ESCAPE

A Decrease font size. A Reset font size. A Increase font size.

Follow us on Twitter Like us on Facebook Visit our youtube channel Plus one us Subscribe to our RSS Feed

Archive for August, 2017

44th AGM Wednesday September 13, 2017

Posted on: August 31st, 2017 by Nellie's No Comments

Group-IWDcelebration
Notice of

44th Annual General Meeting 

 6-8:00pm, Wednesday September 13, 2017

Ralph Thornton Community Centre

765 Queen Street East, 2nd Floor

 Food, Childcare & Sign Language Interpretation Available

 

AGENDA
6:00 – 6:30 Business Meeting
6:30 – 6:45 Volunteer Recognition Ceremony
6:45 – 7:15 Light Dinner
7:15 – 8:00 Entertainment by Melissa Gamal, Professional Belly Dancer *

* Melissa Gamal is an award winning Bellydance artist based in Toronto, Canada. She has performed and taught Middle Eastern Dance across Canada, as well as in the USA, Europe and Egypt. Her authentic movement style and elegant musical interpretation have made her a beloved performer within Toronto and the Greater Toronto Area. She is also an experienced instructor whose workshops are sought out by dance students for her attention to technique and her extensive knowledge of this dance style. In 2015 she co-founded Ya Amar, an entertainment company focused on offering exquisite performances of Middle Eastern dance and live music for special events. www.ya-amar.ca

BUSINESS
1 Approval of Minutes of 2016 Annual General Meeting
2 Report from Board President
3 Auditor’s Report
4 Appointment of Auditor
5 Election of New Board Members
6 Meeting Adjournment

 Please RSVP to Janna at 416-461-8903 by Friday September 1 to register for childcare

Forward Looking: Addressing Current and Future Needs

Posted on: August 29th, 2017 by Nellie's No Comments

BoardAGM_2017

Agency Report 1016-2017

Forward Looking: Addressing Current and Future Needs

Next year, Nellie’s will be turning 45 and while 45 is a milestone worth celebrating, it is also an opportunity to look to the future and what that may look like at Nellie’s. In 2015, Nellie’s underwent a transitional planning process (outlined in the 2014-2015 Annual Report Agency Report) that would allow us to focus our scarce resources, both in terms of finances and staff time, while remaining relevant. In order to have the most impact for clients and the community Nellie’s serves,  the Board instituted a Transitional Strategic Plan focused on addressing key issues within a strategic framework focused on organizational sustainability, social justice and program priorities that matter most to achieving our mission and vision.

As a result of the transitional planning process an external consultant  was contracted in the fall of  2016 to do an independent evaluation of programs and services with the purpose of identifying the extent to which those programs and services support our mission and social justice priorities (mental health and accessibility), and the extent to which the processes used at Nellie’s to implement programs and services contribute to our success in terms of achieving intended results.

The evaluation used data sourced from Nellie’s clients, staff, volunteers and service partners and was gathered through one-on-one interviews, focus groups and an online survey available to all staff. What the data uncovered reinforced the belief of the Board and Management. Below is a condensed overview of the major points revealed through the process.

Staff

The staff identified a desire for clearer means to debrief work issues and a need for increased support as the major priorities moving forward.  In addition, Nellie’s focus on dealing with the effects of trauma means that staff has a need for ongoing training to ensure they have the correct skills to meet those needs.  Staff also identified the need for more management resources to provide support and better tools to frontline staff. In order to accomplish this, partnerships and more management resources, including being present at external tables  i.e. Harm Reduction, Housing, Mental Health and Accesibility Advocacy tables among others, was seen as needed to make this a reality.

Clients

Overall, 75% of clients indicated that the environment at Nellie’s is a very safe one.  Nellies’ is a place where clients learn, among other things, about the:

  • Cycle of abuse and how abuse and power has impacted their life and their relationships;
  • Impact of mental health on physical health and what resources to access in order to meet their needs;
  • Better skills to cope with “difficult people”;
  • Self-care when it comes to identifying and addressing stressors in life; and
  • Understanding what can happen when we, as individuals care for others at the expense of caring for oneself in terms of achieving life goals.

79% (27) of all clients engaged for the evaluation indicate that one of the key changes they experience after coming to Nellie’s is a sense of relationship and connecting with others.  Clients across both shelter and Community Support and Outreach (CSO) program services also indicate that the chance to talk to peers about problems is of paramount importance.

Social Justice

In 2016, Nellie’s started to have discussion as an organization about what makes it unique from a social justice point of view.  What emerged through that work, and is validated by the evaluation, is that Nellie’s is an expert in trauma-informed, feminist services that integrate a harm reduction approach.  The evaluation also found that all stakeholders see Nellie’s as playing a unique role in the Violence Against Women (VAW) sector that is highly valued and special. Women experience important changes in their lives after coming to Nellie’s.  This approach is a way of working with clients that involves being able to understand the impact of trauma even when clients may not identify it that way, to be able to support clients to talk about their experiences, and to be flexible and client-centered when the impact of trauma shows up in the behaviours clients may show or the challenges they may face.

The Future

The Transitional Plan offers the following opportunities for Nellie’s to strengthen its work going forward:

Programs and Services

  1. Consider a service delivery model where transitional housing staff from CSO are located within the shelter at certain times of day in order to support shelter clients to access the expertise of those staff.
  2. Consider the addition of a mental health worker in the shelter that can de-escalate crisis, assess trauma, and engage in crisis intervention as needed, to help build the capacity of the organization.
  3. Move to a more active case management model, in order to meet evolving client needs. Include in this model a more formalized assessment of trauma so staff can better connect clients to the right resources and can connect healing trauma to self-care, community engagement and life goals.
  4. Ensure events, supported by programming dollars, have an educational component that supports interventions that teach and support an analysis around VAW and systemic changes  and are open to both shelter and CSO clients.
  5. Further develop and define Nellie’s unique approach to trauma, harm reduction and mental health in order to engrain it as part of the organization’s culture,  and to share with other organizations (with a focus on organizations serving the priority populations identified in Nellie’s social justice priorities).
  6. Further develop the pathway for clients at CSO to drive the social justice priorities (mental health and accessibility) developed in 2016 can start to develop resident leadership and civic engagement training in order to do social justice work in the community).

Organization

  1. Secure resources for a new manager position, or Team Leads at the shelter and CSO, in order to provide more supports to staff and to bridge external and internal social justice work.
  1. Consider revising the data strategy for Nellie’s, in order to better capture the breadth and depth of work being done and services being provided (e.g., better tracking referrals, applications made, advocacy engagements, etc.).
  1. Revise the staff training plan for the organization, with individual staff choosing specific trainings on an annual basis where possible.
  2. Develop a relief staff training program (which could include rotating opportunities for relief staff to engage in professional development activities, a training binder/manual that relief staff are required to review on a regular basis or a mentoring/buddy system where identified full-time staff can offer professional development supports to relief staff).
  3. Continue to partner strategically against new social justice priority areas and populations.

We are looking forward to implementing the ideas that have been presented by the Transitional Plan which will constitute the starting point to develop our Strategic Plan for the next three years.  The results of that work will better position Nellie’s to meet current and future needs that will result in more successful outcomes for the women and children we serve.

 

About Time: National Strategy on Housing

Posted on: August 29th, 2017 by Nellie's No Comments

KidPic1

The federal government is currently developing no fewer than three national strategies that will shape public policy and funding decisions that affect women and children, and how agencies like Nellie’s can support them. A National Housing Strategy, a Strategy to Address Gender-Based Violence, and a Poverty Reduction Strategy are all currently under development and set to be released this year.

As we at Nellie’s know from decades on the frontline of the fight for social justice for all women and children, system change is infuriatingly slow. Yet every so often, there comes the opportunity to change government policy and make real progress. Year in and year out, we push for change, with the help of our staff, donors, volunteers, and of course the women who come to Nellie’s, and every day, prove what is possible when women are given a chance. We know opportunities for system change are rare, and when the moment arises, we’ve got to be ready.

The National Housing Strategy will set out the investments and outcomes for the full spectrum of housing from homelessness to home ownership. It will incorporate a new federal-provincial agreement that will set the terms for how governments will work together to improve housing affordability. Critically, it will also feature an update and expansion of the Homelessness Partnering Strategy, a key mechanism for government funding of homelessness serving services.

Women and men experience homelessness in very different ways. Advocacy around homelessness has been dominated by male-led organizations, hiring male marketers to convince male politicians. This has consequences for what we think of as homelessness, who gets to the table, and how funding is decided. The federal government has singled out survivors of domestic abuse as a priority population for the strategy. We’re keen to see them open their eyes to the gendered effects of homelessness.

They might be helped by the Federal Strategy to Address Gender-based Violence. The strategy aims to strengthen efforts to prevent and address gender-based violence and ensure a coordinated, evidence-based response. Importantly, it will also initiate a long overdue national personal safety survey. A major national survey on violence against women has not been done since 1993. Government runs on data, and numbers–what gets measured, matters. It’s about time we measure the personal safety of women and children.

Finally, the Poverty Reduction Strategy is the government’s attempt to recognize the complex social and economic factors leading people into–and out of–poverty. Canada does not have an official definition of poverty, or an official measure to track it. Now is our chance to influence how the federal government understands poverty, and define the government’s responsibility across key areas that impact poverty. To know what those areas are, the government would do well to start with the range of programming offered by Nellie’s: housing, food, health, employment and education. These are the foundations.

At Nellie’s, we know it takes work on all levels to achieve social justice. We take care of the basics, because without food in her belly and a door to lock behind her, it’s impossible for a woman to build a life for her and her children. We provide a holistic range of services and programs to support women creating opportunities for themselves, and to create opportunities for kids to be kids. We take what we’ve learned and contribute on committees and advisory councils that help spread knowledge and best practices. We’re proud of the fact that Nellie’s anti-racism anti-oppression framework has become a model for other organizations.

But we also know individuals and organizations are players in a bigger game. We need to change the rules of that game, to remove the barriers of abuse, prejudice, and oppression for all women and children. That’s why Nellie’s has a dedicated volunteer committee on social justice. That’s why our donors support us so generously, to ensure we remain independent to speak truth to power. Nellie’s has never been afraid to seek a new solution, or, when we have to, to fight on behalf of all women and children.

Now is a pivotal moment for policy affecting women and children.  And, thanks to your support, Nellie’s is here to the make the most of this opportunity to push for social justice for all women and children.

The Changing Face of Nellie’s: More Children and Longer Stays

Posted on: August 29th, 2017 by Nellie's No Comments

AdrianaWithBabyJasmine

The 2016-2017 year at Nellie’s has seen as influx of children in the shelter. Almost half of our current residents are children. This change in demographics has impacted Nellie’s in several ways. An increase in children at the shelter has come with its own unique resource challenges as more funds are needed to provide for them. The increase in babies and toddlers means more and more of our already stretched food budget is being redirected to diapers and baby formula.

In addition to the increased costs associated with more children, Nellie’s recognizes that the children who access our services with their mothers are also going through crisis. Abuse, including witnessing abuse, destroys a child’s view of the world as a safe and predictable place. Children suffering from the effects of abuse and trauma might learn that you have to deal with your problems by yourself, adults don’t keep their promises, bad things happen no matter how hard you try to be good, and life is not fair. In contrast, children who grow up with encouragement, fairness, and safety can approach life with enthusiasm and embrace new opportunities. As a result, Nellie’s has created a child care program aimed at creating a space that is responsive to the needs of the children in the house. The program include: developing and enhancing community and connection among children and youth in the house, taking creative methods of storytelling, designing the space they live in, increase quality of care, safety planning and coping strategies.

The housing crisis in Toronto and lack of a current National Housing Strategy has been at the forefront of news lately. Nellie’s continues to provide support to women in shelter and women in the community in securing housing. Housing workers are often finding new and creative ways to work with women to access safe and affordable housing. However, the systemic issues of growing income inequality and lack of adequate and affordable housing often result in women staying longer at the shelter or transferring from shelter to shelter. Shelters meant for emergency housing are more and more becoming long-term housing for woman.

During women’s stay at Nellie’s, they will be connected with a housing worker to provide support in finding and maintaining housing. They will also work with front-line counsellors to create safety plans, receive supportive counselling and get one-on-one support to navigate different systems, including income supports, legal systems (family, criminal, immigration) and accessing other programs and services offered.

Nellie’s continues to offer programming aimed at enhancing women’s experience living in the house. One example of a popular program is ‘Nurturing Ourselves.’  Nurturing Ourselves runs once a month and was created to give women time to develop boundaries and create space just for themselves, allowing opportunities for healing, self-care and coping strategies. Some of the activities include: yoga, journaling and poetry.

Over the coming year Nellie’s will continue to find new and creative ways to work with women, especially around  the intersecting issues of trauma, harm reduction and mental health (an area Nellie’s has deemed a priority and which we have specific expertise). Nellie’s will continue to advocate for change and work to address systemic issues that affect all women

Thank you all for keeping up the amazing response to our request for diapers size 5 & 6! We have enough for the next 2 months but would like to ask for formula to keep the little tummies full. We need the following for our toddlers & babies:
• Similac Go & Grow Non-GMO Step 2 (6-24 months) Omega-3 and Omega-6 Milk-Based Infant Formula Powder
• Similac Advance with Omega-3 & Omega-6, Ready to Feed (0-6 months)
• Enfamil A+ 2 Iron Fortified Formula for Infant (0-6 months) & (6-24 months)
• Baby cereal all kinds (rice, barley and oatmeal etc.).
• Parents’ choice baby juice all kinds
• Baby snacks 

More Women With Young Children in Shelter …

Posted on: August 25th, 2017 by Nellie's No Comments

More women with young children depending on women’s shelters, putting strain on resources

AMANDA FERGUSON | POSTED WEDNESDAY, AUG 23RD, 2017

11412283-1

Women’s shelters across the city say more women are seeking refuge with young children in tow, putting a strain on resources.

Nellie’s, a shelter in Toronto’s east end, says 14 of their 36 beds are currently occupied by children, and the majority of those are toddlers.

Ingrid Graham, the shelter’s manager of development, says diapers are so in demand, the cost is coming out of their already-stretched food budget.

“The more babies, the more money we’re putting towards buying diapers, baby formula and baby wipes,” Graham said. “All the help we can get can help us stretch our budget a little further.”

The province told CityNews it’s committed to investing in Violence Against Women (VAW) agencies.

“In 2016-17, the Ministry of Community and Social Services (MCSS) invested $148 million in Violence Against Women services, which is a 54 per cent increase since 2003, at this time, approximately 10,900 women and 6,700 children were served at VAW shelters,” a government spokesperson said in an email.

“In 2015-2016, we invested $147M in VAW services, and at this time, approximately 10,770 women and 6,920 children were served at VAW shelters.

“The ministry funds more than 2,000 beds dedicated for use by women and their children.”

“No woman who is in crisis and needs shelter is turned away – a bed will be found for her and her children.”

Full Story Here http://www.bttoronto.ca/2017/08/23/more-women-with-young-children-depending-on-womens-shelters-putting-strain-on-resources/

URGENTLY NEED

With the closing of one of Toronto’s largest Women’s Shelters for renovations, we have taken in extra families and now we need a bit of help keeping up with diapers for 14 toddlers.  We are looking for donations of wipes & diapers size 5 & 6.  If you can help, drop off is at our office at 754 Queen St E, Monday – Friday, 9-5.  If you prefer to shop online, WalMart delivers free over $25 or you can donate online and put “diapers” in the message section

For all of you who have already responded by dropping off, donating & shopping online, having diaper drives, sharing and re-tweeting on Twitter and Facebook, Thank you so much!  These toddlers will be with us for awhile, so please keep up the good work!