits to information sources about charities every year. The sites have another goal - to inspire people and organizations to begin making charitable contributions, if they have not done so in the past, or to increase their gifts if they have a history of giving. The sites bring together information in one place for ease of donor use. Not only does that reduce research time for donors, but it can also provide information they may not know how to find. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... It’s difficult for some charities to ask for donations. They don’t have a history of it, they are shy about asking for money or maybe they don’t have the staff or board members with the right skills. Take heart! If your agency needs a strategy to build a donor base online, then donor education sites can be valuable partners. “Too often, we give not to the causes that are most effective, but rather to those that are best at asking for it.” Nicholas Kristoff, Year of Living Better Donor education sites give you a place to build donor trust in your organization as an effective, financially healthy nonprofit. After all, there is a high correlation between trust and financial support. A 2019 Give.org survey found that 70% of survey respondents believe that trust is the most important consideration when they are considering charitable donations, ranking trust a 9 on a 10 point scale. Articulating successful outcomes is the foundation of strong appeals for donations. Proof of impact and effective solicitation for resources is a powerful combination. The donor education platforms share your success to a broad audience. You can use them as tools to solidify your position with existing donors and introduce you to others that care about your mission. These sites have missions to provide donors with accurate information they can use for wise giving. They have established benchmarks that they use to assess agencies objectively. Most of them welcome input from individual nonprofits. You can provide the information to demonstrate you meet those standards. This article provides an understanding of donor education sites and how you can optimize their value to you. A follow-up article will build on that knowledge with more in-depth descriptions of five sites: Charity Navigator, GuideStar, BBB Wise Giving Alliance, Charity Watch and Great Nonprofits. What is a donor education service? It is an established resource donors can use to evaluate charities. There is a wealth of advice for donors – and educating them on making an informed choice is at the top of the list. This is true for donors already familiar with a particular agency. It is also true that donors use them to search for charities addressing an issue important to them, where they may give an unsolicited contribution. They also serve to prevent a misuse of scarce resources. Dishonest nonprofits target donors with emotional appeals that vacuum up donations that won’t be used as intended. Some are outright scams, using names that mislead donors into thinking their donations are going to organizations with good reputations. Other nonprofits seek donations for legitimate reasons but they do not achieve much for each dollar they receive. Given the need charities have for money, compared to resources available to them, donors need information about where their contributions will be used most effectively. There are multiple donor education sites with similar missions: to provide objective and detailed information about agencies that donors can use to evaluate their investments before making them. Remember, donations are investments. Donors care about causes and outcomes. They look for the organizations that will pay a good dividend, measured as an improved quality of life for its constituents. To be more explicit, the sites word their objectives a bit differently but each one strives to serve as a reliable source of information. Donors should be able to trust that an agency achieves the most impact per dollar possible and uses its funding with integrity. This information is clearly in demand. Donors make millions of visits to information sources about charities every year. The sites have another goal - to inspire people and organizations to begin making charitable contributions, if they have not done so in the past, or to increase their gifts if they have a history of giving. The sites bring together information in one place for ease of donor use. Not only does that reduce research time for donors, but it can also provide information they may not know how to find. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... It’s difficult for some charities to ask for donations. They don’t have a history of it, they are shy about asking for money or maybe they don’t have the staff or board members with the right skills. Take heart! If your agency needs a strategy to build a donor base online, then donor education sites can be valuable partners. “Too often, we give not to the causes that are most effective, but rather to those that are best at asking for it.” Nicholas Kristoff, Year of Living Better Donor education sites give you a place to build donor trust in your organization as an effective, financially healthy nonprofit. After all, there is a high correlation between trust and financial support. A 2019 Give.org survey found that 70% of survey respondents believe that trust is the most important consideration when they are considering charitable donations, ranking trust a 9 on a 10 point scale. Articulating successful outcomes is the foundation of strong appeals for donations. Proof of impact and effective solicitation for resources is a powerful combination. The donor education platforms share your success to a broad audience. You can use them as tools to solidify your position with existing donors and introduce you to others that care about your mission. These sites have missions to provide donors with accurate information they can use for wise giving. They have established benchmarks that they use to assess agencies objectively. Most of them welcome input from individual nonprofits. You can provide the information to demonstrate you meet those standards. This article provides an understanding of donor education sites and how you can optimize their value to you. A follow-up article will build on that knowledge with more in-depth descriptions of five sites: Charity Navigator, GuideStar, BBB Wise Giving Alliance, Charity Watch and Great Nonprofits. What is a donor education service? It is an established resource donors can use to evaluate charities. There is a wealth of advice for donors – and educating them on making an informed choice is at the top of the list. This is true for donors already familiar with a particular agency. It is also true that donors use them to search for charities addressing an issue important to them, where they may give an unsolicited contribution. They also serve to prevent a misuse of scarce resources. Dishonest nonprofits target donors with emotional appeals that vacuum up donations that won’t be used as intended. Some are outright scams, using names that mislead donors into thinking their donations are going to organizations with good reputations. Other nonprofits seek donations for legitimate reasons but they do not achieve much for each dollar they receive. Given the need charities have for money, compared to resources available to them, donors need information about where their contributions will be used most effectively. There are multiple donor education sites with similar missions: to provide objective and detailed information about agencies that donors can use to evaluate their investments before making them. Remember, donations are investments. Donors care about causes and outcomes. They look for the organizations that will pay a good dividend, measured as an improved quality of life for its constituents. To be more explicit, the sites word their objectives a bit differently but each one strives to serve as a reliable source of information. Donors should be able to trust that an agency achieves the most impact per dollar possible and uses its funding with integrity. This information is clearly in demand. Donors make millions of visits to information sources about charities every year. The sites have another goal - to inspire people and organizations to begin making charitable contributions, if they have not done so in the past, or to increase their gifts if they have a history of giving. The sites bring together information in one place for ease of donor use. Not only does that reduce research time for donors, but it can also provide information they may not know how to find. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... It’s difficult for some charities to ask for donations. They don’t have a history of it, they are shy about asking for money or maybe they don’t have the staff or board members with the right skills. Take heart! If your agency needs a strategy to build a donor base online, then donor education sites can be valuable partners. “Too often, we give not to the causes that are most effective, but rather to those that are best at asking for it.” Nicholas Kristoff, Year of Living Better Donor education sites give you a place to build donor trust in your organization as an effective, financially healthy nonprofit. After all, there is a high correlation between trust and financial support. A 2019 Give.org survey found that 70% of survey respondents believe that trust is the most important consideration when they are considering charitable donations, ranking trust a 9 on a 10 point scale. Articulating successful outcomes is the foundation of strong appeals for donations. Proof of impact and effective solicitation for resources is a powerful combination. The donor education platforms share your success to a broad audience. You can use them as tools to solidify your position with existing donors and introduce you to others that care about your mission. These sites have missions to provide donors with accurate information they can use for wise giving. They have established benchmarks that they use to assess agencies objectively. Most of them welcome input from individual nonprofits. You can provide the information to demonstrate you meet those standards. This article provides an understanding of donor education sites and how you can optimize their value to you. A follow-up article will build on that knowledge with more in-depth descriptions of five sites: Charity Navigator, GuideStar, BBB Wise Giving Alliance, Charity Watch and Great Nonprofits. What is a donor education service? It is an established resource donors can use to evaluate charities. There is a wealth of advice for donors – and educating them on making an informed choice is at the top of the list. This is true for donors already familiar with a particular agency. It is also true that donors use them to search for charities addressing an issue important to them, where they may give an unsolicited contribution. They also serve to prevent a misuse of scarce resources. Dishonest nonprofits target donors with emotional appeals that vacuum up donations that won’t be used as intended. Some are outright scams, using names that mislead donors into thinking their donations are going to organizations with good reputations. Other nonprofits seek donations for legitimate reasons but they do not achieve much for each dollar they receive. Given the need charities have for money, compared to resources available to them, donors need information about where their contributions will be used most effectively. There are multiple donor education sites with similar missions: to provide objective and detailed information about agencies that donors can use to evaluate their investments before making them. Remember, donations are investments. Donors care about causes and outcomes. They look for the organizations that will pay a good dividend, measured as an improved quality of life for its constituents. To be more explicit, the sites word their objectives a bit differently but each one strives to serve as a reliable source of information. Donors should be able to trust that an agency achieves the most impact per dollar possible and uses its funding with integrity. This information is clearly in demand. Donors make millions of visits to information sources about charities every year. The sites have another goal - to inspire people and organizations to begin making charitable contributions, if they have not done so in the past, or to increase their gifts if they have a history of giving. The sites bring together information in one place for ease of donor use. Not only does that reduce research time for donors, but it can also provide information they may not know how to find. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... It’s difficult for some charities to ask for donations. They don’t have a history of it, they are shy about asking for money or maybe they don’t have the staff or board members with the right skills. Take heart! If your agency needs a strategy to build a donor base online, then donor education sites can be valuable partners. “Too often, we give not to the causes that are most effective, but rather to those that are best at asking for it.” Nicholas Kristoff, Year of Living Better Donor education sites give you a place to build donor trust in your organization as an effective, financially healthy nonprofit. After all, there is a high correlation between trust and financial support. A 2019 Give.org survey found that 70% of survey respondents believe that trust is the most important consideration when they are considering charitable donations, ranking trust a 9 on a 10 point scale. Articulating successful outcomes is the foundation of strong appeals for donations. Proof of impact and effective solicitation for resources is a powerful combination. The donor education platforms share your success to a broad audience. You can use them as tools to solidify your position with existing donors and introduce you to others that care about your mission. These sites have missions to provide donors with accurate information they can use for wise giving. They have established benchmarks that they use to assess agencies objectively. Most of them welcome input from individual nonprofits. You can provide the information to demonstrate you meet those standards. This article provides an understanding of donor education sites and how you can optimize their value to you. A follow-up article will build on that knowledge with more in-depth descriptions of five sites: Charity Navigator, GuideStar, BBB Wise Giving Alliance, Charity Watch and Great Nonprofits. What is a donor education service? It is an established resource donors can use to evaluate charities. There is a wealth of advice for donors – and educating them on making an informed choice is at the top of the list. This is true for donors already familiar with a particular agency. It is also true that donors use them to search for charities addressing an issue important to them, where they may give an unsolicited contribution. They also serve to prevent a misuse of scarce resources. Dishonest nonprofits target donors with emotional appeals that vacuum up donations that won’t be used as intended. Some are outright scams, using names that mislead donors into thinking their donations are going to organizations with good reputations. Other nonprofits seek donations for legitimate reasons but they do not achieve much for each dollar they receive. Given the need charities have for money, compared to resources available to them, donors need information about where their contributions will be used most effectively. There are multiple donor education sites with similar missions: to provide objective and detailed information about agencies that donors can use to evaluate their investments before making them. Remember, donations are investments. Donors care about causes and outcomes. They look for the organizations that will pay a good dividend, measured as an improved quality of life for its constituents. To be more explicit, the sites word their objectives a bit differently but each one strives to serve as a reliable source of information. Donors should be able to trust that an agency achieves the most impact per dollar possible and uses its funding with integrity. This information is clearly in demand. Donors make millions of visits to information sources about charities every year. The sites have another goal - to inspire people and organizations to begin making charitable contributions, if they have not done so in the past, or to increase their gifts if they have a history of giving. The sites bring together information in one place for ease of donor use. Not only does that reduce research time for donors, but it can also provide information they may not know how to find.

Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... Inmates in any kind of detention may experience a wide range of emotions about their release. After only one year of incarceration they may already have lost their sense Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... Inmates in any kind of detention may experience a wide range of emotions about their release. After only one year of incarceration they may already have lost their sense of how to cope with the outside world. They often face confusion and anxiety about what life will be like. There are practical obstacles as well. They are likely to know life will be harder as an ex-offender. It will be harder to get a job, and thus harder to establish a stable life. Statistically, nearly half of them are likely to return to incarceration within one year. Recidivism means an individual has returned to criminal behavior. Research from the Council of State Governments (CSG) shows that you, as a case manager, will be most effective in preventing recidivism by focusing intensive supervision and treatment on the people who are most likely to reoffend. Although we may expect more positive outcomes by serving low-level offenders, the opposite is true. Intensive programming for people at a low risk of reoffending is counterproductive, and often increases their likelihood of reoffending. This perspective leads you to the highest need individuals. Setting Up the Initial File Inquiries about programs may come directly from inmates, or as a recommendation from law enforcement, courts and other service providers working with them. You will have to determine whether they are eligible for the services that your agency provides. You can set up the file to record the information you need in this phase, from the initial referral through the assessment to the final decision about eligibility. Casebook Intake’s virtual front desk is a powerful tool that provides flexibility in documenting that first contact with a referral. It presents a choice of fields suited to collect demographics, need assessments and input from others – the information you need to determine eligibility for your agency’s programs. This might include: Client profile with demographics Documented source of referral and agency’s basis for it Documented history of involvement with law enforcement and justice system History of services such as mental health treatment, substance abuse treatment disorders, etc. Implementing the CSG Best Practices adds another level of eligibility screening. You will interview inmates and collect documentation that helps you understand whether they engage in criminal thinking. If so, it’s a risk factor you will address in service planning. You can set up notes to record how offenders fare on the ten factors as a preliminary step for service planning after the eligibility phase is complete. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... Inmates in any kind of detention may experience a wide range of emotions about their release. After only one year of incarceration they may already have lost their sense Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... Inmates in any kind of detention may experience a wide range of emotions about their release. After only one year of incarceration they may already have lost their sense of how to cope with the outside world. They often face confusion and anxiety about what life will be like. There are practical obstacles as well. They are likely to know life will be harder as an ex-offender. It will be harder to get a job, and thus harder to establish a stable life. Statistically, nearly half of them are likely to return to incarceration within one year. Recidivism means an individual has returned to criminal behavior. Research from the Council of State Governments (CSG) shows that you, as a case manager, will be most effective in preventing recidivism by focusing intensive supervision and treatment on the people who are most likely to reoffend. Although we may expect more positive outcomes by serving low-level offenders, the opposite is true. Intensive programming for people at a low risk of reoffending is counterproductive, and often increases their likelihood of reoffending. This perspective leads you to the highest need individuals. Setting Up the Initial File Inquiries about programs may come directly from inmates, or as a recommendation from law enforcement, courts and other service providers working with them. You will have to determine whether they are eligible for the services that your agency provides. You can set up the file to record the information you need in this phase, from the initial referral through the assessment to the final decision about eligibility. Casebook Intake’s virtual front desk is a powerful tool that provides flexibility in documenting that first contact with a referral. It presents a choice of fields suited to collect demographics, need assessments and input from others – the information you need to determine eligibility for your agency’s programs. This might include: Client profile with demographics Documented source of referral and agency’s basis for it Documented history of involvement with law enforcement and justice system History of services such as mental health treatment, substance abuse treatment disorders, etc. Implementing the CSG Best Practices adds another level of eligibility screening. You will interview inmates and collect documentation that helps you understand whether they engage in criminal thinking. If so, it’s a risk factor you will address in service planning. You can set up notes to record how offenders fare on the ten factors as a preliminary step for service planning after the eligibility phase is complete. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... Inmates in any kind of detention may experience a wide range of emotions about their release. After only one year of incarceration they may already have lost their sense Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... Inmates in any kind of detention may experience a wide range of emotions about their release. After only one year of incarceration they may already have lost their sense of how to cope with the outside world. They often face confusion and anxiety about what life will be like. There are practical obstacles as well. They are likely to know life will be harder as an ex-offender. It will be harder to get a job, and thus harder to establish a stable life. Statistically, nearly half of them are likely to return to incarceration within one year. Recidivism means an individual has returned to criminal behavior. Research from the Council of State Governments (CSG) shows that you, as a case manager, will be most effective in preventing recidivism by focusing intensive supervision and treatment on the people who are most likely to reoffend. Although we may expect more positive outcomes by serving low-level offenders, the opposite is true. Intensive programming for people at a low risk of reoffending is counterproductive, and often increases their likelihood of reoffending. This perspective leads you to the highest need individuals. Setting Up the Initial File Inquiries about programs may come directly from inmates, or as a recommendation from law enforcement, courts and other service providers working with them. You will have to determine whether they are eligible for the services that your agency provides. You can set up the file to record the information you need in this phase, from the initial referral through the assessment to the final decision about eligibility. Casebook Intake’s virtual front desk is a powerful tool that provides flexibility in documenting that first contact with a referral. It presents a choice of fields suited to collect demographics, need assessments and input from others – the information you need to determine eligibility for your agency’s programs. This might include: Client profile with demographics Documented source of referral and agency’s basis for it Documented history of involvement with law enforcement and justice system History of services such as mental health treatment, substance abuse treatment disorders, etc. Implementing the CSG Best Practices adds another level of eligibility screening. You will interview inmates and collect documentation that helps you understand whether they engage in criminal thinking. If so, it’s a risk factor you will address in service planning. You can set up notes to record how offenders fare on the ten factors as a preliminary step for service planning after the eligibility phase is complete. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... Inmates in any kind of detention may experience a wide range of emotions about their release. After only one year of incarceration they may already have lost their sense Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... Inmates in any kind of detention may experience a wide range of emotions about their release. After only one year of incarceration they may already have lost their sense of how to cope with the outside world. They often face confusion and anxiety about what life will be like. There are practical obstacles as well. They are likely to know life will be harder as an ex-offender. It will be harder to get a job, and thus harder to establish a stable life. Statistically, nearly half of them are likely to return to incarceration within one year. Recidivism means an individual has returned to criminal behavior. Research from the Council of State Governments (CSG) shows that you, as a case manager, will be most effective in preventing recidivism by focusing intensive supervision and treatment on the people who are most likely to reoffend. Although we may expect more positive outcomes by serving low-level offenders, the opposite is true. Intensive programming for people at a low risk of reoffending is counterproductive, and often increases their likelihood of reoffending. This perspective leads you to the highest need individuals. Setting Up the Initial File Inquiries about programs may come directly from inmates, or as a recommendation from law enforcement, courts and other service providers working with them. You will have to determine whether they are eligible for the services that your agency provides. You can set up the file to record the information you need in this phase, from the initial referral through the assessment to the final decision about eligibility. Casebook Intake’s virtual front desk is a powerful tool that provides flexibility in documenting that first contact with a referral. It presents a choice of fields suited to collect demographics, need assessments and input from others – the information you need to determine eligibility for your agency’s programs. This might include: Client profile with demographics Documented source of referral and agency’s basis for it Documented history of involvement with law enforcement and justice system History of services such as mental health treatment, substance abuse treatment disorders, etc. Implementing the CSG Best Practices adds another level of eligibility screening. You will interview inmates and collect documentation that helps you understand whether they engage in criminal thinking. If so, it’s a risk factor you will address in service planning. You can set up notes to record how offenders fare on the ten factors as a preliminary step for service planning after the eligibility phase is complete. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... Inmates in any kind of detention may experience a wide range of emotions about their release. After only one year of incarceration they may already have lost their sense Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... Inmates in any kind of detention may experience a wide range of emotions about their release. After only one year of incarceration they may already have lost their sense of how to cope with the outside world. They often face confusion and anxiety about what life will be like. There are practical obstacles as well. They are likely to know life will be harder as an ex-offender. It will be harder to get a job, and thus harder to establish a stable life. Statistically, nearly half of them are likely to return to incarceration within one year. Recidivism means an individual has returned to criminal behavior. Research from the Council of State Governments (CSG) shows that you, as a case manager, will be most effective in preventing recidivism by focusing intensive supervision and treatment on the people who are most likely to reoffend. Although we may expect more positive outcomes by serving low-level offenders, the opposite is true. Intensive programming for people at a low risk of reoffending is counterproductive, and often increases their likelihood of reoffending. This perspective leads you to the highest need individuals. Setting Up the Initial File Inquiries about programs may come directly from inmates, or as a recommendation from law enforcement, courts and other service providers working with them. You will have to determine whether they are eligible for the services that your agency provides. You can set up the file to record the information you need in this phase, from the initial referral through the assessment to the final decision about eligibility. Casebook Intake’s virtual front desk is a powerful tool that provides flexibility in documenting that first contact with a referral. It presents a choice of fields suited to collect demographics, need assessments and input from others – the information you need to determine eligibility for your agency’s programs. This might include: Client profile with demographics Documented source of referral and agency’s basis for it Documented history of involvement with law enforcement and justice system History of services such as mental health treatment, substance abuse treatment disorders, etc. Implementing the CSG Best Practices adds another level of eligibility screening. You will interview inmates and collect documentation that helps you understand whether they engage in criminal thinking. If so, it’s a risk factor you will address in service planning. You can set up notes to record how offenders fare on the ten factors as a preliminary step for service planning after the eligibility phase is complete. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... Inmates in any kind of detention may experience a wide range of emotions about their release. After only one year of incarceration they may already have lost their sense Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... Inmates in any kind of detention may experience a wide range of emotions about their release. After only one year of incarceration they may already have lost their sense of how to cope with the outside world. They often face confusion and anxiety about what life will be like. There are practical obstacles as well. They are likely to know life will be harder as an ex-offender. It will be harder to get a job, and thus harder to establish a stable life. Statistically, nearly half of them are likely to return to incarceration within one year. Recidivism means an individual has returned to criminal behavior. Research from the Council of State Governments (CSG) shows that you, as a case manager, will be most effective in preventing recidivism by focusing intensive supervision and treatment on the people who are most likely to reoffend. Although we may expect more positive outcomes by serving low-level offenders, the opposite is true. Intensive programming for people at a low risk of reoffending is counterproductive, and often increases their likelihood of reoffending. This perspective leads you to the highest need individuals. Setting Up the Initial File Inquiries about programs may come directly from inmates, or as a recommendation from law enforcement, courts and other service providers working with them. You will have to determine whether they are eligible for the services that your agency provides. You can set up the file to record the information you need in this phase, from the initial referral through the assessment to the final decision about eligibility. Casebook Intake’s virtual front desk is a powerful tool that provides flexibility in documenting that first contact with a referral. It presents a choice of fields suited to collect demographics, need assessments and input from others – the information you need to determine eligibility for your agency’s programs. This might include: Client profile with demographics Documented source of referral and agency’s basis for it Documented history of involvement with law enforcement and justice system History of services such as mental health treatment, substance abuse treatment disorders, etc. Implementing the CSG Best Practices adds another level of eligibility screening. You will interview inmates and collect documentation that helps you understand whether they engage in criminal thinking. If so, it’s a risk factor you will address in service planning. You can set up notes to record how offenders fare on the ten factors as a preliminary step for service planning after the eligibility phase is complete. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... Inmates in any kind of detention may experience a wide range of emotions about their release. After only one year of incarceration they may already have lost their sense Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... Inmates in any kind of detention may experience a wide range of emotions about their release. After only one year of incarceration they may already have lost their sense of how to cope with the outside world. They often face confusion and anxiety about what life will be like. There are practical obstacles as well. They are likely to know life will be harder as an ex-offender. It will be harder to get a job, and thus harder to establish a stable life. Statistically, nearly half of them are likely to return to incarceration within one year. Recidivism means an individual has returned to criminal behavior. Research from the Council of State Governments (CSG) shows that you, as a case manager, will be most effective in preventing recidivism by focusing intensive supervision and treatment on the people who are most likely to reoffend. Although we may expect more positive outcomes by serving low-level offenders, the opposite is true. Intensive programming for people at a low risk of reoffending is counterproductive, and often increases their likelihood of reoffending. This perspective leads you to the highest need individuals. Setting Up the Initial File Inquiries about programs may come directly from inmates, or as a recommendation from law enforcement, courts and other service providers working with them. You will have to determine whether they are eligible for the services that your agency provides. You can set up the file to record the information you need in this phase, from the initial referral through the assessment to the final decision about eligibility. Casebook Intake’s virtual front desk is a powerful tool that provides flexibility in documenting that first contact with a referral. It presents a choice of fields suited to collect demographics, need assessments and input from others – the information you need to determine eligibility for your agency’s programs. This might include: Client profile with demographics Documented source of referral and agency’s basis for it Documented history of involvement with law enforcement and justice system History of services such as mental health treatment, substance abuse treatment disorders, etc. Implementing the CSG Best Practices adds another level of eligibility screening. You will interview inmates and collect documentation that helps you understand whether they engage in criminal thinking. If so, it’s a risk factor you will address in service planning. You can set up notes to record how offenders fare on the ten factors as a preliminary step for service planning after the eligibility phase is complete. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... Inmates in any kind of detention may experience a wide range of emotions about their release. After only one year of incarceration they may already have lost their sense Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... Inmates in any kind of detention may experience a wide range of emotions about their release. After only one year of incarceration they may already have lost their sense of how to cope with the outside world. They often face confusion and anxiety about what life will be like. There are practical obstacles as well. They are likely to know life will be harder as an ex-offender. It will be harder to get a job, and thus harder to establish a stable life. Statistically, nearly half of them are likely to return to incarceration within one year. Recidivism means an individual has returned to criminal behavior. Research from the Council of State Governments (CSG) shows that you, as a case manager, will be most effective in preventing recidivism by focusing intensive supervision and treatment on the people who are most likely to reoffend. Although we may expect more positive outcomes by serving low-level offenders, the opposite is true. Intensive programming for people at a low risk of reoffending is counterproductive, and often increases their likelihood of reoffending. This perspective leads you to the highest need individuals. Setting Up the Initial File Inquiries about programs may come directly from inmates, or as a recommendation from law enforcement, courts and other service providers working with them. You will have to determine whether they are eligible for the services that your agency provides. You can set up the file to record the information you need in this phase, from the initial referral through the assessment to the final decision about eligibility. Casebook Intake’s virtual front desk is a powerful tool that provides flexibility in documenting that first contact with a referral. It presents a choice of fields suited to collect demographics, need assessments and input from others – the information you need to determine eligibility for your agency’s programs. This might include: Client profile with demographics Documented source of referral and agency’s basis for it Documented history of involvement with law enforcement and justice system History of services such as mental health treatment, substance abuse treatment disorders, etc. Implementing the CSG Best Practices adds another level of eligibility screening. You will interview inmates and collect documentation that helps you understand whether they engage in criminal thinking. If so, it’s a risk factor you will address in service planning. You can set up notes to record how offenders fare on the ten factors as a preliminary step for service planning after the eligibility phase is complete. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... Inmates in any kind of detention may experience a wide range of emotions about their release. After only one year of incarceration they may already have lost their sense Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... Inmates in any kind of detention may experience a wide range of emotions about their release. After only one year of incarceration they may already have lost their sense of how to cope with the outside world. They often face confusion and anxiety about what life will be like. There are practical obstacles as well. They are likely to know life will be harder as an ex-offender. It will be harder to get a job, and thus harder to establish a stable life. Statistically, nearly half of them are likely to return to incarceration within one year. Recidivism means an individual has returned to criminal behavior. Research from the Council of State Governments (CSG) shows that you, as a case manager, will be most effective in preventing recidivism by focusing intensive supervision and treatment on the people who are most likely to reoffend. Although we may expect more positive outcomes by serving low-level offenders, the opposite is true. Intensive programming for people at a low risk of reoffending is counterproductive, and often increases their likelihood of reoffending. This perspective leads you to the highest need individuals. Setting Up the Initial File Inquiries about programs may come directly from inmates, or as a recommendation from law enforcement, courts and other service providers working with them. You will have to determine whether they are eligible for the services that your agency provides. You can set up the file to record the information you need in this phase, from the initial referral through the assessment to the final decision about eligibility. Casebook Intake’s virtual front desk is a powerful tool that provides flexibility in documenting that first contact with a referral. It presents a choice of fields suited to collect demographics, need assessments and input from others – the information you need to determine eligibility for your agency’s programs. This might include: Client profile with demographics Documented source of referral and agency’s basis for it Documented history of involvement with law enforcement and justice system History of services such as mental health treatment, substance abuse treatment disorders, etc. Implementing the CSG Best Practices adds another level of eligibility screening. You will interview inmates and collect documentation that helps you understand whether they engage in criminal thinking. If so, it’s a risk factor you will address in service planning. You can set up notes to record how offenders fare on the ten factors as a preliminary step for service planning after the eligibility phase is complete. Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... Inmates in any kind of detention may experience a wide range of emotions about their release. After only one year of incarceration they may already have lost their sense Maryellen Hess Cameron spent over 25 years as the Executive Director of non-profit agencies in the social.... Inmates in any kind of detention may experience a wide range of emotions about their release. After only one year of incarceration they may already have lost their sense of how to cope with the outside world. They often face confusion and anxiety about what life will be like. There are practical obstacles as well. They are likely to know life will be harder as an ex-offender. It will be harder to get a job, and thus harder to establish a stable life. Statistically, nearly half of them are likely to return to incarceration within one year. Recidivism means an individual has returned to criminal behavior. Research from the Council of State Governments (CSG) shows that you, as a case manager, will be most effective in preventing recidivism by focusing intensive supervision and treatment on the people who are most likely to reoffend. Although we may expect more positive outcomes by serving low-level offenders, the opposite is true. Intensive programming for people at a low risk of reoffending is counterproductive, and often increases their likelihood of reoffending. This perspective leads you to the highest need individuals. Setting Up the Initial File Inquiries about programs may come directly from inmates, or as a recommendation from law enforcement, courts and other service providers working with them. You will have to determine whether they are eligible for the services that your agency provides. You can set up the file to record the information you need in this phase, from the initial referral through the assessment to the final decision about eligibility. Casebook Intake’s virtual front desk is a powerful tool that provides flexibility in documenting that first contact with a referral. It presents a choice of fields suited to collect demographics, need assessments and input from others – the information you need to determine eligibility for your agency’s programs. This might include: Client profile with demographics Documented source of referral and agency’s basis for it Documented history of involvement with law enforcement and justice system History of services such as mental health treatment, substance abuse treatment disorders, etc. Implementing the CSG Best Practices adds another level of eligibility screening. You will interview inmates and collect documentation that helps you understand whether they engage in criminal thinking. If so, it’s a risk factor you will address in service planning. You can set up notes to record how offenders fare on the ten factors as a preliminary step for service planning after the eligibility phase is complete.

Teachers face a challenge to keep children focused on their lesson plans. For some, the student's needs exceed their expertise, time for individual attention, or the resources and support to help children with special needs. That’s where you come in. Wraparound services address the underlying factors in the child’s life. Effective wraparound services don’t happen in a vacuum. They are built with a collaboration of committed representatives from the organizations that serve the child. They could include: School-linked and school-based services Non-educational or supportive services Parental or caregiver involvement Program funders Business leaders Law enforcement agencies Health care providers Mental health/substance abuse service providers Other organizations with needed resources or expertise Teachers face a challenge to keep children focused on their lesson plans. For some, the student's needs exceed their expertise, time for individual attention, or the resources and support to help children with special needs. That’s where you come in. Wraparound services address the underlying factors in the child’s life. Effective wraparound services don’t happen in a vacuum. They are built with a collaboration of committed representatives from the organizations that serve the child. They could include: School-linked and school-based services Non-educational or supportive services Parental or caregiver involvement Program funders Business leaders Law enforcement agencies Health care providers Mental health/substance abuse service providers Other organizations with needed resources or expertise Teachers face a challenge to keep children focused on their lesson plans. For some, the student's needs exceed their expertise, time for individual attention, or the resources and support to help children with special needs. That’s where you come in. Wraparound services address the underlying factors in the child’s life. Effective wraparound services don’t happen in a vacuum. They are built with a collaboration of committed representatives from the organizations that serve the child. They could include: School-linked and school-based services Non-educational or supportive services Parental or caregiver involvement Program funders Business leaders Law enforcement agencies Health care providers Mental health/substance abuse service providers Other organizations with needed resources or expertise Teachers face a challenge to keep children focused on their lesson plans. For some, the student's needs exceed their expertise, time for individual attention, or the resources and support to help children with special needs. That’s where you come in. Wraparound services address the underlying factors in the child’s life. Effective wraparound services don’t happen in a vacuum. They are built with a collaboration of committed representatives from the organizations that serve the child. They could include: School-linked and school-based services Non-educational or supportive services Parental or caregiver involvement Program funders Business leaders Law enforcement agencies Health care providers Mental health/substance abuse service providers Other organizations with needed resources or expertise Teachers face a challenge to keep children focused on their lesson plans. For some, the student's needs exceed their expertise, time for individual attention, or the resources and support to help children with special needs. That’s where you come in. Wraparound services address the underlying factors in the child’s life. Effective wraparound services don’t happen in a vacuum. They are built with a collaboration of committed representatives from the organizations that serve the child. They could include: School-linked and school-based services Non-educational or supportive services Parental or caregiver involvement Program funders Business leaders Law enforcement agencies Health care providers Mental health/substance abuse service providers Other organizations with needed resources or expertise Teachers face a challenge to keep children focused on their lesson plans. For some, the student's needs exceed their expertise, time for individual attention, or the resources and support to help children with special needs. That’s where you come in. Wraparound services address the underlying factors in the child’s life. Effective wraparound services don’t happen in a vacuum. They are built with a collaboration of committed representatives from the organizations that serve the child. They could include: School-linked and school-based services Non-educational or supportive services Parental or caregiver involvement Program funders Business leaders Law enforcement agencies Health care providers Mental health/substance abuse service providers Other organizations with needed resources or expertise Teachers face a challenge to keep children focused on their lesson plans. For some, the student's needs exceed their expertise, time for individual attention, or the resources and support to help children with special needs. That’s where you come in. Wraparound services address the underlying factors in the child’s life. Effective wraparound services don’t happen in a vacuum. They are built with a collaboration of committed representatives from the organizations that serve the child. They could include: School-linked and school-based services Non-educational or supportive services Parental or caregiver involvement Program funders Business leaders Law enforcement agencies Health care providers Mental health/substance abuse service providers Other organizations with needed resources or expertise Teachers face a challenge to keep children focused on their lesson plans. For some, the student's needs exceed their expertise, time for individual attention, or the resources and support to help children with special needs. That’s where you come in. Wraparound services address the underlying factors in the child’s life. Effective wraparound services don’t happen in a vacuum. They are built with a collaboration of committed representatives from the organizations that serve the child. They could include: School-linked and school-based services Non-educational or supportive services Parental or caregiver involvement Program funders Business leaders Law enforcement agencies Health care providers Mental health/substance abuse service providers Other organizations with needed resources or expertise Teachers face a challenge to keep children focused on their lesson plans. For some, the student's needs exceed their expertise, time for individual attention, or the resources and support to help children with special needs. That’s where you come in. Wraparound services address the underlying factors in the child’s life. Effective wraparound services don’t happen in a vacuum. They are built with a collaboration of committed representatives from the organizations that serve the child. They could include: School-linked and school-based services Non-educational or supportive services Parental or caregiver involvement Program funders Business leaders Law enforcement agencies Health care providers Mental health/substance abuse service providers Other organizations with needed resources or expertise Teachers face a challenge to keep children focused on their lesson plans. For some, the student's needs exceed their expertise, time for individual attention, or the resources and support to help children with special needs. That’s where you come in. Wraparound services address the underlying factors in the child’s life. Effective wraparound services don’t happen in a vacuum. They are built with a collaboration of committed representatives from the organizations that serve the child. They could include: School-linked and school-based services Non-educational or supportive services Parental or caregiver involvement Program funders Business leaders Law enforcement agencies Health care providers Mental health/substance abuse service providers Other organizations with needed resources or expertise

Emergency assistance to help people with unpaid rent and utilities is on its way; this article reviews how you can help clients gather information for their applications. There’s nothing like a government program to generate paperwork. Ironically, since the Paperwork Reduction Act passed 40 years ago the documentation needed for housing assistance programs seems to increase regularly. And there’s no getting out of it. Housing agencies must collect all of this information as a condition of their grants. This burden rolls downhill. The good news is that you and your client can gather this documentation in advance and create a “housing portfolio” to simplify the application process. You may have to apply for housing at multiple organizations. Having a portfolio will prevent many headaches for you, your clients and housing providers. Casebook has functions to track information your client needs in their housing portfolio, as I will describe later in this post. Billions in Emergency Assistance are Pending The American Rescue Plan of 2021 (Plan) added billions of dollars in rental assistance. Most of it is temporary to help people pay off rent arrearages and stabilize their housing. Emergency rental assistance: $21.5 billion to help households remain in their homes. Emergency housing vouchers: $5 billion for people who are experiencing homelessness or are at risk of it. Homelessness assistance and supportive services: $5 billion to create new housing and services for people experiencing or at risk of homelessness. Housing assistance for Native Americans and Native Hawaiians: $750 million to reduce housing-related health risks Emergency assistance for rural housing:$100 million to help people in rural communities keep their homes during the pandemic. That adds up to $32 billion dollars, on top of rental assistance funds included in the December 2020 CARES act. That is a lot of money. But it has to go a very long way. At the end of February 2021 over 13.5 million people said they were behind on their rent -- nearly 1 in 5 of all renters -- according to a Center on Budget and Policy Priorities analysis . Renters owe an estimated $57 billion in back rent. These numbers show the need is greater than the emergency help available. Your clients need to apply for the money early to get what they need. If you have the documents in hand your client can start applications as soon as housing agencies can accept them. The rules and regulations governing these programs were not yet issued at the time of this writing. This article reviews typical documents clients will need to provide, based on my 16 years of experience leading an affordable housing agency. They were created for permanent affordable housing such as Housing Choice Vouchers, meaning your client’s housing portfolio is valuable long after the Plan funding is exhausted. For now, it is likely your client will need this documentation plus proof the pandemic caused their housing emergency. Emergency assistance to help people with unpaid rent and utilities is on its way; this article reviews how you can help clients gather information for their applications. There’s nothing like a government program to generate paperwork. Ironically, since the Paperwork Reduction Act passed 40 years ago the documentation needed for housing assistance programs seems to increase regularly. And there’s no getting out of it. Housing agencies must collect all of this information as a condition of their grants. This burden rolls downhill. The good news is that you and your client can gather this documentation in advance and create a “housing portfolio” to simplify the application process. You may have to apply for housing at multiple organizations. Having a portfolio will prevent many headaches for you, your clients and housing providers. Casebook has functions to track information your client needs in their housing portfolio, as I will describe later in this post. Billions in Emergency Assistance are Pending The American Rescue Plan of 2021 (Plan) added billions of dollars in rental assistance. Most of it is temporary to help people pay off rent arrearages and stabilize their housing. Emergency rental assistance: $21.5 billion to help households remain in their homes. Emergency housing vouchers: $5 billion for people who are experiencing homelessness or are at risk of it. Homelessness assistance and supportive services: $5 billion to create new housing and services for people experiencing or at risk of homelessness. Housing assistance for Native Americans and Native Hawaiians: $750 million to reduce housing-related health risks Emergency assistance for rural housing:$100 million to help people in rural communities keep their homes during the pandemic. That adds up to $32 billion dollars, on top of rental assistance funds included in the December 2020 CARES act. That is a lot of money. But it has to go a very long way. At the end of February 2021 over 13.5 million people said they were behind on their rent -- nearly 1 in 5 of all renters -- according to a Center on Budget and Policy Priorities analysis . Renters owe an estimated $57 billion in back rent. These numbers show the need is greater than the emergency help available. Your clients need to apply for the money early to get what they need. If you have the documents in hand your client can start applications as soon as housing agencies can accept them. The rules and regulations governing these programs were not yet issued at the time of this writing. This article reviews typical documents clients will need to provide, based on my 16 years of experience leading an affordable housing agency. They were created for permanent affordable housing such as Housing Choice Vouchers, meaning your client’s housing portfolio is valuable long after the Plan funding is exhausted. For now, it is likely your client will need this documentation plus proof the pandemic caused their housing emergency. Emergency assistance to help people with unpaid rent and utilities is on its way; this article reviews how you can help clients gather information for their applications. There’s nothing like a government program to generate paperwork. Ironically, since the Paperwork Reduction Act passed 40 years ago the documentation needed for housing assistance programs seems to increase regularly. And there’s no getting out of it. Housing agencies must collect all of this information as a condition of their grants. This burden rolls downhill. The good news is that you and your client can gather this documentation in advance and create a “housing portfolio” to simplify the application process. You may have to apply for housing at multiple organizations. Having a portfolio will prevent many headaches for you, your clients and housing providers. Casebook has functions to track information your client needs in their housing portfolio, as I will describe later in this post. Billions in Emergency Assistance are Pending The American Rescue Plan of 2021 (Plan) added billions of dollars in rental assistance. Most of it is temporary to help people pay off rent arrearages and stabilize their housing. Emergency rental assistance: $21.5 billion to help households remain in their homes. Emergency housing vouchers: $5 billion for people who are experiencing homelessness or are at risk of it. Homelessness assistance and supportive services: $5 billion to create new housing and services for people experiencing or at risk of homelessness. Housing assistance for Native Americans and Native Hawaiians: $750 million to reduce housing-related health risks Emergency assistance for rural housing:$100 million to help people in rural communities keep their homes during the pandemic. That adds up to $32 billion dollars, on top of rental assistance funds included in the December 2020 CARES act. That is a lot of money. But it has to go a very long way. At the end of February 2021 over 13.5 million people said they were behind on their rent -- nearly 1 in 5 of all renters -- according to a Center on Budget and Policy Priorities analysis . Renters owe an estimated $57 billion in back rent. These numbers show the need is greater than the emergency help available. Your clients need to apply for the money early to get what they need. If you have the documents in hand your client can start applications as soon as housing agencies can accept them. The rules and regulations governing these programs were not yet issued at the time of this writing. This article reviews typical documents clients will need to provide, based on my 16 years of experience leading an affordable housing agency. They were created for permanent affordable housing such as Housing Choice Vouchers, meaning your client’s housing portfolio is valuable long after the Plan funding is exhausted. For now, it is likely your client will need this documentation plus proof the pandemic caused their housing emergency. Emergency assistance to help people with unpaid rent and utilities is on its way; this article reviews how you can help clients gather information for their applications. There’s nothing like a government program to generate paperwork. Ironically, since the Paperwork Reduction Act passed 40 years ago the documentation needed for housing assistance programs seems to increase regularly. And there’s no getting out of it. Housing agencies must collect all of this information as a condition of their grants. This burden rolls downhill. The good news is that you and your client can gather this documentation in advance and create a “housing portfolio” to simplify the application process. You may have to apply for housing at multiple organizations. Having a portfolio will prevent many headaches for you, your clients and housing providers. Casebook has functions to track information your client needs in their housing portfolio, as I will describe later in this post. Billions in Emergency Assistance are Pending The American Rescue Plan of 2021 (Plan) added billions of dollars in rental assistance. Most of it is temporary to help people pay off rent arrearages and stabilize their housing. Emergency rental assistance: $21.5 billion to help households remain in their homes. Emergency housing vouchers: $5 billion for people who are experiencing homelessness or are at risk of it. Homelessness assistance and supportive services: $5 billion to create new housing and services for people experiencing or at risk of homelessness. Housing assistance for Native Americans and Native Hawaiians: $750 million to reduce housing-related health risks Emergency assistance for rural housing:$100 million to help people in rural communities keep their homes during the pandemic. That adds up to $32 billion dollars, on top of rental assistance funds included in the December 2020 CARES act. That is a lot of money. But it has to go a very long way. At the end of February 2021 over 13.5 million people said they were behind on their rent -- nearly 1 in 5 of all renters -- according to a Center on Budget and Policy Priorities analysis . Renters owe an estimated $57 billion in back rent. These numbers show the need is greater than the emergency help available. Your clients need to apply for the money early to get what they need. If you have the documents in hand your client can start applications as soon as housing agencies can accept them. The rules and regulations governing these programs were not yet issued at the time of this writing. This article reviews typical documents clients will need to provide, based on my 16 years of experience leading an affordable housing agency. They were created for permanent affordable housing such as Housing Choice Vouchers, meaning your client’s housing portfolio is valuable long after the Plan funding is exhausted. For now, it is likely your client will need this documentation plus proof the pandemic caused their housing emergency. Emergency assistance to help people with unpaid rent and utilities is on its way; this article reviews how you can help clients gather information for their applications. There’s nothing like a government program to generate paperwork. Ironically, since the Paperwork Reduction Act passed 40 years ago the documentation needed for housing assistance programs seems to increase regularly. And there’s no getting out of it. Housing agencies must collect all of this information as a condition of their grants. This burden rolls downhill. The good news is that you and your client can gather this documentation in advance and create a “housing portfolio” to simplify the application process. You may have to apply for housing at multiple organizations. Having a portfolio will prevent many headaches for you, your clients and housing providers. Casebook has functions to track information your client needs in their housing portfolio, as I will describe later in this post. Billions in Emergency Assistance are Pending The American Rescue Plan of 2021 (Plan) added billions of dollars in rental assistance. Most of it is temporary to help people pay off rent arrearages and stabilize their housing. Emergency rental assistance: $21.5 billion to help households remain in their homes. Emergency housing vouchers: $5 billion for people who are experiencing homelessness or are at risk of it. Homelessness assistance and supportive services: $5 billion to create new housing and services for people experiencing or at risk of homelessness. Housing assistance for Native Americans and Native Hawaiians: $750 million to reduce housing-related health risks Emergency assistance for rural housing:$100 million to help people in rural communities keep their homes during the pandemic. That adds up to $32 billion dollars, on top of rental assistance funds included in the December 2020 CARES act. That is a lot of money. But it has to go a very long way. At the end of February 2021 over 13.5 million people said they were behind on their rent -- nearly 1 in 5 of all renters -- according to a Center on Budget and Policy Priorities analysis . Renters owe an estimated $57 billion in back rent. These numbers show the need is greater than the emergency help available. Your clients need to apply for the money early to get what they need. If you have the documents in hand your client can start applications as soon as housing agencies can accept them. The rules and regulations governing these programs were not yet issued at the time of this writing. This article reviews typical documents clients will need to provide, based on my 16 years of experience leading an affordable housing agency. They were created for permanent affordable housing such as Housing Choice Vouchers, meaning your client’s housing portfolio is valuable long after the Plan funding is exhausted. For now, it is likely your client will need this documentation plus proof the pandemic caused their housing emergency. Emergency assistance to help people with unpaid rent and utilities is on its way; this article reviews how you can help clients gather information for their applications. There’s nothing like a government program to generate paperwork. Ironically, since the Paperwork Reduction Act passed 40 years ago the documentation needed for housing assistance programs seems to increase regularly. And there’s no getting out of it. Housing agencies must collect all of this information as a condition of their grants. This burden rolls downhill. The good news is that you and your client can gather this documentation in advance and create a “housing portfolio” to simplify the application process. You may have to apply for housing at multiple organizations. Having a portfolio will prevent many headaches for you, your clients and housing providers. Casebook has functions to track information your client needs in their housing portfolio, as I will describe later in this post. Billions in Emergency Assistance are Pending The American Rescue Plan of 2021 (Plan) added billions of dollars in rental assistance. Most of it is temporary to help people pay off rent arrearages and stabilize their housing. Emergency rental assistance: $21.5 billion to help households remain in their homes. Emergency housing vouchers: $5 billion for people who are experiencing homelessness or are at risk of it. Homelessness assistance and supportive services: $5 billion to create new housing and services for people experiencing or at risk of homelessness. Housing assistance for Native Americans and Native Hawaiians: $750 million to reduce housing-related health risks Emergency assistance for rural housing:$100 million to help people in rural communities keep their homes during the pandemic. That adds up to $32 billion dollars, on top of rental assistance funds included in the December 2020 CARES act. That is a lot of money. But it has to go a very long way. At the end of February 2021 over 13.5 million people said they were behind on their rent -- nearly 1 in 5 of all renters -- according to a Center on Budget and Policy Priorities analysis . Renters owe an estimated $57 billion in back rent. These numbers show the need is greater than the emergency help available. Your clients need to apply for the money early to get what they need. If you have the documents in hand your client can start applications as soon as housing agencies can accept them. The rules and regulations governing these programs were not yet issued at the time of this writing. This article reviews typical documents clients will need to provide, based on my 16 years of experience leading an affordable housing agency. They were created for permanent affordable housing such as Housing Choice Vouchers, meaning your client’s housing portfolio is valuable long after the Plan funding is exhausted. For now, it is likely your client will need this documentation plus proof the pandemic caused their housing emergency. Emergency assistance to help people with unpaid rent and utilities is on its way; this article reviews how you can help clients gather information for their applications. There’s nothing like a government program to generate paperwork. Ironically, since the Paperwork Reduction Act passed 40 years ago the documentation needed for housing assistance programs seems to increase regularly. And there’s no getting out of it. Housing agencies must collect all of this information as a condition of their grants. This burden rolls downhill. The good news is that you and your client can gather this documentation in advance and create a “housing portfolio” to simplify the application process. You may have to apply for housing at multiple organizations. Having a portfolio will prevent many headaches for you, your clients and housing providers. Casebook has functions to track information your client needs in their housing portfolio, as I will describe later in this post. Billions in Emergency Assistance are Pending The American Rescue Plan of 2021 (Plan) added billions of dollars in rental assistance. Most of it is temporary to help people pay off rent arrearages and stabilize their housing. Emergency rental assistance: $21.5 billion to help households remain in their homes. Emergency housing vouchers: $5 billion for people who are experiencing homelessness or are at risk of it. Homelessness assistance and supportive services: $5 billion to create new housing and services for people experiencing or at risk of homelessness. Housing assistance for Native Americans and Native Hawaiians: $750 million to reduce housing-related health risks Emergency assistance for rural housing:$100 million to help people in rural communities keep their homes during the pandemic. That adds up to $32 billion dollars, on top of rental assistance funds included in the December 2020 CARES act. That is a lot of money. But it has to go a very long way. At the end of February 2021 over 13.5 million people said they were behind on their rent -- nearly 1 in 5 of all renters -- according to a Center on Budget and Policy Priorities analysis . Renters owe an estimated $57 billion in back rent. These numbers show the need is greater than the emergency help available. Your clients need to apply for the money early to get what they need. If you have the documents in hand your client can start applications as soon as housing agencies can accept them. The rules and regulations governing these programs were not yet issued at the time of this writing. This article reviews typical documents clients will need to provide, based on my 16 years of experience leading an affordable housing agency. They were created for permanent affordable housing such as Housing Choice Vouchers, meaning your client’s housing portfolio is valuable long after the Plan funding is exhausted. For now, it is likely your client will need this documentation plus proof the pandemic caused their housing emergency. Emergency assistance to help people with unpaid rent and utilities is on its way; this article reviews how you can help clients gather information for their applications. There’s nothing like a government program to generate paperwork. Ironically, since the Paperwork Reduction Act passed 40 years ago the documentation needed for housing assistance programs seems to increase regularly. And there’s no getting out of it. Housing agencies must collect all of this information as a condition of their grants. This burden rolls downhill. The good news is that you and your client can gather this documentation in advance and create a “housing portfolio” to simplify the application process. You may have to apply for housing at multiple organizations. Having a portfolio will prevent many headaches for you, your clients and housing providers. Casebook has functions to track information your client needs in their housing portfolio, as I will describe later in this post. Billions in Emergency Assistance are Pending The American Rescue Plan of 2021 (Plan) added billions of dollars in rental assistance. Most of it is temporary to help people pay off rent arrearages and stabilize their housing. Emergency rental assistance: $21.5 billion to help households remain in their homes. Emergency housing vouchers: $5 billion for people who are experiencing homelessness or are at risk of it. Homelessness assistance and supportive services: $5 billion to create new housing and services for people experiencing or at risk of homelessness. Housing assistance for Native Americans and Native Hawaiians: $750 million to reduce housing-related health risks Emergency assistance for rural housing:$100 million to help people in rural communities keep their homes during the pandemic. That adds up to $32 billion dollars, on top of rental assistance funds included in the December 2020 CARES act. That is a lot of money. But it has to go a very long way. At the end of February 2021 over 13.5 million people said they were behind on their rent -- nearly 1 in 5 of all renters -- according to a Center on Budget and Policy Priorities analysis . Renters owe an estimated $57 billion in back rent. These numbers show the need is greater than the emergency help available. Your clients need to apply for the money early to get what they need. If you have the documents in hand your client can start applications as soon as housing agencies can accept them. The rules and regulations governing these programs were not yet issued at the time of this writing. This article reviews typical documents clients will need to provide, based on my 16 years of experience leading an affordable housing agency. They were created for permanent affordable housing such as Housing Choice Vouchers, meaning your client’s housing portfolio is valuable long after the Plan funding is exhausted. For now, it is likely your client will need this documentation plus proof the pandemic caused their housing emergency. Emergency assistance to help people with unpaid rent and utilities is on its way; this article reviews how you can help clients gather information for their applications. There’s nothing like a government program to generate paperwork. Ironically, since the Paperwork Reduction Act passed 40 years ago the documentation needed for housing assistance programs seems to increase regularly. And there’s no getting out of it. Housing agencies must collect all of this information as a condition of their grants. This burden rolls downhill. The good news is that you and your client can gather this documentation in advance and create a “housing portfolio” to simplify the application process. You may have to apply for housing at multiple organizations. Having a portfolio will prevent many headaches for you, your clients and housing providers. Casebook has functions to track information your client needs in their housing portfolio, as I will describe later in this post. Billions in Emergency Assistance are Pending The American Rescue Plan of 2021 (Plan) added billions of dollars in rental assistance. Most of it is temporary to help people pay off rent arrearages and stabilize their housing. Emergency rental assistance: $21.5 billion to help households remain in their homes. Emergency housing vouchers: $5 billion for people who are experiencing homelessness or are at risk of it. Homelessness assistance and supportive services: $5 billion to create new housing and services for people experiencing or at risk of homelessness. Housing assistance for Native Americans and Native Hawaiians: $750 million to reduce housing-related health risks Emergency assistance for rural housing:$100 million to help people in rural communities keep their homes during the pandemic. That adds up to $32 billion dollars, on top of rental assistance funds included in the December 2020 CARES act. That is a lot of money. But it has to go a very long way. At the end of February 2021 over 13.5 million people said they were behind on their rent -- nearly 1 in 5 of all renters -- according to a Center on Budget and Policy Priorities analysis . Renters owe an estimated $57 billion in back rent. These numbers show the need is greater than the emergency help available. Your clients need to apply for the money early to get what they need. If you have the documents in hand your client can start applications as soon as housing agencies can accept them. The rules and regulations governing these programs were not yet issued at the time of this writing. This article reviews typical documents clients will need to provide, based on my 16 years of experience leading an affordable housing agency. They were created for permanent affordable housing such as Housing Choice Vouchers, meaning your client’s housing portfolio is valuable long after the Plan funding is exhausted. For now, it is likely your client will need this documentation plus proof the pandemic caused their housing emergency. Emergency assistance to help people with unpaid rent and utilities is on its way; this article reviews how you can help clients gather information for their applications. There’s nothing like a government program to generate paperwork. Ironically, since the Paperwork Reduction Act passed 40 years ago the documentation needed for housing assistance programs seems to increase regularly. And there’s no getting out of it. Housing agencies must collect all of this information as a condition of their grants. This burden rolls downhill. The good news is that you and your client can gather this documentation in advance and create a “housing portfolio” to simplify the application process. You may have to apply for housing at multiple organizations. Having a portfolio will prevent many headaches for you, your clients and housing providers. Casebook has functions to track information your client needs in their housing portfolio, as I will describe later in this post. Billions in Emergency Assistance are Pending The American Rescue Plan of 2021 (Plan) added billions of dollars in rental assistance. Most of it is temporary to help people pay off rent arrearages and stabilize their housing. Emergency rental assistance: $21.5 billion to help households remain in their homes. Emergency housing vouchers: $5 billion for people who are experiencing homelessness or are at risk of it. Homelessness assistance and supportive services: $5 billion to create new housing and services for people experiencing or at risk of homelessness. Housing assistance for Native Americans and Native Hawaiians: $750 million to reduce housing-related health risks Emergency assistance for rural housing:$100 million to help people in rural communities keep their homes during the pandemic. That adds up to $32 billion dollars, on top of rental assistance funds included in the December 2020 CARES act. That is a lot of money. But it has to go a very long way. At the end of February 2021 over 13.5 million people said they were behind on their rent -- nearly 1 in 5 of all renters -- according to a Center on Budget and Policy Priorities analysis . Renters owe an estimated $57 billion in back rent. These numbers show the need is greater than the emergency help available. Your clients need to apply for the money early to get what they need. If you have the documents in hand your client can start applications as soon as housing agencies can accept them. The rules and regulations governing these programs were not yet issued at the time of this writing. This article reviews typical documents clients will need to provide, based on my 16 years of experience leading an affordable housing agency. They were created for permanent affordable housing such as Housing Choice Vouchers, meaning your client’s housing portfolio is valuable long after the Plan funding is exhausted. For now, it is likely your client will need this documentation plus proof the pandemic caused their housing emergency.

Survivors like Laura get caught in the intersection between homelessness and domestic violence, a situation you see every day in your work as a victim advocate and service provider. You see survivors escape, only to end up on the street. Your job is to find solutions to address their complex needs. That’s where partnerships come into play. Victim service providers can collaborate across systems with affordable housing agencies, breaking down the silo effect. It begins when parties meet to discuss how they can work together. Frustration arises when one service provider is not aware of laws, rules and regulations that govern the others. Things like jargon and acronyms can lead to misunderstandings. In a partnership you can clear those up from the beginning. However, it will take time to yield benefits, so there’s not a moment to waste. This post previews information housing agencies and survivor services can use to build a framework. You can use tools like Casebook to record and evaluate the services that your clients need and obtain; automated workflows within your case management software can be helpful for this purpose. For a client like Laura, you would continue to document your interventions in her Casebook file. You can track other service delivery for their effectiveness, as well as your obligations as a partner to them. For instance, as you interact with housing providers you can document that they have, or have not, used the full range of housing protections included in the Violence Against Women Act (VAWA) and how you addressed them. A Casebook workflows with the law’s requirement will simplify the process for you. About the Money At the time of this writing the U.S. Department of Housing and Urban Development (HUD) does not mandate that agencies it funds designate resources for survivors, but it does allow agencies the discretion to do so. A partnership is a great opportunity to advocate for such an earmark. If the Violence Against Women Reauthorization Act of 2021 House bill is passed in the Senate (without changes from the House bill) it will provide victim relocation vouchers for survivors who need to move to other housing or need help to maintain current housing on their own. Build the Partnerships First Effective partnership means all parties understand each other’s roles, organizations, and governing rules and regulations. Housing agencies provide affordable housing or rent assistance. Service providers are advocates and case managers for survivors. Private landlords may have tenants with federally funded rent subsidies. For example, if they accept Housing Choice Vouchers they must adhere to VAWA and may need a better understanding of how to do so. It’s normal for one agency’s service providers to think other agencies aren’t doing enough for the client. In reality, everyone is overwhelmed. Social service caseloads are daunting and resources for affordable housing are limited and complex. Clear communications between everyone can reduce common frustrations. Conflicts can arise when it seems that agencies’ goals contradict. Partnerships can focus on shared goals. I once created a matrix for performance metrics for my agency’s housing programs and our partner service agencies’ programs. It revealed substantial overlap; goals were written differently but often for the same desired outcome. That matrix resolved a lot of tension and restored trust. What Housing Providers Need to Know Federally funded housing agencies must follow VAWA. HUD provides them with guidance for this, including models for Emergency Transfer Plans and Safety Plans. Victims services advocates have a role to help housing providers understand survivor safety precautions. Your discussions can shore up any gaps in their knowledge. If a housing agency must warn or cite a tenant for lease violations they can educate tenants about their rights under VAWA. The Notice of Occupancy Rights for tenants explains the VAWA protections but housing agency staff should expect to talk about it in layman's terms as well. Remember, you are the expert on working with survivors. It is your job to intervene if a housing provider has a tenant experiencing any form of domestic violence. Make sure they know that you will respond as quickly as possible to their concerns. However, in the event the survivor will not accept your services housing agencies cannot refuse housing or terminate survivors’ occupancy. Survivors like Laura get caught in the intersection between homelessness and domestic violence, a situation you see every day in your work as a victim advocate and service provider. You see survivors escape, only to end up on the street. Your job is to find solutions to address their complex needs. That’s where partnerships come into play. Victim service providers can collaborate across systems with affordable housing agencies, breaking down the silo effect. It begins when parties meet to discuss how they can work together. Frustration arises when one service provider is not aware of laws, rules and regulations that govern the others. Things like jargon and acronyms can lead to misunderstandings. In a partnership you can clear those up from the beginning. However, it will take time to yield benefits, so there’s not a moment to waste. This post previews information housing agencies and survivor services can use to build a framework. You can use tools like Casebook to record and evaluate the services that your clients need and obtain; automated workflows within your case management software can be helpful for this purpose. For a client like Laura, you would continue to document your interventions in her Casebook file. You can track other service delivery for their effectiveness, as well as your obligations as a partner to them. For instance, as you interact with housing providers you can document that they have, or have not, used the full range of housing protections included in the Violence Against Women Act (VAWA) and how you addressed them. A Casebook workflows with the law’s requirement will simplify the process for you. About the Money At the time of this writing the U.S. Department of Housing and Urban Development (HUD) does not mandate that agencies it funds designate resources for survivors, but it does allow agencies the discretion to do so. A partnership is a great opportunity to advocate for such an earmark. If the Violence Against Women Reauthorization Act of 2021 House bill is passed in the Senate (without changes from the House bill) it will provide victim relocation vouchers for survivors who need to move to other housing or need help to maintain current housing on their own. Build the Partnerships First Effective partnership means all parties understand each other’s roles, organizations, and governing rules and regulations. Housing agencies provide affordable housing or rent assistance. Service providers are advocates and case managers for survivors. Private landlords may have tenants with federally funded rent subsidies. For example, if they accept Housing Choice Vouchers they must adhere to VAWA and may need a better understanding of how to do so. It’s normal for one agency’s service providers to think other agencies aren’t doing enough for the client. In reality, everyone is overwhelmed. Social service caseloads are daunting and resources for affordable housing are limited and complex. Clear communications between everyone can reduce common frustrations. Conflicts can arise when it seems that agencies’ goals contradict. Partnerships can focus on shared goals. I once created a matrix for performance metrics for my agency’s housing programs and our partner service agencies’ programs. It revealed substantial overlap; goals were written differently but often for the same desired outcome. That matrix resolved a lot of tension and restored trust. What Housing Providers Need to Know Federally funded housing agencies must follow VAWA. HUD provides them with guidance for this, including models for Emergency Transfer Plans and Safety Plans. Victims services advocates have a role to help housing providers understand survivor safety precautions. Your discussions can shore up any gaps in their knowledge. If a housing agency must warn or cite a tenant for lease violations they can educate tenants about their rights under VAWA. The Notice of Occupancy Rights for tenants explains the VAWA protections but housing agency staff should expect to talk about it in layman's terms as well. Remember, you are the expert on working with survivors. It is your job to intervene if a housing provider has a tenant experiencing any form of domestic violence. Make sure they know that you will respond as quickly as possible to their concerns. However, in the event the survivor will not accept your services housing agencies cannot refuse housing or terminate survivors’ occupancy. Survivors like Laura get caught in the intersection between homelessness and domestic violence, a situation you see every day in your work as a victim advocate and service provider. You see survivors escape, only to end up on the street. Your job is to find solutions to address their complex needs. That’s where partnerships come into play. Victim service providers can collaborate across systems with affordable housing agencies, breaking down the silo effect. It begins when parties meet to discuss how they can work together. Frustration arises when one service provider is not aware of laws, rules and regulations that govern the others. Things like jargon and acronyms can lead to misunderstandings. In a partnership you can clear those up from the beginning. However, it will take time to yield benefits, so there’s not a moment to waste. This post previews information housing agencies and survivor services can use to build a framework. You can use tools like Casebook to record and evaluate the services that your clients need and obtain; automated workflows within your case management software can be helpful for this purpose. For a client like Laura, you would continue to document your interventions in her Casebook file. You can track other service delivery for their effectiveness, as well as your obligations as a partner to them. For instance, as you interact with housing providers you can document that they have, or have not, used the full range of housing protections included in the Violence Against Women Act (VAWA) and how you addressed them. A Casebook workflows with the law’s requirement will simplify the process for you. About the Money At the time of this writing the U.S. Department of Housing and Urban Development (HUD) does not mandate that agencies it funds designate resources for survivors, but it does allow agencies the discretion to do so. A partnership is a great opportunity to advocate for such an earmark. If the Violence Against Women Reauthorization Act of 2021 House bill is passed in the Senate (without changes from the House bill) it will provide victim relocation vouchers for survivors who need to move to other housing or need help to maintain current housing on their own. Build the Partnerships First Effective partnership means all parties understand each other’s roles, organizations, and governing rules and regulations. Housing agencies provide affordable housing or rent assistance. Service providers are advocates and case managers for survivors. Private landlords may have tenants with federally funded rent subsidies. For example, if they accept Housing Choice Vouchers they must adhere to VAWA and may need a better understanding of how to do so. It’s normal for one agency’s service providers to think other agencies aren’t doing enough for the client. In reality, everyone is overwhelmed. Social service caseloads are daunting and resources for affordable housing are limited and complex. Clear communications between everyone can reduce common frustrations. Conflicts can arise when it seems that agencies’ goals contradict. Partnerships can focus on shared goals. I once created a matrix for performance metrics for my agency’s housing programs and our partner service agencies’ programs. It revealed substantial overlap; goals were written differently but often for the same desired outcome. That matrix resolved a lot of tension and restored trust. What Housing Providers Need to Know Federally funded housing agencies must follow VAWA. HUD provides them with guidance for this, including models for Emergency Transfer Plans and Safety Plans. Victims services advocates have a role to help housing providers understand survivor safety precautions. Your discussions can shore up any gaps in their knowledge. If a housing agency must warn or cite a tenant for lease violations they can educate tenants about their rights under VAWA. The Notice of Occupancy Rights for tenants explains the VAWA protections but housing agency staff should expect to talk about it in layman's terms as well. Remember, you are the expert on working with survivors. It is your job to intervene if a housing provider has a tenant experiencing any form of domestic violence. Make sure they know that you will respond as quickly as possible to their concerns. However, in the event the survivor will not accept your services housing agencies cannot refuse housing or terminate survivors’ occupancy. Survivors like Laura get caught in the intersection between homelessness and domestic violence, a situation you see every day in your work as a victim advocate and service provider. You see survivors escape, only to end up on the street. Your job is to find solutions to address their complex needs. That’s where partnerships come into play. Victim service providers can collaborate across systems with affordable housing agencies, breaking down the silo effect. It begins when parties meet to discuss how they can work together. Frustration arises when one service provider is not aware of laws, rules and regulations that govern the others. Things like jargon and acronyms can lead to misunderstandings. In a partnership you can clear those up from the beginning. However, it will take time to yield benefits, so there’s not a moment to waste. This post previews information housing agencies and survivor services can use to build a framework. You can use tools like Casebook to record and evaluate the services that your clients need and obtain; automated workflows within your case management software can be helpful for this purpose. For a client like Laura, you would continue to document your interventions in her Casebook file. You can track other service delivery for their effectiveness, as well as your obligations as a partner to them. For instance, as you interact with housing providers you can document that they have, or have not, used the full range of housing protections included in the Violence Against Women Act (VAWA) and how you addressed them. A Casebook workflows with the law’s requirement will simplify the process for you. About the Money At the time of this writing the U.S. Department of Housing and Urban Development (HUD) does not mandate that agencies it funds designate resources for survivors, but it does allow agencies the discretion to do so. A partnership is a great opportunity to advocate for such an earmark. If the Violence Against Women Reauthorization Act of 2021 House bill is passed in the Senate (without changes from the House bill) it will provide victim relocation vouchers for survivors who need to move to other housing or need help to maintain current housing on their own. Build the Partnerships First Effective partnership means all parties understand each other’s roles, organizations, and governing rules and regulations. Housing agencies provide affordable housing or rent assistance. Service providers are advocates and case managers for survivors. Private landlords may have tenants with federally funded rent subsidies. For example, if they accept Housing Choice Vouchers they must adhere to VAWA and may need a better understanding of how to do so. It’s normal for one agency’s service providers to think other agencies aren’t doing enough for the client. In reality, everyone is overwhelmed. Social service caseloads are daunting and resources for affordable housing are limited and complex. Clear communications between everyone can reduce common frustrations. Conflicts can arise when it seems that agencies’ goals contradict. Partnerships can focus on shared goals. I once created a matrix for performance metrics for my agency’s housing programs and our partner service agencies’ programs. It revealed substantial overlap; goals were written differently but often for the same desired outcome. That matrix resolved a lot of tension and restored trust. What Housing Providers Need to Know Federally funded housing agencies must follow VAWA. HUD provides them with guidance for this, including models for Emergency Transfer Plans and Safety Plans. Victims services advocates have a role to help housing providers understand survivor safety precautions. Your discussions can shore up any gaps in their knowledge. If a housing agency must warn or cite a tenant for lease violations they can educate tenants about their rights under VAWA. The Notice of Occupancy Rights for tenants explains the VAWA protections but housing agency staff should expect to talk about it in layman's terms as well. Remember, you are the expert on working with survivors. It is your job to intervene if a housing provider has a tenant experiencing any form of domestic violence. Make sure they know that you will respond as quickly as possible to their concerns. However, in the event the survivor will not accept your services housing agencies cannot refuse housing or terminate survivors’ occupancy. Survivors like Laura get caught in the intersection between homelessness and domestic violence, a situation you see every day in your work as a victim advocate and service provider. You see survivors escape, only to end up on the street. Your job is to find solutions to address their complex needs. That’s where partnerships come into play. Victim service providers can collaborate across systems with affordable housing agencies, breaking down the silo effect. It begins when parties meet to discuss how they can work together. Frustration arises when one service provider is not aware of laws, rules and regulations that govern the others. Things like jargon and acronyms can lead to misunderstandings. In a partnership you can clear those up from the beginning. However, it will take time to yield benefits, so there’s not a moment to waste. This post previews information housing agencies and survivor services can use to build a framework. You can use tools like Casebook to record and evaluate the services that your clients need and obtain; automated workflows within your case management software can be helpful for this purpose. For a client like Laura, you would continue to document your interventions in her Casebook file. You can track other service delivery for their effectiveness, as well as your obligations as a partner to them. For instance, as you interact with housing providers you can document that they have, or have not, used the full range of housing protections included in the Violence Against Women Act (VAWA) and how you addressed them. A Casebook workflows with the law’s requirement will simplify the process for you. About the Money At the time of this writing the U.S. Department of Housing and Urban Development (HUD) does not mandate that agencies it funds designate resources for survivors, but it does allow agencies the discretion to do so. A partnership is a great opportunity to advocate for such an earmark. If the Violence Against Women Reauthorization Act of 2021 House bill is passed in the Senate (without changes from the House bill) it will provide victim relocation vouchers for survivors who need to move to other housing or need help to maintain current housing on their own. Build the Partnerships First Effective partnership means all parties understand each other’s roles, organizations, and governing rules and regulations. Housing agencies provide affordable housing or rent assistance. Service providers are advocates and case managers for survivors. Private landlords may have tenants with federally funded rent subsidies. For example, if they accept Housing Choice Vouchers they must adhere to VAWA and may need a better understanding of how to do so. It’s normal for one agency’s service providers to think other agencies aren’t doing enough for the client. In reality, everyone is overwhelmed. Social service caseloads are daunting and resources for affordable housing are limited and complex. Clear communications between everyone can reduce common frustrations. Conflicts can arise when it seems that agencies’ goals contradict. Partnerships can focus on shared goals. I once created a matrix for performance metrics for my agency’s housing programs and our partner service agencies’ programs. It revealed substantial overlap; goals were written differently but often for the same desired outcome. That matrix resolved a lot of tension and restored trust. What Housing Providers Need to Know Federally funded housing agencies must follow VAWA. HUD provides them with guidance for this, including models for Emergency Transfer Plans and Safety Plans. Victims services advocates have a role to help housing providers understand survivor safety precautions. Your discussions can shore up any gaps in their knowledge. If a housing agency must warn or cite a tenant for lease violations they can educate tenants about their rights under VAWA. The Notice of Occupancy Rights for tenants explains the VAWA protections but housing agency staff should expect to talk about it in layman's terms as well. Remember, you are the expert on working with survivors. It is your job to intervene if a housing provider has a tenant experiencing any form of domestic violence. Make sure they know that you will respond as quickly as possible to their concerns. However, in the event the survivor will not accept your services housing agencies cannot refuse housing or terminate survivors’ occupancy. Survivors like Laura get caught in the intersection between homelessness and domestic violence, a situation you see every day in your work as a victim advocate and service provider. You see survivors escape, only to end up on the street. Your job is to find solutions to address their complex needs. That’s where partnerships come into play. Victim service providers can collaborate across systems with affordable housing agencies, breaking down the silo effect. It begins when parties meet to discuss how they can work together. Frustration arises when one service provider is not aware of laws, rules and regulations that govern the others. Things like jargon and acronyms can lead to misunderstandings. In a partnership you can clear those up from the beginning. However, it will take time to yield benefits, so there’s not a moment to waste. This post previews information housing agencies and survivor services can use to build a framework. You can use tools like Casebook to record and evaluate the services that your clients need and obtain; automated workflows within your case management software can be helpful for this purpose. For a client like Laura, you would continue to document your interventions in her Casebook file. You can track other service delivery for their effectiveness, as well as your obligations as a partner to them. For instance, as you interact with housing providers you can document that they have, or have not, used the full range of housing protections included in the Violence Against Women Act (VAWA) and how you addressed them. A Casebook workflows with the law’s requirement will simplify the process for you. About the Money At the time of this writing the U.S. Department of Housing and Urban Development (HUD) does not mandate that agencies it funds designate resources for survivors, but it does allow agencies the discretion to do so. A partnership is a great opportunity to advocate for such an earmark. If the Violence Against Women Reauthorization Act of 2021 House bill is passed in the Senate (without changes from the House bill) it will provide victim relocation vouchers for survivors who need to move to other housing or need help to maintain current housing on their own. Build the Partnerships First Effective partnership means all parties understand each other’s roles, organizations, and governing rules and regulations. Housing agencies provide affordable housing or rent assistance. Service providers are advocates and case managers for survivors. Private landlords may have tenants with federally funded rent subsidies. For example, if they accept Housing Choice Vouchers they must adhere to VAWA and may need a better understanding of how to do so. It’s normal for one agency’s service providers to think other agencies aren’t doing enough for the client. In reality, everyone is overwhelmed. Social service caseloads are daunting and resources for affordable housing are limited and complex. Clear communications between everyone can reduce common frustrations. Conflicts can arise when it seems that agencies’ goals contradict. Partnerships can focus on shared goals. I once created a matrix for performance metrics for my agency’s housing programs and our partner service agencies’ programs. It revealed substantial overlap; goals were written differently but often for the same desired outcome. That matrix resolved a lot of tension and restored trust. What Housing Providers Need to Know Federally funded housing agencies must follow VAWA. HUD provides them with guidance for this, including models for Emergency Transfer Plans and Safety Plans. Victims services advocates have a role to help housing providers understand survivor safety precautions. Your discussions can shore up any gaps in their knowledge. If a housing agency must warn or cite a tenant for lease violations they can educate tenants about their rights under VAWA. The Notice of Occupancy Rights for tenants explains the VAWA protections but housing agency staff should expect to talk about it in layman's terms as well. Remember, you are the expert on working with survivors. It is your job to intervene if a housing provider has a tenant experiencing any form of domestic violence. Make sure they know that you will respond as quickly as possible to their concerns. However, in the event the survivor will not accept your services housing agencies cannot refuse housing or terminate survivors’ occupancy. Survivors like Laura get caught in the intersection between homelessness and domestic violence, a situation you see every day in your work as a victim advocate and service provider. You see survivors escape, only to end up on the street. Your job is to find solutions to address their complex needs. That’s where partnerships come into play. Victim service providers can collaborate across systems with affordable housing agencies, breaking down the silo effect. It begins when parties meet to discuss how they can work together. Frustration arises when one service provider is not aware of laws, rules and regulations that govern the others. Things like jargon and acronyms can lead to misunderstandings. In a partnership you can clear those up from the beginning. However, it will take time to yield benefits, so there’s not a moment to waste. This post previews information housing agencies and survivor services can use to build a framework. You can use tools like Casebook to record and evaluate the services that your clients need and obtain; automated workflows within your case management software can be helpful for this purpose. For a client like Laura, you would continue to document your interventions in her Casebook file. You can track other service delivery for their effectiveness, as well as your obligations as a partner to them. For instance, as you interact with housing providers you can document that they have, or have not, used the full range of housing protections included in the Violence Against Women Act (VAWA) and how you addressed them. A Casebook workflows with the law’s requirement will simplify the process for you. About the Money At the time of this writing the U.S. Department of Housing and Urban Development (HUD) does not mandate that agencies it funds designate resources for survivors, but it does allow agencies the discretion to do so. A partnership is a great opportunity to advocate for such an earmark. If the Violence Against Women Reauthorization Act of 2021 House bill is passed in the Senate (without changes from the House bill) it will provide victim relocation vouchers for survivors who need to move to other housing or need help to maintain current housing on their own. Build the Partnerships First Effective partnership means all parties understand each other’s roles, organizations, and governing rules and regulations. Housing agencies provide affordable housing or rent assistance. Service providers are advocates and case managers for survivors. Private landlords may have tenants with federally funded rent subsidies. For example, if they accept Housing Choice Vouchers they must adhere to VAWA and may need a better understanding of how to do so. It’s normal for one agency’s service providers to think other agencies aren’t doing enough for the client. In reality, everyone is overwhelmed. Social service caseloads are daunting and resources for affordable housing are limited and complex. Clear communications between everyone can reduce common frustrations. Conflicts can arise when it seems that agencies’ goals contradict. Partnerships can focus on shared goals. I once created a matrix for performance metrics for my agency’s housing programs and our partner service agencies’ programs. It revealed substantial overlap; goals were written differently but often for the same desired outcome. That matrix resolved a lot of tension and restored trust. What Housing Providers Need to Know Federally funded housing agencies must follow VAWA. HUD provides them with guidance for this, including models for Emergency Transfer Plans and Safety Plans. Victims services advocates have a role to help housing providers understand survivor safety precautions. Your discussions can shore up any gaps in their knowledge. If a housing agency must warn or cite a tenant for lease violations they can educate tenants about their rights under VAWA. The Notice of Occupancy Rights for tenants explains the VAWA protections but housing agency staff should expect to talk about it in layman's terms as well. Remember, you are the expert on working with survivors. It is your job to intervene if a housing provider has a tenant experiencing any form of domestic violence. Make sure they know that you will respond as quickly as possible to their concerns. However, in the event the survivor will not accept your services housing agencies cannot refuse housing or terminate survivors’ occupancy. Survivors like Laura get caught in the intersection between homelessness and domestic violence, a situation you see every day in your work as a victim advocate and service provider. You see survivors escape, only to end up on the street. Your job is to find solutions to address their complex needs. That’s where partnerships come into play. Victim service providers can collaborate across systems with affordable housing agencies, breaking down the silo effect. It begins when parties meet to discuss how they can work together. Frustration arises when one service provider is not aware of laws, rules and regulations that govern the others. Things like jargon and acronyms can lead to misunderstandings. In a partnership you can clear those up from the beginning. However, it will take time to yield benefits, so there’s not a moment to waste. This post previews information housing agencies and survivor services can use to build a framework. You can use tools like Casebook to record and evaluate the services that your clients need and obtain; automated workflows within your case management software can be helpful for this purpose. For a client like Laura, you would continue to document your interventions in her Casebook file. You can track other service delivery for their effectiveness, as well as your obligations as a partner to them. For instance, as you interact with housing providers you can document that they have, or have not, used the full range of housing protections included in the Violence Against Women Act (VAWA) and how you addressed them. A Casebook workflows with the law’s requirement will simplify the process for you. About the Money At the time of this writing the U.S. Department of Housing and Urban Development (HUD) does not mandate that agencies it funds designate resources for survivors, but it does allow agencies the discretion to do so. A partnership is a great opportunity to advocate for such an earmark. If the Violence Against Women Reauthorization Act of 2021 House bill is passed in the Senate (without changes from the House bill) it will provide victim relocation vouchers for survivors who need to move to other housing or need help to maintain current housing on their own. Build the Partnerships First Effective partnership means all parties understand each other’s roles, organizations, and governing rules and regulations. Housing agencies provide affordable housing or rent assistance. Service providers are advocates and case managers for survivors. Private landlords may have tenants with federally funded rent subsidies. For example, if they accept Housing Choice Vouchers they must adhere to VAWA and may need a better understanding of how to do so. It’s normal for one agency’s service providers to think other agencies aren’t doing enough for the client. In reality, everyone is overwhelmed. Social service caseloads are daunting and resources for affordable housing are limited and complex. Clear communications between everyone can reduce common frustrations. Conflicts can arise when it seems that agencies’ goals contradict. Partnerships can focus on shared goals. I once created a matrix for performance metrics for my agency’s housing programs and our partner service agencies’ programs. It revealed substantial overlap; goals were written differently but often for the same desired outcome. That matrix resolved a lot of tension and restored trust. What Housing Providers Need to Know Federally funded housing agencies must follow VAWA. HUD provides them with guidance for this, including models for Emergency Transfer Plans and Safety Plans. Victims services advocates have a role to help housing providers understand survivor safety precautions. Your discussions can shore up any gaps in their knowledge. If a housing agency must warn or cite a tenant for lease violations they can educate tenants about their rights under VAWA. The Notice of Occupancy Rights for tenants explains the VAWA protections but housing agency staff should expect to talk about it in layman's terms as well. Remember, you are the expert on working with survivors. It is your job to intervene if a housing provider has a tenant experiencing any form of domestic violence. Make sure they know that you will respond as quickly as possible to their concerns. However, in the event the survivor will not accept your services housing agencies cannot refuse housing or terminate survivors’ occupancy. Survivors like Laura get caught in the intersection between homelessness and domestic violence, a situation you see every day in your work as a victim advocate and service provider. You see survivors escape, only to end up on the street. Your job is to find solutions to address their complex needs. That’s where partnerships come into play. Victim service providers can collaborate across systems with affordable housing agencies, breaking down the silo effect. It begins when parties meet to discuss how they can work together. Frustration arises when one service provider is not aware of laws, rules and regulations that govern the others. Things like jargon and acronyms can lead to misunderstandings. In a partnership you can clear those up from the beginning. However, it will take time to yield benefits, so there’s not a moment to waste. This post previews information housing agencies and survivor services can use to build a framework. You can use tools like Casebook to record and evaluate the services that your clients need and obtain; automated workflows within your case management software can be helpful for this purpose. For a client like Laura, you would continue to document your interventions in her Casebook file. You can track other service delivery for their effectiveness, as well as your obligations as a partner to them. For instance, as you interact with housing providers you can document that they have, or have not, used the full range of housing protections included in the Violence Against Women Act (VAWA) and how you addressed them. A Casebook workflows with the law’s requirement will simplify the process for you. About the Money At the time of this writing the U.S. Department of Housing and Urban Development (HUD) does not mandate that agencies it funds designate resources for survivors, but it does allow agencies the discretion to do so. A partnership is a great opportunity to advocate for such an earmark. If the Violence Against Women Reauthorization Act of 2021 House bill is passed in the Senate (without changes from the House bill) it will provide victim relocation vouchers for survivors who need to move to other housing or need help to maintain current housing on their own. Build the Partnerships First Effective partnership means all parties understand each other’s roles, organizations, and governing rules and regulations. Housing agencies provide affordable housing or rent assistance. Service providers are advocates and case managers for survivors. Private landlords may have tenants with federally funded rent subsidies. For example, if they accept Housing Choice Vouchers they must adhere to VAWA and may need a better understanding of how to do so. It’s normal for one agency’s service providers to think other agencies aren’t doing enough for the client. In reality, everyone is overwhelmed. Social service caseloads are daunting and resources for affordable housing are limited and complex. Clear communications between everyone can reduce common frustrations. Conflicts can arise when it seems that agencies’ goals contradict. Partnerships can focus on shared goals. I once created a matrix for performance metrics for my agency’s housing programs and our partner service agencies’ programs. It revealed substantial overlap; goals were written differently but often for the same desired outcome. That matrix resolved a lot of tension and restored trust. What Housing Providers Need to Know Federally funded housing agencies must follow VAWA. HUD provides them with guidance for this, including models for Emergency Transfer Plans and Safety Plans. Victims services advocates have a role to help housing providers understand survivor safety precautions. Your discussions can shore up any gaps in their knowledge. If a housing agency must warn or cite a tenant for lease violations they can educate tenants about their rights under VAWA. The Notice of Occupancy Rights for tenants explains the VAWA protections but housing agency staff should expect to talk about it in layman's terms as well. Remember, you are the expert on working with survivors. It is your job to intervene if a housing provider has a tenant experiencing any form of domestic violence. Make sure they know that you will respond as quickly as possible to their concerns. However, in the event the survivor will not accept your services housing agencies cannot refuse housing or terminate survivors’ occupancy. Survivors like Laura get caught in the intersection between homelessness and domestic violence, a situation you see every day in your work as a victim advocate and service provider. You see survivors escape, only to end up on the street. Your job is to find solutions to address their complex needs. That’s where partnerships come into play. Victim service providers can collaborate across systems with affordable housing agencies, breaking down the silo effect. It begins when parties meet to discuss how they can work together. Frustration arises when one service provider is not aware of laws, rules and regulations that govern the others. Things like jargon and acronyms can lead to misunderstandings. In a partnership you can clear those up from the beginning. However, it will take time to yield benefits, so there’s not a moment to waste. This post previews information housing agencies and survivor services can use to build a framework. You can use tools like Casebook to record and evaluate the services that your clients need and obtain; automated workflows within your case management software can be helpful for this purpose. For a client like Laura, you would continue to document your interventions in her Casebook file. You can track other service delivery for their effectiveness, as well as your obligations as a partner to them. For instance, as you interact with housing providers you can document that they have, or have not, used the full range of housing protections included in the Violence Against Women Act (VAWA) and how you addressed them. A Casebook workflows with the law’s requirement will simplify the process for you. About the Money At the time of this writing the U.S. Department of Housing and Urban Development (HUD) does not mandate that agencies it funds designate resources for survivors, but it does allow agencies the discretion to do so. A partnership is a great opportunity to advocate for such an earmark. If the Violence Against Women Reauthorization Act of 2021 House bill is passed in the Senate (without changes from the House bill) it will provide victim relocation vouchers for survivors who need to move to other housing or need help to maintain current housing on their own. Build the Partnerships First Effective partnership means all parties understand each other’s roles, organizations, and governing rules and regulations. Housing agencies provide affordable housing or rent assistance. Service providers are advocates and case managers for survivors. Private landlords may have tenants with federally funded rent subsidies. For example, if they accept Housing Choice Vouchers they must adhere to VAWA and may need a better understanding of how to do so. It’s normal for one agency’s service providers to think other agencies aren’t doing enough for the client. In reality, everyone is overwhelmed. Social service caseloads are daunting and resources for affordable housing are limited and complex. Clear communications between everyone can reduce common frustrations. Conflicts can arise when it seems that agencies’ goals contradict. Partnerships can focus on shared goals. I once created a matrix for performance metrics for my agency’s housing programs and our partner service agencies’ programs. It revealed substantial overlap; goals were written differently but often for the same desired outcome. That matrix resolved a lot of tension and restored trust. What Housing Providers Need to Know Federally funded housing agencies must follow VAWA. HUD provides them with guidance for this, including models for Emergency Transfer Plans and Safety Plans. Victims services advocates have a role to help housing providers understand survivor safety precautions. Your discussions can shore up any gaps in their knowledge. If a housing agency must warn or cite a tenant for lease violations they can educate tenants about their rights under VAWA. The Notice of Occupancy Rights for tenants explains the VAWA protections but housing agency staff should expect to talk about it in layman's terms as well. Remember, you are the expert on working with survivors. It is your job to intervene if a housing provider has a tenant experiencing any form of domestic violence. Make sure they know that you will respond as quickly as possible to their concerns. However, in the event the survivor will not accept your services housing agencies cannot refuse housing or terminate survivors’ occupancy.

Welcome back to the second part in a two-part series on combating staff turnover in social services. Previously we talked about the budget dilemmas that typically put the least experienced and least paid staff on the frontlines, spending most of their time with the clients. Moreover, the heavy toll often inflicted on frontline social service workers means turnover is a common recurrence. If you work in social services, then you've seen this play out time and time again. If you find yourself an administrator in social services, you know it's a problem that is not easy to solve. Taking lessons from military service, I'm going to submit to you that small unit participatory leadership must focus on leadership development in social services. Only here can you infuse the necessary experience and leadership to ensure turnover does not harm client outcomes. So let's jump right in. Learn the Lessons of Leadership and Gallantry When you take a brief survey of military recipients of the Medal of Honor, you'll notice a recurring theme. Namely, you don't see a good number of high ranking officers in the mix. Certainly, there are some, but by and large, you will see lower-ranking enlisted men and junior officers as the norm. That's because actions that require inexplicable gallantry occur on the frontlines rather than in the rear with the gear. So it is for social services and the inexplicable fortitude that is required to tackle some of our nation's most pressing human services problems. Every nonprofit executive or board is heavily involved in the strategic planning process, but very few will spend the majority of their time on the frontline. This is right and appropriate as both the executive and board serve very specific functions. However, for the strategic plan to become a reality in terms of client outcomes, an organization must be dedicated to creating a talented core of small unit leaders that are both empowered and accountable. Once again, let's a look at the military for some guidance. If You Can't Beat High Turnover, then Control the Ground Game. Though it varies by service branch, reenlistment rates in the United States military can vary between 26% to 47%, based on a recent 2008 study. What that means is that approximately 74% to 53% of the military workforce is done after their first contract, which typically ranges from 4 to 6 years. Meaning that just when a military service member really knows what they are doing, they are gone only to be replaced by the next generation of inexperienced workers. Does that sound familiar to anyone in social services? Welcome back to the second part in a two-part series on combating staff turnover in social services. Previously we talked about the budget dilemmas that typically put the least experienced and least paid staff on the frontlines, spending most of their time with the clients. Moreover, the heavy toll often inflicted on frontline social service workers means turnover is a common recurrence. If you work in social services, then you've seen this play out time and time again. If you find yourself an administrator in social services, you know it's a problem that is not easy to solve. Taking lessons from military service, I'm going to submit to you that small unit participatory leadership must focus on leadership development in social services. Only here can you infuse the necessary experience and leadership to ensure turnover does not harm client outcomes. So let's jump right in. Learn the Lessons of Leadership and Gallantry When you take a brief survey of military recipients of the Medal of Honor, you'll notice a recurring theme. Namely, you don't see a good number of high ranking officers in the mix. Certainly, there are some, but by and large, you will see lower-ranking enlisted men and junior officers as the norm. That's because actions that require inexplicable gallantry occur on the frontlines rather than in the rear with the gear. So it is for social services and the inexplicable fortitude that is required to tackle some of our nation's most pressing human services problems. Every nonprofit executive or board is heavily involved in the strategic planning process, but very few will spend the majority of their time on the frontline. This is right and appropriate as both the executive and board serve very specific functions. However, for the strategic plan to become a reality in terms of client outcomes, an organization must be dedicated to creating a talented core of small unit leaders that are both empowered and accountable. Once again, let's a look at the military for some guidance. If You Can't Beat High Turnover, then Control the Ground Game. Though it varies by service branch, reenlistment rates in the United States military can vary between 26% to 47%, based on a recent 2008 study. What that means is that approximately 74% to 53% of the military workforce is done after their first contract, which typically ranges from 4 to 6 years. Meaning that just when a military service member really knows what they are doing, they are gone only to be replaced by the next generation of inexperienced workers. Does that sound familiar to anyone in social services? Welcome back to the second part in a two-part series on combating staff turnover in social services. Previously we talked about the budget dilemmas that typically put the least experienced and least paid staff on the frontlines, spending most of their time with the clients. Moreover, the heavy toll often inflicted on frontline social service workers means turnover is a common recurrence. If you work in social services, then you've seen this play out time and time again. If you find yourself an administrator in social services, you know it's a problem that is not easy to solve. Taking lessons from military service, I'm going to submit to you that small unit participatory leadership must focus on leadership development in social services. Only here can you infuse the necessary experience and leadership to ensure turnover does not harm client outcomes. So let's jump right in. Learn the Lessons of Leadership and Gallantry When you take a brief survey of military recipients of the Medal of Honor, you'll notice a recurring theme. Namely, you don't see a good number of high ranking officers in the mix. Certainly, there are some, but by and large, you will see lower-ranking enlisted men and junior officers as the norm. That's because actions that require inexplicable gallantry occur on the frontlines rather than in the rear with the gear. So it is for social services and the inexplicable fortitude that is required to tackle some of our nation's most pressing human services problems. Every nonprofit executive or board is heavily involved in the strategic planning process, but very few will spend the majority of their time on the frontline. This is right and appropriate as both the executive and board serve very specific functions. However, for the strategic plan to become a reality in terms of client outcomes, an organization must be dedicated to creating a talented core of small unit leaders that are both empowered and accountable. Once again, let's a look at the military for some guidance. If You Can't Beat High Turnover, then Control the Ground Game. Though it varies by service branch, reenlistment rates in the United States military can vary between 26% to 47%, based on a recent 2008 study. What that means is that approximately 74% to 53% of the military workforce is done after their first contract, which typically ranges from 4 to 6 years. Meaning that just when a military service member really knows what they are doing, they are gone only to be replaced by the next generation of inexperienced workers. Does that sound familiar to anyone in social services? Welcome back to the second part in a two-part series on combating staff turnover in social services. Previously we talked about the budget dilemmas that typically put the least experienced and least paid staff on the frontlines, spending most of their time with the clients. Moreover, the heavy toll often inflicted on frontline social service workers means turnover is a common recurrence. If you work in social services, then you've seen this play out time and time again. If you find yourself an administrator in social services, you know it's a problem that is not easy to solve. Taking lessons from military service, I'm going to submit to you that small unit participatory leadership must focus on leadership development in social services. Only here can you infuse the necessary experience and leadership to ensure turnover does not harm client outcomes. So let's jump right in. Learn the Lessons of Leadership and Gallantry When you take a brief survey of military recipients of the Medal of Honor, you'll notice a recurring theme. Namely, you don't see a good number of high ranking officers in the mix. Certainly, there are some, but by and large, you will see lower-ranking enlisted men and junior officers as the norm. That's because actions that require inexplicable gallantry occur on the frontlines rather than in the rear with the gear. So it is for social services and the inexplicable fortitude that is required to tackle some of our nation's most pressing human services problems. Every nonprofit executive or board is heavily involved in the strategic planning process, but very few will spend the majority of their time on the frontline. This is right and appropriate as both the executive and board serve very specific functions. However, for the strategic plan to become a reality in terms of client outcomes, an organization must be dedicated to creating a talented core of small unit leaders that are both empowered and accountable. Once again, let's a look at the military for some guidance. If You Can't Beat High Turnover, then Control the Ground Game. Though it varies by service branch, reenlistment rates in the United States military can vary between 26% to 47%, based on a recent 2008 study. What that means is that approximately 74% to 53% of the military workforce is done after their first contract, which typically ranges from 4 to 6 years. Meaning that just when a military service member really knows what they are doing, they are gone only to be replaced by the next generation of inexperienced workers. Does that sound familiar to anyone in social services? Welcome back to the second part in a two-part series on combating staff turnover in social services. Previously we talked about the budget dilemmas that typically put the least experienced and least paid staff on the frontlines, spending most of their time with the clients. Moreover, the heavy toll often inflicted on frontline social service workers means turnover is a common recurrence. If you work in social services, then you've seen this play out time and time again. If you find yourself an administrator in social services, you know it's a problem that is not easy to solve. Taking lessons from military service, I'm going to submit to you that small unit participatory leadership must focus on leadership development in social services. Only here can you infuse the necessary experience and leadership to ensure turnover does not harm client outcomes. So let's jump right in. Learn the Lessons of Leadership and Gallantry When you take a brief survey of military recipients of the Medal of Honor, you'll notice a recurring theme. Namely, you don't see a good number of high ranking officers in the mix. Certainly, there are some, but by and large, you will see lower-ranking enlisted men and junior officers as the norm. That's because actions that require inexplicable gallantry occur on the frontlines rather than in the rear with the gear. So it is for social services and the inexplicable fortitude that is required to tackle some of our nation's most pressing human services problems. Every nonprofit executive or board is heavily involved in the strategic planning process, but very few will spend the majority of their time on the frontline. This is right and appropriate as both the executive and board serve very specific functions. However, for the strategic plan to become a reality in terms of client outcomes, an organization must be dedicated to creating a talented core of small unit leaders that are both empowered and accountable. Once again, let's a look at the military for some guidance. If You Can't Beat High Turnover, then Control the Ground Game. Though it varies by service branch, reenlistment rates in the United States military can vary between 26% to 47%, based on a recent 2008 study. What that means is that approximately 74% to 53% of the military workforce is done after their first contract, which typically ranges from 4 to 6 years. Meaning that just when a military service member really knows what they are doing, they are gone only to be replaced by the next generation of inexperienced workers. Does that sound familiar to anyone in social services? Welcome back to the second part in a two-part series on combating staff turnover in social services. Previously we talked about the budget dilemmas that typically put the least experienced and least paid staff on the frontlines, spending most of their time with the clients. Moreover, the heavy toll often inflicted on frontline social service workers means turnover is a common recurrence. If you work in social services, then you've seen this play out time and time again. If you find yourself an administrator in social services, you know it's a problem that is not easy to solve. Taking lessons from military service, I'm going to submit to you that small unit participatory leadership must focus on leadership development in social services. Only here can you infuse the necessary experience and leadership to ensure turnover does not harm client outcomes. So let's jump right in. Learn the Lessons of Leadership and Gallantry When you take a brief survey of military recipients of the Medal of Honor, you'll notice a recurring theme. Namely, you don't see a good number of high ranking officers in the mix. Certainly, there are some, but by and large, you will see lower-ranking enlisted men and junior officers as the norm. That's because actions that require inexplicable gallantry occur on the frontlines rather than in the rear with the gear. So it is for social services and the inexplicable fortitude that is required to tackle some of our nation's most pressing human services problems. Every nonprofit executive or board is heavily involved in the strategic planning process, but very few will spend the majority of their time on the frontline. This is right and appropriate as both the executive and board serve very specific functions. However, for the strategic plan to become a reality in terms of client outcomes, an organization must be dedicated to creating a talented core of small unit leaders that are both empowered and accountable. Once again, let's a look at the military for some guidance. If You Can't Beat High Turnover, then Control the Ground Game. Though it varies by service branch, reenlistment rates in the United States military can vary between 26% to 47%, based on a recent 2008 study. What that means is that approximately 74% to 53% of the military workforce is done after their first contract, which typically ranges from 4 to 6 years. Meaning that just when a military service member really knows what they are doing, they are gone only to be replaced by the next generation of inexperienced workers. Does that sound familiar to anyone in social services? Welcome back to the second part in a two-part series on combating staff turnover in social services. Previously we talked about the budget dilemmas that typically put the least experienced and least paid staff on the frontlines, spending most of their time with the clients. Moreover, the heavy toll often inflicted on frontline social service workers means turnover is a common recurrence. If you work in social services, then you've seen this play out time and time again. If you find yourself an administrator in social services, you know it's a problem that is not easy to solve. Taking lessons from military service, I'm going to submit to you that small unit participatory leadership must focus on leadership development in social services. Only here can you infuse the necessary experience and leadership to ensure turnover does not harm client outcomes. So let's jump right in. Learn the Lessons of Leadership and Gallantry When you take a brief survey of military recipients of the Medal of Honor, you'll notice a recurring theme. Namely, you don't see a good number of high ranking officers in the mix. Certainly, there are some, but by and large, you will see lower-ranking enlisted men and junior officers as the norm. That's because actions that require inexplicable gallantry occur on the frontlines rather than in the rear with the gear. So it is for social services and the inexplicable fortitude that is required to tackle some of our nation's most pressing human services problems. Every nonprofit executive or board is heavily involved in the strategic planning process, but very few will spend the majority of their time on the frontline. This is right and appropriate as both the executive and board serve very specific functions. However, for the strategic plan to become a reality in terms of client outcomes, an organization must be dedicated to creating a talented core of small unit leaders that are both empowered and accountable. Once again, let's a look at the military for some guidance. If You Can't Beat High Turnover, then Control the Ground Game. Though it varies by service branch, reenlistment rates in the United States military can vary between 26% to 47%, based on a recent 2008 study. What that means is that approximately 74% to 53% of the military workforce is done after their first contract, which typically ranges from 4 to 6 years. Meaning that just when a military service member really knows what they are doing, they are gone only to be replaced by the next generation of inexperienced workers. Does that sound familiar to anyone in social services? Welcome back to the second part in a two-part series on combating staff turnover in social services. Previously we talked about the budget dilemmas that typically put the least experienced and least paid staff on the frontlines, spending most of their time with the clients. Moreover, the heavy toll often inflicted on frontline social service workers means turnover is a common recurrence. If you work in social services, then you've seen this play out time and time again. If you find yourself an administrator in social services, you know it's a problem that is not easy to solve. Taking lessons from military service, I'm going to submit to you that small unit participatory leadership must focus on leadership development in social services. Only here can you infuse the necessary experience and leadership to ensure turnover does not harm client outcomes. So let's jump right in. Learn the Lessons of Leadership and Gallantry When you take a brief survey of military recipients of the Medal of Honor, you'll notice a recurring theme. Namely, you don't see a good number of high ranking officers in the mix. Certainly, there are some, but by and large, you will see lower-ranking enlisted men and junior officers as the norm. That's because actions that require inexplicable gallantry occur on the frontlines rather than in the rear with the gear. So it is for social services and the inexplicable fortitude that is required to tackle some of our nation's most pressing human services problems. Every nonprofit executive or board is heavily involved in the strategic planning process, but very few will spend the majority of their time on the frontline. This is right and appropriate as both the executive and board serve very specific functions. However, for the strategic plan to become a reality in terms of client outcomes, an organization must be dedicated to creating a talented core of small unit leaders that are both empowered and accountable. Once again, let's a look at the military for some guidance. If You Can't Beat High Turnover, then Control the Ground Game. Though it varies by service branch, reenlistment rates in the United States military can vary between 26% to 47%, based on a recent 2008 study. What that means is that approximately 74% to 53% of the military workforce is done after their first contract, which typically ranges from 4 to 6 years. Meaning that just when a military service member really knows what they are doing, they are gone only to be replaced by the next generation of inexperienced workers. Does that sound familiar to anyone in social services? Welcome back to the second part in a two-part series on combating staff turnover in social services. Previously we talked about the budget dilemmas that typically put the least experienced and least paid staff on the frontlines, spending most of their time with the clients. Moreover, the heavy toll often inflicted on frontline social service workers means turnover is a common recurrence. If you work in social services, then you've seen this play out time and time again. If you find yourself an administrator in social services, you know it's a problem that is not easy to solve. Taking lessons from military service, I'm going to submit to you that small unit participatory leadership must focus on leadership development in social services. Only here can you infuse the necessary experience and leadership to ensure turnover does not harm client outcomes. So let's jump right in. Learn the Lessons of Leadership and Gallantry When you take a brief survey of military recipients of the Medal of Honor, you'll notice a recurring theme. Namely, you don't see a good number of high ranking officers in the mix. Certainly, there are some, but by and large, you will see lower-ranking enlisted men and junior officers as the norm. That's because actions that require inexplicable gallantry occur on the frontlines rather than in the rear with the gear. So it is for social services and the inexplicable fortitude that is required to tackle some of our nation's most pressing human services problems. Every nonprofit executive or board is heavily involved in the strategic planning process, but very few will spend the majority of their time on the frontline. This is right and appropriate as both the executive and board serve very specific functions. However, for the strategic plan to become a reality in terms of client outcomes, an organization must be dedicated to creating a talented core of small unit leaders that are both empowered and accountable. Once again, let's a look at the military for some guidance. If You Can't Beat High Turnover, then Control the Ground Game. Though it varies by service branch, reenlistment rates in the United States military can vary between 26% to 47%, based on a recent 2008 study. What that means is that approximately 74% to 53% of the military workforce is done after their first contract, which typically ranges from 4 to 6 years. Meaning that just when a military service member really knows what they are doing, they are gone only to be replaced by the next generation of inexperienced workers. Does that sound familiar to anyone in social services? Welcome back to the second part in a two-part series on combating staff turnover in social services. Previously we talked about the budget dilemmas that typically put the least experienced and least paid staff on the frontlines, spending most of their time with the clients. Moreover, the heavy toll often inflicted on frontline social service workers means turnover is a common recurrence. If you work in social services, then you've seen this play out time and time again. If you find yourself an administrator in social services, you know it's a problem that is not easy to solve. Taking lessons from military service, I'm going to submit to you that small unit participatory leadership must focus on leadership development in social services. Only here can you infuse the necessary experience and leadership to ensure turnover does not harm client outcomes. So let's jump right in. Learn the Lessons of Leadership and Gallantry When you take a brief survey of military recipients of the Medal of Honor, you'll notice a recurring theme. Namely, you don't see a good number of high ranking officers in the mix. Certainly, there are some, but by and large, you will see lower-ranking enlisted men and junior officers as the norm. That's because actions that require inexplicable gallantry occur on the frontlines rather than in the rear with the gear. So it is for social services and the inexplicable fortitude that is required to tackle some of our nation's most pressing human services problems. Every nonprofit executive or board is heavily involved in the strategic planning process, but very few will spend the majority of their time on the frontline. This is right and appropriate as both the executive and board serve very specific functions. However, for the strategic plan to become a reality in terms of client outcomes, an organization must be dedicated to creating a talented core of small unit leaders that are both empowered and accountable. Once again, let's a look at the military for some guidance. If You Can't Beat High Turnover, then Control the Ground Game. Though it varies by service branch, reenlistment rates in the United States military can vary between 26% to 47%, based on a recent 2008 study. What that means is that approximately 74% to 53% of the military workforce is done after their first contract, which typically ranges from 4 to 6 years. Meaning that just when a military service member really knows what they are doing, they are gone only to be replaced by the next generation of inexperienced workers. Does that sound familiar to anyone in social services?

A little less than 20 years ago, almost to the day, I received a call that would unknowingly launch a 13-year career in child welfare services. That's quite a remarkable tenure considering that when the organization called me for the interview, I couldn't even remember who they were and when I applied. I had just graduated from college, and with student loans coming due, I needed a job. So much so that I applied for a host of jobs in sort of a shotgun manner, hoping one would stick before the first payment came due. As I found out after I arrived, that job would involve serving as a Teacher/Counselor in a cottage of emotionally disturbed youth in a residential setting. I accepted the challenge. The Paradox of Entry Level Jobs and the Experience Required to Succeed I want to lead with the disclaimer that I worked for one of the nation's leading youth services organizations that has led the way to transform the child welfare system in America. So when I speak of some harrowing early experiences or the plight of staff turnover, it is no way a slight against that organization. All of you in the field understand the challenging work that we do on any given day, and even when it goes well, it is hard and messy. However, I found it amusing that individuals like myself with the least amount of experience wind up spending most of their time with the kids early on. The licensed counselor gets them a couple of hours a week, and experienced management is nearby if needed. Still, for the most part, residential services is a guy like me with less than six months to a year of experience in a milieu of 10 kids who have far more experience with the child welfare system than I did. Yet, the entry-level jobs market dictates that those of us with less experience do the grunt work for the least pay. One doesn't go and become a licensed therapist to sit with the kids all day and dodge chairs when they are hurled in your direction. Moreover, once one does gain the experience to navigate a milieu of troubled youths with ease, you are looking for that experience to take you elsewhere. Meanwhile, the job demands mean that those not interested in this field are quick to head for the doors until another recent college graduate in need of paying their student loans back comes knocking. Social service agencies work hard to figure out this staff turnover problem, and to my knowledge, no one agency, from sea to shining sea, has been able to solve this paradox. So nothing about this article is going to try and slay that beast. Social Services Can Learn from the Military In addition to my nonprofit career, it just so happens that I am also a United States Marine veteran of Iraq. With that in mind, I think social services can learn much from my beloved Marine Corps when it comes to combating staff turnover. In the Marine Corps, there are three initial ranks of enlisted personnel. That would be your Private, Private First Class, and Lance Corporal. These three ranks represent the entry-level Marine with the coveted title of senior and salty Lance Corporal being the highest. For those of you in the social service field, think of the senior Lance Corporal as that staff member who has been around for 10 years, but never seems to get promoted. It is the next level of Marine that I believe is of the utmost importance, and that's not just because I held the rank myself. That is the noncommissioned officer ranks of Corporal and Sergeant. It is here that the United States Marine Corps invests the most time and knowledge when it comes to enlisted personnel that will likely leave after one or two four year contracts. When you are kicking in a door on the streets of Fallujah or navigating the valleys of Afghanistan, it will not be a General leading the way. It will be a young man in his early 20's who has been given the responsibility of leading Marines in a fight. A little less than 20 years ago, almost to the day, I received a call that would unknowingly launch a 13-year career in child welfare services. That's quite a remarkable tenure considering that when the organization called me for the interview, I couldn't even remember who they were and when I applied. I had just graduated from college, and with student loans coming due, I needed a job. So much so that I applied for a host of jobs in sort of a shotgun manner, hoping one would stick before the first payment came due. As I found out after I arrived, that job would involve serving as a Teacher/Counselor in a cottage of emotionally disturbed youth in a residential setting. I accepted the challenge. The Paradox of Entry Level Jobs and the Experience Required to Succeed I want to lead with the disclaimer that I worked for one of the nation's leading youth services organizations that has led the way to transform the child welfare system in America. So when I speak of some harrowing early experiences or the plight of staff turnover, it is no way a slight against that organization. All of you in the field understand the challenging work that we do on any given day, and even when it goes well, it is hard and messy. However, I found it amusing that individuals like myself with the least amount of experience wind up spending most of their time with the kids early on. The licensed counselor gets them a couple of hours a week, and experienced management is nearby if needed. Still, for the most part, residential services is a guy like me with less than six months to a year of experience in a milieu of 10 kids who have far more experience with the child welfare system than I did. Yet, the entry-level jobs market dictates that those of us with less experience do the grunt work for the least pay. One doesn't go and become a licensed therapist to sit with the kids all day and dodge chairs when they are hurled in your direction. Moreover, once one does gain the experience to navigate a milieu of troubled youths with ease, you are looking for that experience to take you elsewhere. Meanwhile, the job demands mean that those not interested in this field are quick to head for the doors until another recent college graduate in need of paying their student loans back comes knocking. Social service agencies work hard to figure out this staff turnover problem, and to my knowledge, no one agency, from sea to shining sea, has been able to solve this paradox. So nothing about this article is going to try and slay that beast. Social Services Can Learn from the Military In addition to my nonprofit career, it just so happens that I am also a United States Marine veteran of Iraq. With that in mind, I think social services can learn much from my beloved Marine Corps when it comes to combating staff turnover. In the Marine Corps, there are three initial ranks of enlisted personnel. That would be your Private, Private First Class, and Lance Corporal. These three ranks represent the entry-level Marine with the coveted title of senior and salty Lance Corporal being the highest. For those of you in the social service field, think of the senior Lance Corporal as that staff member who has been around for 10 years, but never seems to get promoted. It is the next level of Marine that I believe is of the utmost importance, and that's not just because I held the rank myself. That is the noncommissioned officer ranks of Corporal and Sergeant. It is here that the United States Marine Corps invests the most time and knowledge when it comes to enlisted personnel that will likely leave after one or two four year contracts. When you are kicking in a door on the streets of Fallujah or navigating the valleys of Afghanistan, it will not be a General leading the way. It will be a young man in his early 20's who has been given the responsibility of leading Marines in a fight. A little less than 20 years ago, almost to the day, I received a call that would unknowingly launch a 13-year career in child welfare services. That's quite a remarkable tenure considering that when the organization called me for the interview, I couldn't even remember who they were and when I applied. I had just graduated from college, and with student loans coming due, I needed a job. So much so that I applied for a host of jobs in sort of a shotgun manner, hoping one would stick before the first payment came due. As I found out after I arrived, that job would involve serving as a Teacher/Counselor in a cottage of emotionally disturbed youth in a residential setting. I accepted the challenge. The Paradox of Entry Level Jobs and the Experience Required to Succeed I want to lead with the disclaimer that I worked for one of the nation's leading youth services organizations that has led the way to transform the child welfare system in America. So when I speak of some harrowing early experiences or the plight of staff turnover, it is no way a slight against that organization. All of you in the field understand the challenging work that we do on any given day, and even when it goes well, it is hard and messy. However, I found it amusing that individuals like myself with the least amount of experience wind up spending most of their time with the kids early on. The licensed counselor gets them a couple of hours a week, and experienced management is nearby if needed. Still, for the most part, residential services is a guy like me with less than six months to a year of experience in a milieu of 10 kids who have far more experience with the child welfare system than I did. Yet, the entry-level jobs market dictates that those of us with less experience do the grunt work for the least pay. One doesn't go and become a licensed therapist to sit with the kids all day and dodge chairs when they are hurled in your direction. Moreover, once one does gain the experience to navigate a milieu of troubled youths with ease, you are looking for that experience to take you elsewhere. Meanwhile, the job demands mean that those not interested in this field are quick to head for the doors until another recent college graduate in need of paying their student loans back comes knocking. Social service agencies work hard to figure out this staff turnover problem, and to my knowledge, no one agency, from sea to shining sea, has been able to solve this paradox. So nothing about this article is going to try and slay that beast. Social Services Can Learn from the Military In addition to my nonprofit career, it just so happens that I am also a United States Marine veteran of Iraq. With that in mind, I think social services can learn much from my beloved Marine Corps when it comes to combating staff turnover. In the Marine Corps, there are three initial ranks of enlisted personnel. That would be your Private, Private First Class, and Lance Corporal. These three ranks represent the entry-level Marine with the coveted title of senior and salty Lance Corporal being the highest. For those of you in the social service field, think of the senior Lance Corporal as that staff member who has been around for 10 years, but never seems to get promoted. It is the next level of Marine that I believe is of the utmost importance, and that's not just because I held the rank myself. That is the noncommissioned officer ranks of Corporal and Sergeant. It is here that the United States Marine Corps invests the most time and knowledge when it comes to enlisted personnel that will likely leave after one or two four year contracts. When you are kicking in a door on the streets of Fallujah or navigating the valleys of Afghanistan, it will not be a General leading the way. It will be a young man in his early 20's who has been given the responsibility of leading Marines in a fight. A little less than 20 years ago, almost to the day, I received a call that would unknowingly launch a 13-year career in child welfare services. That's quite a remarkable tenure considering that when the organization called me for the interview, I couldn't even remember who they were and when I applied. I had just graduated from college, and with student loans coming due, I needed a job. So much so that I applied for a host of jobs in sort of a shotgun manner, hoping one would stick before the first payment came due. As I found out after I arrived, that job would involve serving as a Teacher/Counselor in a cottage of emotionally disturbed youth in a residential setting. I accepted the challenge. The Paradox of Entry Level Jobs and the Experience Required to Succeed I want to lead with the disclaimer that I worked for one of the nation's leading youth services organizations that has led the way to transform the child welfare system in America. So when I speak of some harrowing early experiences or the plight of staff turnover, it is no way a slight against that organization. All of you in the field understand the challenging work that we do on any given day, and even when it goes well, it is hard and messy. However, I found it amusing that individuals like myself with the least amount of experience wind up spending most of their time with the kids early on. The licensed counselor gets them a couple of hours a week, and experienced management is nearby if needed. Still, for the most part, residential services is a guy like me with less than six months to a year of experience in a milieu of 10 kids who have far more experience with the child welfare system than I did. Yet, the entry-level jobs market dictates that those of us with less experience do the grunt work for the least pay. One doesn't go and become a licensed therapist to sit with the kids all day and dodge chairs when they are hurled in your direction. Moreover, once one does gain the experience to navigate a milieu of troubled youths with ease, you are looking for that experience to take you elsewhere. Meanwhile, the job demands mean that those not interested in this field are quick to head for the doors until another recent college graduate in need of paying their student loans back comes knocking. Social service agencies work hard to figure out this staff turnover problem, and to my knowledge, no one agency, from sea to shining sea, has been able to solve this paradox. So nothing about this article is going to try and slay that beast. Social Services Can Learn from the Military In addition to my nonprofit career, it just so happens that I am also a United States Marine veteran of Iraq. With that in mind, I think social services can learn much from my beloved Marine Corps when it comes to combating staff turnover. In the Marine Corps, there are three initial ranks of enlisted personnel. That would be your Private, Private First Class, and Lance Corporal. These three ranks represent the entry-level Marine with the coveted title of senior and salty Lance Corporal being the highest. For those of you in the social service field, think of the senior Lance Corporal as that staff member who has been around for 10 years, but never seems to get promoted. It is the next level of Marine that I believe is of the utmost importance, and that's not just because I held the rank myself. That is the noncommissioned officer ranks of Corporal and Sergeant. It is here that the United States Marine Corps invests the most time and knowledge when it comes to enlisted personnel that will likely leave after one or two four year contracts. When you are kicking in a door on the streets of Fallujah or navigating the valleys of Afghanistan, it will not be a General leading the way. It will be a young man in his early 20's who has been given the responsibility of leading Marines in a fight. A little less than 20 years ago, almost to the day, I received a call that would unknowingly launch a 13-year career in child welfare services. That's quite a remarkable tenure considering that when the organization called me for the interview, I couldn't even remember who they were and when I applied. I had just graduated from college, and with student loans coming due, I needed a job. So much so that I applied for a host of jobs in sort of a shotgun manner, hoping one would stick before the first payment came due. As I found out after I arrived, that job would involve serving as a Teacher/Counselor in a cottage of emotionally disturbed youth in a residential setting. I accepted the challenge. The Paradox of Entry Level Jobs and the Experience Required to Succeed I want to lead with the disclaimer that I worked for one of the nation's leading youth services organizations that has led the way to transform the child welfare system in America. So when I speak of some harrowing early experiences or the plight of staff turnover, it is no way a slight against that organization. All of you in the field understand the challenging work that we do on any given day, and even when it goes well, it is hard and messy. However, I found it amusing that individuals like myself with the least amount of experience wind up spending most of their time with the kids early on. The licensed counselor gets them a couple of hours a week, and experienced management is nearby if needed. Still, for the most part, residential services is a guy like me with less than six months to a year of experience in a milieu of 10 kids who have far more experience with the child welfare system than I did. Yet, the entry-level jobs market dictates that those of us with less experience do the grunt work for the least pay. One doesn't go and become a licensed therapist to sit with the kids all day and dodge chairs when they are hurled in your direction. Moreover, once one does gain the experience to navigate a milieu of troubled youths with ease, you are looking for that experience to take you elsewhere. Meanwhile, the job demands mean that those not interested in this field are quick to head for the doors until another recent college graduate in need of paying their student loans back comes knocking. Social service agencies work hard to figure out this staff turnover problem, and to my knowledge, no one agency, from sea to shining sea, has been able to solve this paradox. So nothing about this article is going to try and slay that beast. Social Services Can Learn from the Military In addition to my nonprofit career, it just so happens that I am also a United States Marine veteran of Iraq. With that in mind, I think social services can learn much from my beloved Marine Corps when it comes to combating staff turnover. In the Marine Corps, there are three initial ranks of enlisted personnel. That would be your Private, Private First Class, and Lance Corporal. These three ranks represent the entry-level Marine with the coveted title of senior and salty Lance Corporal being the highest. For those of you in the social service field, think of the senior Lance Corporal as that staff member who has been around for 10 years, but never seems to get promoted. It is the next level of Marine that I believe is of the utmost importance, and that's not just because I held the rank myself. That is the noncommissioned officer ranks of Corporal and Sergeant. It is here that the United States Marine Corps invests the most time and knowledge when it comes to enlisted personnel that will likely leave after one or two four year contracts. When you are kicking in a door on the streets of Fallujah or navigating the valleys of Afghanistan, it will not be a General leading the way. It will be a young man in his early 20's who has been given the responsibility of leading Marines in a fight. A little less than 20 years ago, almost to the day, I received a call that would unknowingly launch a 13-year career in child welfare services. That's quite a remarkable tenure considering that when the organization called me for the interview, I couldn't even remember who they were and when I applied. I had just graduated from college, and with student loans coming due, I needed a job. So much so that I applied for a host of jobs in sort of a shotgun manner, hoping one would stick before the first payment came due. As I found out after I arrived, that job would involve serving as a Teacher/Counselor in a cottage of emotionally disturbed youth in a residential setting. I accepted the challenge. The Paradox of Entry Level Jobs and the Experience Required to Succeed I want to lead with the disclaimer that I worked for one of the nation's leading youth services organizations that has led the way to transform the child welfare system in America. So when I speak of some harrowing early experiences or the plight of staff turnover, it is no way a slight against that organization. All of you in the field understand the challenging work that we do on any given day, and even when it goes well, it is hard and messy. However, I found it amusing that individuals like myself with the least amount of experience wind up spending most of their time with the kids early on. The licensed counselor gets them a couple of hours a week, and experienced management is nearby if needed. Still, for the most part, residential services is a guy like me with less than six months to a year of experience in a milieu of 10 kids who have far more experience with the child welfare system than I did. Yet, the entry-level jobs market dictates that those of us with less experience do the grunt work for the least pay. One doesn't go and become a licensed therapist to sit with the kids all day and dodge chairs when they are hurled in your direction. Moreover, once one does gain the experience to navigate a milieu of troubled youths with ease, you are looking for that experience to take you elsewhere. Meanwhile, the job demands mean that those not interested in this field are quick to head for the doors until another recent college graduate in need of paying their student loans back comes knocking. Social service agencies work hard to figure out this staff turnover problem, and to my knowledge, no one agency, from sea to shining sea, has been able to solve this paradox. So nothing about this article is going to try and slay that beast. Social Services Can Learn from the Military In addition to my nonprofit career, it just so happens that I am also a United States Marine veteran of Iraq. With that in mind, I think social services can learn much from my beloved Marine Corps when it comes to combating staff turnover. In the Marine Corps, there are three initial ranks of enlisted personnel. That would be your Private, Private First Class, and Lance Corporal. These three ranks represent the entry-level Marine with the coveted title of senior and salty Lance Corporal being the highest. For those of you in the social service field, think of the senior Lance Corporal as that staff member who has been around for 10 years, but never seems to get promoted. It is the next level of Marine that I believe is of the utmost importance, and that's not just because I held the rank myself. That is the noncommissioned officer ranks of Corporal and Sergeant. It is here that the United States Marine Corps invests the most time and knowledge when it comes to enlisted personnel that will likely leave after one or two four year contracts. When you are kicking in a door on the streets of Fallujah or navigating the valleys of Afghanistan, it will not be a General leading the way. It will be a young man in his early 20's who has been given the responsibility of leading Marines in a fight. A little less than 20 years ago, almost to the day, I received a call that would unknowingly launch a 13-year career in child welfare services. That's quite a remarkable tenure considering that when the organization called me for the interview, I couldn't even remember who they were and when I applied. I had just graduated from college, and with student loans coming due, I needed a job. So much so that I applied for a host of jobs in sort of a shotgun manner, hoping one would stick before the first payment came due. As I found out after I arrived, that job would involve serving as a Teacher/Counselor in a cottage of emotionally disturbed youth in a residential setting. I accepted the challenge. The Paradox of Entry Level Jobs and the Experience Required to Succeed I want to lead with the disclaimer that I worked for one of the nation's leading youth services organizations that has led the way to transform the child welfare system in America. So when I speak of some harrowing early experiences or the plight of staff turnover, it is no way a slight against that organization. All of you in the field understand the challenging work that we do on any given day, and even when it goes well, it is hard and messy. However, I found it amusing that individuals like myself with the least amount of experience wind up spending most of their time with the kids early on. The licensed counselor gets them a couple of hours a week, and experienced management is nearby if needed. Still, for the most part, residential services is a guy like me with less than six months to a year of experience in a milieu of 10 kids who have far more experience with the child welfare system than I did. Yet, the entry-level jobs market dictates that those of us with less experience do the grunt work for the least pay. One doesn't go and become a licensed therapist to sit with the kids all day and dodge chairs when they are hurled in your direction. Moreover, once one does gain the experience to navigate a milieu of troubled youths with ease, you are looking for that experience to take you elsewhere. Meanwhile, the job demands mean that those not interested in this field are quick to head for the doors until another recent college graduate in need of paying their student loans back comes knocking. Social service agencies work hard to figure out this staff turnover problem, and to my knowledge, no one agency, from sea to shining sea, has been able to solve this paradox. So nothing about this article is going to try and slay that beast. Social Services Can Learn from the Military In addition to my nonprofit career, it just so happens that I am also a United States Marine veteran of Iraq. With that in mind, I think social services can learn much from my beloved Marine Corps when it comes to combating staff turnover. In the Marine Corps, there are three initial ranks of enlisted personnel. That would be your Private, Private First Class, and Lance Corporal. These three ranks represent the entry-level Marine with the coveted title of senior and salty Lance Corporal being the highest. For those of you in the social service field, think of the senior Lance Corporal as that staff member who has been around for 10 years, but never seems to get promoted. It is the next level of Marine that I believe is of the utmost importance, and that's not just because I held the rank myself. That is the noncommissioned officer ranks of Corporal and Sergeant. It is here that the United States Marine Corps invests the most time and knowledge when it comes to enlisted personnel that will likely leave after one or two four year contracts. When you are kicking in a door on the streets of Fallujah or navigating the valleys of Afghanistan, it will not be a General leading the way. It will be a young man in his early 20's who has been given the responsibility of leading Marines in a fight. A little less than 20 years ago, almost to the day, I received a call that would unknowingly launch a 13-year career in child welfare services. That's quite a remarkable tenure considering that when the organization called me for the interview, I couldn't even remember who they were and when I applied. I had just graduated from college, and with student loans coming due, I needed a job. So much so that I applied for a host of jobs in sort of a shotgun manner, hoping one would stick before the first payment came due. As I found out after I arrived, that job would involve serving as a Teacher/Counselor in a cottage of emotionally disturbed youth in a residential setting. I accepted the challenge. The Paradox of Entry Level Jobs and the Experience Required to Succeed I want to lead with the disclaimer that I worked for one of the nation's leading youth services organizations that has led the way to transform the child welfare system in America. So when I speak of some harrowing early experiences or the plight of staff turnover, it is no way a slight against that organization. All of you in the field understand the challenging work that we do on any given day, and even when it goes well, it is hard and messy. However, I found it amusing that individuals like myself with the least amount of experience wind up spending most of their time with the kids early on. The licensed counselor gets them a couple of hours a week, and experienced management is nearby if needed. Still, for the most part, residential services is a guy like me with less than six months to a year of experience in a milieu of 10 kids who have far more experience with the child welfare system than I did. Yet, the entry-level jobs market dictates that those of us with less experience do the grunt work for the least pay. One doesn't go and become a licensed therapist to sit with the kids all day and dodge chairs when they are hurled in your direction. Moreover, once one does gain the experience to navigate a milieu of troubled youths with ease, you are looking for that experience to take you elsewhere. Meanwhile, the job demands mean that those not interested in this field are quick to head for the doors until another recent college graduate in need of paying their student loans back comes knocking. Social service agencies work hard to figure out this staff turnover problem, and to my knowledge, no one agency, from sea to shining sea, has been able to solve this paradox. So nothing about this article is going to try and slay that beast. Social Services Can Learn from the Military In addition to my nonprofit career, it just so happens that I am also a United States Marine veteran of Iraq. With that in mind, I think social services can learn much from my beloved Marine Corps when it comes to combating staff turnover. In the Marine Corps, there are three initial ranks of enlisted personnel. That would be your Private, Private First Class, and Lance Corporal. These three ranks represent the entry-level Marine with the coveted title of senior and salty Lance Corporal being the highest. For those of you in the social service field, think of the senior Lance Corporal as that staff member who has been around for 10 years, but never seems to get promoted. It is the next level of Marine that I believe is of the utmost importance, and that's not just because I held the rank myself. That is the noncommissioned officer ranks of Corporal and Sergeant. It is here that the United States Marine Corps invests the most time and knowledge when it comes to enlisted personnel that will likely leave after one or two four year contracts. When you are kicking in a door on the streets of Fallujah or navigating the valleys of Afghanistan, it will not be a General leading the way. It will be a young man in his early 20's who has been given the responsibility of leading Marines in a fight. A little less than 20 years ago, almost to the day, I received a call that would unknowingly launch a 13-year career in child welfare services. That's quite a remarkable tenure considering that when the organization called me for the interview, I couldn't even remember who they were and when I applied. I had just graduated from college, and with student loans coming due, I needed a job. So much so that I applied for a host of jobs in sort of a shotgun manner, hoping one would stick before the first payment came due. As I found out after I arrived, that job would involve serving as a Teacher/Counselor in a cottage of emotionally disturbed youth in a residential setting. I accepted the challenge. The Paradox of Entry Level Jobs and the Experience Required to Succeed I want to lead with the disclaimer that I worked for one of the nation's leading youth services organizations that has led the way to transform the child welfare system in America. So when I speak of some harrowing early experiences or the plight of staff turnover, it is no way a slight against that organization. All of you in the field understand the challenging work that we do on any given day, and even when it goes well, it is hard and messy. However, I found it amusing that individuals like myself with the least amount of experience wind up spending most of their time with the kids early on. The licensed counselor gets them a couple of hours a week, and experienced management is nearby if needed. Still, for the most part, residential services is a guy like me with less than six months to a year of experience in a milieu of 10 kids who have far more experience with the child welfare system than I did. Yet, the entry-level jobs market dictates that those of us with less experience do the grunt work for the least pay. One doesn't go and become a licensed therapist to sit with the kids all day and dodge chairs when they are hurled in your direction. Moreover, once one does gain the experience to navigate a milieu of troubled youths with ease, you are looking for that experience to take you elsewhere. Meanwhile, the job demands mean that those not interested in this field are quick to head for the doors until another recent college graduate in need of paying their student loans back comes knocking. Social service agencies work hard to figure out this staff turnover problem, and to my knowledge, no one agency, from sea to shining sea, has been able to solve this paradox. So nothing about this article is going to try and slay that beast. Social Services Can Learn from the Military In addition to my nonprofit career, it just so happens that I am also a United States Marine veteran of Iraq. With that in mind, I think social services can learn much from my beloved Marine Corps when it comes to combating staff turnover. In the Marine Corps, there are three initial ranks of enlisted personnel. That would be your Private, Private First Class, and Lance Corporal. These three ranks represent the entry-level Marine with the coveted title of senior and salty Lance Corporal being the highest. For those of you in the social service field, think of the senior Lance Corporal as that staff member who has been around for 10 years, but never seems to get promoted. It is the next level of Marine that I believe is of the utmost importance, and that's not just because I held the rank myself. That is the noncommissioned officer ranks of Corporal and Sergeant. It is here that the United States Marine Corps invests the most time and knowledge when it comes to enlisted personnel that will likely leave after one or two four year contracts. When you are kicking in a door on the streets of Fallujah or navigating the valleys of Afghanistan, it will not be a General leading the way. It will be a young man in his early 20's who has been given the responsibility of leading Marines in a fight. A little less than 20 years ago, almost to the day, I received a call that would unknowingly launch a 13-year career in child welfare services. That's quite a remarkable tenure considering that when the organization called me for the interview, I couldn't even remember who they were and when I applied. I had just graduated from college, and with student loans coming due, I needed a job. So much so that I applied for a host of jobs in sort of a shotgun manner, hoping one would stick before the first payment came due. As I found out after I arrived, that job would involve serving as a Teacher/Counselor in a cottage of emotionally disturbed youth in a residential setting. I accepted the challenge. The Paradox of Entry Level Jobs and the Experience Required to Succeed I want to lead with the disclaimer that I worked for one of the nation's leading youth services organizations that has led the way to transform the child welfare system in America. So when I speak of some harrowing early experiences or the plight of staff turnover, it is no way a slight against that organization. All of you in the field understand the challenging work that we do on any given day, and even when it goes well, it is hard and messy. However, I found it amusing that individuals like myself with the least amount of experience wind up spending most of their time with the kids early on. The licensed counselor gets them a couple of hours a week, and experienced management is nearby if needed. Still, for the most part, residential services is a guy like me with less than six months to a year of experience in a milieu of 10 kids who have far more experience with the child welfare system than I did. Yet, the entry-level jobs market dictates that those of us with less experience do the grunt work for the least pay. One doesn't go and become a licensed therapist to sit with the kids all day and dodge chairs when they are hurled in your direction. Moreover, once one does gain the experience to navigate a milieu of troubled youths with ease, you are looking for that experience to take you elsewhere. Meanwhile, the job demands mean that those not interested in this field are quick to head for the doors until another recent college graduate in need of paying their student loans back comes knocking. Social service agencies work hard to figure out this staff turnover problem, and to my knowledge, no one agency, from sea to shining sea, has been able to solve this paradox. So nothing about this article is going to try and slay that beast. Social Services Can Learn from the Military In addition to my nonprofit career, it just so happens that I am also a United States Marine veteran of Iraq. With that in mind, I think social services can learn much from my beloved Marine Corps when it comes to combating staff turnover. In the Marine Corps, there are three initial ranks of enlisted personnel. That would be your Private, Private First Class, and Lance Corporal. These three ranks represent the entry-level Marine with the coveted title of senior and salty Lance Corporal being the highest. For those of you in the social service field, think of the senior Lance Corporal as that staff member who has been around for 10 years, but never seems to get promoted. It is the next level of Marine that I believe is of the utmost importance, and that's not just because I held the rank myself. That is the noncommissioned officer ranks of Corporal and Sergeant. It is here that the United States Marine Corps invests the most time and knowledge when it comes to enlisted personnel that will likely leave after one or two four year contracts. When you are kicking in a door on the streets of Fallujah or navigating the valleys of Afghanistan, it will not be a General leading the way. It will be a young man in his early 20's who has been given the responsibility of leading Marines in a fight.

Despite the benefits and the increased use of Software as a Service (SaaS) in government and nonprofits, uncertainty about cloud security still exists. As the COVID-19 crisis forces the world to examine our ability to work from home, human services organizations are looking at creative ways to use the cloud to keep workers and clients connected. Casebook’s Engineering team provides some words of wisdom below on keeping your cloud applications secure. Nine out of ten businesses that participated in the Oracle and KPMG Cloud Threat Report are currently using SaaS products, but less than one out of ten reported having a full understanding of their cloud security model, down 10% from 2019’s report. Cloud security plans and their executions are a direct reflection of the organizational structure, department boundaries and responsibilities, and ultimately the company’s culture and priorities. Securing data, arguably the most valuable business asset, has transformed from being the responsibility of on-premise hardware security veterans to cloud architects and DevOps teams. The winning cloud security thinking starts when security is addressed and implemented in the following areas: software development life cycle, automation tools, quality assurance, secure code management, agile processes, and collaboration platforms. The cloud security model has to include everything from Slack, CI/CD (Continuous Integration & Continuous Deployment), cloud root & admin accounts management to customers IAM management. The broadly adopted security fundamentals: Least privilege role-based access Multi-Factor Authentication (MFA) Password Vault adoption Root and Admin account restrictions Forced high password strength Password expirations Detailed data classification and restrictions Data encryption in transit and at rest On-going data backups These additional security activities will make your cloud security model ready for the years to come: Security risk modeling and planning Prepare and model potential vulnerabilities Frequent exercise of security breach contingency plans Replace IT/DevOps human tasks with tested automated & scripted processes Assess the assigned internal and external credentials risks Eliminate all directors, senior employees, and C-level executives unnecessarily access as their accounts are practically always the first lines of attack Real-time visibility into users and roles access level activities Smart data and log auditing with real-time dashboard results showing: Who took what action What resources were created, updated, read and purges What events and triggers accrued Maintaining compliances with industry regulations Always revisit the first rule of least privilege access As an organization delivering software as a Service solution on top of a cloud-based platform, Casebook PBC takes the complexity of those requirements to heart. Every action we take in developing and deploying our software to the cloud takes into account these and many other security-related concerns in mind, allowing our customers to rest easy, safe in the knowledge that we have built one of the most secure solutions for human services. As an organization delivering software as a Service solution on top of a cloud-based platform, Casebook PBC takes the complexity of Cloud Security requirements to heart. Every action we take in developing and deploying our software to the cloud takes into account these and many other security-related concerns in mind, allowing our customers to rest easy, safe in the knowledge that we have built one of the most secure solutions for human services.[us_separator size="small"]If you'd like to know more about Casebook security or some tips on how a paperless process can help data security, you'll find that today you can't afford to place your organization and clients at risk by not investing in securing your data. Despite the benefits and the increased use of Software as a Service (SaaS) in government and nonprofits, uncertainty about cloud security still exists. As the COVID-19 crisis forces the world to examine our ability to work from home, human services organizations are looking at creative ways to use the cloud to keep workers and clients connected. Casebook’s Engineering team provides some words of wisdom below on keeping your cloud applications secure. Nine out of ten businesses that participated in the Oracle and KPMG Cloud Threat Report are currently using SaaS products, but less than one out of ten reported having a full understanding of their cloud security model, down 10% from 2019’s report. Cloud security plans and their executions are a direct reflection of the organizational structure, department boundaries and responsibilities, and ultimately the company’s culture and priorities. Securing data, arguably the most valuable business asset, has transformed from being the responsibility of on-premise hardware security veterans to cloud architects and DevOps teams. The winning cloud security thinking starts when security is addressed and implemented in the following areas: software development life cycle, automation tools, quality assurance, secure code management, agile processes, and collaboration platforms. The cloud security model has to include everything from Slack, CI/CD (Continuous Integration & Continuous Deployment), cloud root & admin accounts management to customers IAM management. The broadly adopted security fundamentals: Least privilege role-based access Multi-Factor Authentication (MFA) Password Vault adoption Root and Admin account restrictions Forced high password strength Password expirations Detailed data classification and restrictions Data encryption in transit and at rest On-going data backups These additional security activities will make your cloud security model ready for the years to come: Security risk modeling and planning Prepare and model potential vulnerabilities Frequent exercise of security breach contingency plans Replace IT/DevOps human tasks with tested automated & scripted processes Assess the assigned internal and external credentials risks Eliminate all directors, senior employees, and C-level executives unnecessarily access as their accounts are practically always the first lines of attack Real-time visibility into users and roles access level activities Smart data and log auditing with real-time dashboard results showing: Who took what action What resources were created, updated, read and purges What events and triggers accrued Maintaining compliances with industry regulations Always revisit the first rule of least privilege access As an organization delivering software as a Service solution on top of a cloud-based platform, Casebook PBC takes the complexity of those requirements to heart. Every action we take in developing and deploying our software to the cloud takes into account these and many other security-related concerns in mind, allowing our customers to rest easy, safe in the knowledge that we have built one of the most secure solutions for human services. As an organization delivering software as a Service solution on top of a cloud-based platform, Casebook PBC takes the complexity of Cloud Security requirements to heart. Every action we take in developing and deploying our software to the cloud takes into account these and many other security-related concerns in mind, allowing our customers to rest easy, safe in the knowledge that we have built one of the most secure solutions for human services.[us_separator size="small"]If you'd like to know more about Casebook security or some tips on how a paperless process can help data security, you'll find that today you can't afford to place your organization and clients at risk by not investing in securing your data. Despite the benefits and the increased use of Software as a Service (SaaS) in government and nonprofits, uncertainty about cloud security still exists. As the COVID-19 crisis forces the world to examine our ability to work from home, human services organizations are looking at creative ways to use the cloud to keep workers and clients connected. Casebook’s Engineering team provides some words of wisdom below on keeping your cloud applications secure. Nine out of ten businesses that participated in the Oracle and KPMG Cloud Threat Report are currently using SaaS products, but less than one out of ten reported having a full understanding of their cloud security model, down 10% from 2019’s report. Cloud security plans and their executions are a direct reflection of the organizational structure, department boundaries and responsibilities, and ultimately the company’s culture and priorities. Securing data, arguably the most valuable business asset, has transformed from being the responsibility of on-premise hardware security veterans to cloud architects and DevOps teams. The winning cloud security thinking starts when security is addressed and implemented in the following areas: software development life cycle, automation tools, quality assurance, secure code management, agile processes, and collaboration platforms. The cloud security model has to include everything from Slack, CI/CD (Continuous Integration & Continuous Deployment), cloud root & admin accounts management to customers IAM management. The broadly adopted security fundamentals: Least privilege role-based access Multi-Factor Authentication (MFA) Password Vault adoption Root and Admin account restrictions Forced high password strength Password expirations Detailed data classification and restrictions Data encryption in transit and at rest On-going data backups These additional security activities will make your cloud security model ready for the years to come: Security risk modeling and planning Prepare and model potential vulnerabilities Frequent exercise of security breach contingency plans Replace IT/DevOps human tasks with tested automated & scripted processes Assess the assigned internal and external credentials risks Eliminate all directors, senior employees, and C-level executives unnecessarily access as their accounts are practically always the first lines of attack Real-time visibility into users and roles access level activities Smart data and log auditing with real-time dashboard results showing: Who took what action What resources were created, updated, read and purges What events and triggers accrued Maintaining compliances with industry regulations Always revisit the first rule of least privilege access As an organization delivering software as a Service solution on top of a cloud-based platform, Casebook PBC takes the complexity of those requirements to heart. Every action we take in developing and deploying our software to the cloud takes into account these and many other security-related concerns in mind, allowing our customers to rest easy, safe in the knowledge that we have built one of the most secure solutions for human services. As an organization delivering software as a Service solution on top of a cloud-based platform, Casebook PBC takes the complexity of Cloud Security requirements to heart. Every action we take in developing and deploying our software to the cloud takes into account these and many other security-related concerns in mind, allowing our customers to rest easy, safe in the knowledge that we have built one of the most secure solutions for human services.[us_separator size="small"]If you'd like to know more about Casebook security or some tips on how a paperless process can help data security, you'll find that today you can't afford to place your organization and clients at risk by not investing in securing your data. Despite the benefits and the increased use of Software as a Service (SaaS) in government and nonprofits, uncertainty about cloud security still exists. As the COVID-19 crisis forces the world to examine our ability to work from home, human services organizations are looking at creative ways to use the cloud to keep workers and clients connected. Casebook’s Engineering team provides some words of wisdom below on keeping your cloud applications secure. Nine out of ten businesses that participated in the Oracle and KPMG Cloud Threat Report are currently using SaaS products, but less than one out of ten reported having a full understanding of their cloud security model, down 10% from 2019’s report. Cloud security plans and their executions are a direct reflection of the organizational structure, department boundaries and responsibilities, and ultimately the company’s culture and priorities. Securing data, arguably the most valuable business asset, has transformed from being the responsibility of on-premise hardware security veterans to cloud architects and DevOps teams. The winning cloud security thinking starts when security is addressed and implemented in the following areas: software development life cycle, automation tools, quality assurance, secure code management, agile processes, and collaboration platforms. The cloud security model has to include everything from Slack, CI/CD (Continuous Integration & Continuous Deployment), cloud root & admin accounts management to customers IAM management. The broadly adopted security fundamentals: Least privilege role-based access Multi-Factor Authentication (MFA) Password Vault adoption Root and Admin account restrictions Forced high password strength Password expirations Detailed data classification and restrictions Data encryption in transit and at rest On-going data backups These additional security activities will make your cloud security model ready for the years to come: Security risk modeling and planning Prepare and model potential vulnerabilities Frequent exercise of security breach contingency plans Replace IT/DevOps human tasks with tested automated & scripted processes Assess the assigned internal and external credentials risks Eliminate all directors, senior employees, and C-level executives unnecessarily access as their accounts are practically always the first lines of attack Real-time visibility into users and roles access level activities Smart data and log auditing with real-time dashboard results showing: Who took what action What resources were created, updated, read and purges What events and triggers accrued Maintaining compliances with industry regulations Always revisit the first rule of least privilege access As an organization delivering software as a Service solution on top of a cloud-based platform, Casebook PBC takes the complexity of those requirements to heart. Every action we take in developing and deploying our software to the cloud takes into account these and many other security-related concerns in mind, allowing our customers to rest easy, safe in the knowledge that we have built one of the most secure solutions for human services. As an organization delivering software as a Service solution on top of a cloud-based platform, Casebook PBC takes the complexity of Cloud Security requirements to heart. Every action we take in developing and deploying our software to the cloud takes into account these and many other security-related concerns in mind, allowing our customers to rest easy, safe in the knowledge that we have built one of the most secure solutions for human services.[us_separator size="small"]If you'd like to know more about Casebook security or some tips on how a paperless process can help data security, you'll find that today you can't afford to place your organization and clients at risk by not investing in securing your data. Despite the benefits and the increased use of Software as a Service (SaaS) in government and nonprofits, uncertainty about cloud security still exists. As the COVID-19 crisis forces the world to examine our ability to work from home, human services organizations are looking at creative ways to use the cloud to keep workers and clients connected. Casebook’s Engineering team provides some words of wisdom below on keeping your cloud applications secure. Nine out of ten businesses that participated in the Oracle and KPMG Cloud Threat Report are currently using SaaS products, but less than one out of ten reported having a full understanding of their cloud security model, down 10% from 2019’s report. Cloud security plans and their executions are a direct reflection of the organizational structure, department boundaries and responsibilities, and ultimately the company’s culture and priorities. Securing data, arguably the most valuable business asset, has transformed from being the responsibility of on-premise hardware security veterans to cloud architects and DevOps teams. The winning cloud security thinking starts when security is addressed and implemented in the following areas: software development life cycle, automation tools, quality assurance, secure code management, agile processes, and collaboration platforms. The cloud security model has to include everything from Slack, CI/CD (Continuous Integration & Continuous Deployment), cloud root & admin accounts management to customers IAM management. The broadly adopted security fundamentals: Least privilege role-based access Multi-Factor Authentication (MFA) Password Vault adoption Root and Admin account restrictions Forced high password strength Password expirations Detailed data classification and restrictions Data encryption in transit and at rest On-going data backups These additional security activities will make your cloud security model ready for the years to come: Security risk modeling and planning Prepare and model potential vulnerabilities Frequent exercise of security breach contingency plans Replace IT/DevOps human tasks with tested automated & scripted processes Assess the assigned internal and external credentials risks Eliminate all directors, senior employees, and C-level executives unnecessarily access as their accounts are practically always the first lines of attack Real-time visibility into users and roles access level activities Smart data and log auditing with real-time dashboard results showing: Who took what action What resources were created, updated, read and purges What events and triggers accrued Maintaining compliances with industry regulations Always revisit the first rule of least privilege access As an organization delivering software as a Service solution on top of a cloud-based platform, Casebook PBC takes the complexity of those requirements to heart. Every action we take in developing and deploying our software to the cloud takes into account these and many other security-related concerns in mind, allowing our customers to rest easy, safe in the knowledge that we have built one of the most secure solutions for human services. As an organization delivering software as a Service solution on top of a cloud-based platform, Casebook PBC takes the complexity of Cloud Security requirements to heart. Every action we take in developing and deploying our software to the cloud takes into account these and many other security-related concerns in mind, allowing our customers to rest easy, safe in the knowledge that we have built one of the most secure solutions for human services.[us_separator size="small"]If you'd like to know more about Casebook security or some tips on how a paperless process can help data security, you'll find that today you can't afford to place your organization and clients at risk by not investing in securing your data. Despite the benefits and the increased use of Software as a Service (SaaS) in government and nonprofits, uncertainty about cloud security still exists. As the COVID-19 crisis forces the world to examine our ability to work from home, human services organizations are looking at creative ways to use the cloud to keep workers and clients connected. Casebook’s Engineering team provides some words of wisdom below on keeping your cloud applications secure. Nine out of ten businesses that participated in the Oracle and KPMG Cloud Threat Report are currently using SaaS products, but less than one out of ten reported having a full understanding of their cloud security model, down 10% from 2019’s report. Cloud security plans and their executions are a direct reflection of the organizational structure, department boundaries and responsibilities, and ultimately the company’s culture and priorities. Securing data, arguably the most valuable business asset, has transformed from being the responsibility of on-premise hardware security veterans to cloud architects and DevOps teams. The winning cloud security thinking starts when security is addressed and implemented in the following areas: software development life cycle, automation tools, quality assurance, secure code management, agile processes, and collaboration platforms. The cloud security model has to include everything from Slack, CI/CD (Continuous Integration & Continuous Deployment), cloud root & admin accounts management to customers IAM management. The broadly adopted security fundamentals: Least privilege role-based access Multi-Factor Authentication (MFA) Password Vault adoption Root and Admin account restrictions Forced high password strength Password expirations Detailed data classification and restrictions Data encryption in transit and at rest On-going data backups These additional security activities will make your cloud security model ready for the years to come: Security risk modeling and planning Prepare and model potential vulnerabilities Frequent exercise of security breach contingency plans Replace IT/DevOps human tasks with tested automated & scripted processes Assess the assigned internal and external credentials risks Eliminate all directors, senior employees, and C-level executives unnecessarily access as their accounts are practically always the first lines of attack Real-time visibility into users and roles access level activities Smart data and log auditing with real-time dashboard results showing: Who took what action What resources were created, updated, read and purges What events and triggers accrued Maintaining compliances with industry regulations Always revisit the first rule of least privilege access As an organization delivering software as a Service solution on top of a cloud-based platform, Casebook PBC takes the complexity of those requirements to heart. Every action we take in developing and deploying our software to the cloud takes into account these and many other security-related concerns in mind, allowing our customers to rest easy, safe in the knowledge that we have built one of the most secure solutions for human services. As an organization delivering software as a Service solution on top of a cloud-based platform, Casebook PBC takes the complexity of Cloud Security requirements to heart. Every action we take in developing and deploying our software to the cloud takes into account these and many other security-related concerns in mind, allowing our customers to rest easy, safe in the knowledge that we have built one of the most secure solutions for human services.[us_separator size="small"]If you'd like to know more about Casebook security or some tips on how a paperless process can help data security, you'll find that today you can't afford to place your organization and clients at risk by not investing in securing your data. Despite the benefits and the increased use of Software as a Service (SaaS) in government and nonprofits, uncertainty about cloud security still exists. As the COVID-19 crisis forces the world to examine our ability to work from home, human services organizations are looking at creative ways to use the cloud to keep workers and clients connected. Casebook’s Engineering team provides some words of wisdom below on keeping your cloud applications secure. Nine out of ten businesses that participated in the Oracle and KPMG Cloud Threat Report are currently using SaaS products, but less than one out of ten reported having a full understanding of their cloud security model, down 10% from 2019’s report. Cloud security plans and their executions are a direct reflection of the organizational structure, department boundaries and responsibilities, and ultimately the company’s culture and priorities. Securing data, arguably the most valuable business asset, has transformed from being the responsibility of on-premise hardware security veterans to cloud architects and DevOps teams. The winning cloud security thinking starts when security is addressed and implemented in the following areas: software development life cycle, automation tools, quality assurance, secure code management, agile processes, and collaboration platforms. The cloud security model has to include everything from Slack, CI/CD (Continuous Integration & Continuous Deployment), cloud root & admin accounts management to customers IAM management. The broadly adopted security fundamentals: Least privilege role-based access Multi-Factor Authentication (MFA) Password Vault adoption Root and Admin account restrictions Forced high password strength Password expirations Detailed data classification and restrictions Data encryption in transit and at rest On-going data backups These additional security activities will make your cloud security model ready for the years to come: Security risk modeling and planning Prepare and model potential vulnerabilities Frequent exercise of security breach contingency plans Replace IT/DevOps human tasks with tested automated & scripted processes Assess the assigned internal and external credentials risks Eliminate all directors, senior employees, and C-level executives unnecessarily access as their accounts are practically always the first lines of attack Real-time visibility into users and roles access level activities Smart data and log auditing with real-time dashboard results showing: Who took what action What resources were created, updated, read and purges What events and triggers accrued Maintaining compliances with industry regulations Always revisit the first rule of least privilege access As an organization delivering software as a Service solution on top of a cloud-based platform, Casebook PBC takes the complexity of those requirements to heart. Every action we take in developing and deploying our software to the cloud takes into account these and many other security-related concerns in mind, allowing our customers to rest easy, safe in the knowledge that we have built one of the most secure solutions for human services. As an organization delivering software as a Service solution on top of a cloud-based platform, Casebook PBC takes the complexity of Cloud Security requirements to heart. Every action we take in developing and deploying our software to the cloud takes into account these and many other security-related concerns in mind, allowing our customers to rest easy, safe in the knowledge that we have built one of the most secure solutions for human services.[us_separator size="small"]If you'd like to know more about Casebook security or some tips on how a paperless process can help data security, you'll find that today you can't afford to place your organization and clients at risk by not investing in securing your data. Despite the benefits and the increased use of Software as a Service (SaaS) in government and nonprofits, uncertainty about cloud security still exists. As the COVID-19 crisis forces the world to examine our ability to work from home, human services organizations are looking at creative ways to use the cloud to keep workers and clients connected. Casebook’s Engineering team provides some words of wisdom below on keeping your cloud applications secure. Nine out of ten businesses that participated in the Oracle and KPMG Cloud Threat Report are currently using SaaS products, but less than one out of ten reported having a full understanding of their cloud security model, down 10% from 2019’s report. Cloud security plans and their executions are a direct reflection of the organizational structure, department boundaries and responsibilities, and ultimately the company’s culture and priorities. Securing data, arguably the most valuable business asset, has transformed from being the responsibility of on-premise hardware security veterans to cloud architects and DevOps teams. The winning cloud security thinking starts when security is addressed and implemented in the following areas: software development life cycle, automation tools, quality assurance, secure code management, agile processes, and collaboration platforms. The cloud security model has to include everything from Slack, CI/CD (Continuous Integration & Continuous Deployment), cloud root & admin accounts management to customers IAM management. The broadly adopted security fundamentals: Least privilege role-based access Multi-Factor Authentication (MFA) Password Vault adoption Root and Admin account restrictions Forced high password strength Password expirations Detailed data classification and restrictions Data encryption in transit and at rest On-going data backups These additional security activities will make your cloud security model ready for the years to come: Security risk modeling and planning Prepare and model potential vulnerabilities Frequent exercise of security breach contingency plans Replace IT/DevOps human tasks with tested automated & scripted processes Assess the assigned internal and external credentials risks Eliminate all directors, senior employees, and C-level executives unnecessarily access as their accounts are practically always the first lines of attack Real-time visibility into users and roles access level activities Smart data and log auditing with real-time dashboard results showing: Who took what action What resources were created, updated, read and purges What events and triggers accrued Maintaining compliances with industry regulations Always revisit the first rule of least privilege access As an organization delivering software as a Service solution on top of a cloud-based platform, Casebook PBC takes the complexity of those requirements to heart. Every action we take in developing and deploying our software to the cloud takes into account these and many other security-related concerns in mind, allowing our customers to rest easy, safe in the knowledge that we have built one of the most secure solutions for human services. As an organization delivering software as a Service solution on top of a cloud-based platform, Casebook PBC takes the complexity of Cloud Security requirements to heart. Every action we take in developing and deploying our software to the cloud takes into account these and many other security-related concerns in mind, allowing our customers to rest easy, safe in the knowledge that we have built one of the most secure solutions for human services.[us_separator size="small"]If you'd like to know more about Casebook security or some tips on how a paperless process can help data security, you'll find that today you can't afford to place your organization and clients at risk by not investing in securing your data. Despite the benefits and the increased use of Software as a Service (SaaS) in government and nonprofits, uncertainty about cloud security still exists. As the COVID-19 crisis forces the world to examine our ability to work from home, human services organizations are looking at creative ways to use the cloud to keep workers and clients connected. Casebook’s Engineering team provides some words of wisdom below on keeping your cloud applications secure. Nine out of ten businesses that participated in the Oracle and KPMG Cloud Threat Report are currently using SaaS products, but less than one out of ten reported having a full understanding of their cloud security model, down 10% from 2019’s report. Cloud security plans and their executions are a direct reflection of the organizational structure, department boundaries and responsibilities, and ultimately the company’s culture and priorities. Securing data, arguably the most valuable business asset, has transformed from being the responsibility of on-premise hardware security veterans to cloud architects and DevOps teams. The winning cloud security thinking starts when security is addressed and implemented in the following areas: software development life cycle, automation tools, quality assurance, secure code management, agile processes, and collaboration platforms. The cloud security model has to include everything from Slack, CI/CD (Continuous Integration & Continuous Deployment), cloud root & admin accounts management to customers IAM management. The broadly adopted security fundamentals: Least privilege role-based access Multi-Factor Authentication (MFA) Password Vault adoption Root and Admin account restrictions Forced high password strength Password expirations Detailed data classification and restrictions Data encryption in transit and at rest On-going data backups These additional security activities will make your cloud security model ready for the years to come: Security risk modeling and planning Prepare and model potential vulnerabilities Frequent exercise of security breach contingency plans Replace IT/DevOps human tasks with tested automated & scripted processes Assess the assigned internal and external credentials risks Eliminate all directors, senior employees, and C-level executives unnecessarily access as their accounts are practically always the first lines of attack Real-time visibility into users and roles access level activities Smart data and log auditing with real-time dashboard results showing: Who took what action What resources were created, updated, read and purges What events and triggers accrued Maintaining compliances with industry regulations Always revisit the first rule of least privilege access As an organization delivering software as a Service solution on top of a cloud-based platform, Casebook PBC takes the complexity of those requirements to heart. Every action we take in developing and deploying our software to the cloud takes into account these and many other security-related concerns in mind, allowing our customers to rest easy, safe in the knowledge that we have built one of the most secure solutions for human services. As an organization delivering software as a Service solution on top of a cloud-based platform, Casebook PBC takes the complexity of Cloud Security requirements to heart. Every action we take in developing and deploying our software to the cloud takes into account these and many other security-related concerns in mind, allowing our customers to rest easy, safe in the knowledge that we have built one of the most secure solutions for human services.[us_separator size="small"]If you'd like to know more about Casebook security or some tips on how a paperless process can help data security, you'll find that today you can't afford to place your organization and clients at risk by not investing in securing your data. Despite the benefits and the increased use of Software as a Service (SaaS) in government and nonprofits, uncertainty about cloud security still exists. As the COVID-19 crisis forces the world to examine our ability to work from home, human services organizations are looking at creative ways to use the cloud to keep workers and clients connected. Casebook’s Engineering team provides some words of wisdom below on keeping your cloud applications secure. Nine out of ten businesses that participated in the Oracle and KPMG Cloud Threat Report are currently using SaaS products, but less than one out of ten reported having a full understanding of their cloud security model, down 10% from 2019’s report. Cloud security plans and their executions are a direct reflection of the organizational structure, department boundaries and responsibilities, and ultimately the company’s culture and priorities. Securing data, arguably the most valuable business asset, has transformed from being the responsibility of on-premise hardware security veterans to cloud architects and DevOps teams. The winning cloud security thinking starts when security is addressed and implemented in the following areas: software development life cycle, automation tools, quality assurance, secure code management, agile processes, and collaboration platforms. The cloud security model has to include everything from Slack, CI/CD (Continuous Integration & Continuous Deployment), cloud root & admin accounts management to customers IAM management. The broadly adopted security fundamentals: Least privilege role-based access Multi-Factor Authentication (MFA) Password Vault adoption Root and Admin account restrictions Forced high password strength Password expirations Detailed data classification and restrictions Data encryption in transit and at rest On-going data backups These additional security activities will make your cloud security model ready for the years to come: Security risk modeling and planning Prepare and model potential vulnerabilities Frequent exercise of security breach contingency plans Replace IT/DevOps human tasks with tested automated & scripted processes Assess the assigned internal and external credentials risks Eliminate all directors, senior employees, and C-level executives unnecessarily access as their accounts are practically always the first lines of attack Real-time visibility into users and roles access level activities Smart data and log auditing with real-time dashboard results showing: Who took what action What resources were created, updated, read and purges What events and triggers accrued Maintaining compliances with industry regulations Always revisit the first rule of least privilege access As an organization delivering software as a Service solution on top of a cloud-based platform, Casebook PBC takes the complexity of those requirements to heart. Every action we take in developing and deploying our software to the cloud takes into account these and many other security-related concerns in mind, allowing our customers to rest easy, safe in the knowledge that we have built one of the most secure solutions for human services. As an organization delivering software as a Service solution on top of a cloud-based platform, Casebook PBC takes the complexity of Cloud Security requirements to heart. Every action we take in developing and deploying our software to the cloud takes into account these and many other security-related concerns in mind, allowing our customers to rest easy, safe in the knowledge that we have built one of the most secure solutions for human services.[us_separator size="small"]If you'd like to know more about Casebook security or some tips on how a paperless process can help data security, you'll find that today you can't afford to place your organization and clients at risk by not investing in securing your data.