SACRAMENTO, CA (MPG) - The Sacramento Children’s Home has kicked off its annual Holiday Giving Program, bringing the local community together during the holidays to serve children and families in need. Last year, our program provided gifts for 1,200 children, and the community adopted nearly 70 families, providing them with gifts, gift cards and everyday essentials. Once again this year we have 1,200 children participating; many of whom the gifts they receive through our program will be the only gifts they receive this year.
The holidays are a joyful time when we can give thanks for all that we have and give back to those in need. There are several ways for community members to get involved with the SCH Holiday Giving Program, which ends December 14.
Wish Stars and Ornaments: The classic yellow wish star includes three wishes from an SCH child. Community members are encouraged to shop for their child and return unwrapped gifts to the Sacramento Children’s Home at 2750 Sutterville Road in Sacramento. Financial contributions of $25, $50, $100 or more, as well as gift card donations help us ensure that all kids and families have their holiday wishes fulfilled and basic needs met. Some male youth in our Residential Program do not have family to spend the holidays with, so financial support specific to our snow trip enables us to send our residents on a snow trip to Mt. Shasta over the holidays.
Adopt-a-Family: Community members can also adopt an entire family this holiday season. The adoptees are families that participate in Sacramento Children’s Home programs such as the Family Resource Centers and the Counseling Center.
Volunteer Opportunities: Every year, we rely on community volunteers to help run our holiday donation site. Last year, about 200 volunteers provided nearly 100 hours of support, which included greeting donors, accepting gifts, registering gifts into our system, sorting, and wrapping.
Giving Tree Sites and Holiday Sponsors: Local businesses and schools participate by hosting Giving Tree sites with stars available to the public for pick up. Businesses and corporations also have the opportunity to sponsor an SCH Holiday Party for individual programs such as our Family Resource Centers and Crisis Nurseries to help strengthen families in our highest risk communities.
For more information about all of these options and important dates, please visit www.kidshome.org/holiday-giving.
The Sacramento Children’s Home was founded in 1867 and today it is the most comprehensive child and family service organization in Sacramento County serving more than 7,000 children and 4,300 families each year through a broad spectrum of residential, community-based, mental health and educational programs. Throughout its 151-year history, the Sacramento Children’s Home has been at the forefront of trauma-informed care and developing new ways to improve the outcomes of children and families. Through its multiple programs at six sites in the county, the Sacramento Children’s Home offers prevention, early intervention and treatment programs that are critical to strengthening families and stopping the generational cycle of child abuse and neglect. More information is available at www.kidshome.org
Source: Sacramento Children’s Home
Electric utility aims to reduce greenhouse gases through “electrification”
Sacramento Region, CA (MPG) - SMUD and top national homebuilder D.R. Horton are teaming up to build 104 all-electric homes in two new neighborhoods. These “all-electric communities” – “Juniper,” which is planned to include 66 homes, and “Independence," which is anticipated to include 38 homes, are both located in North Natomas and will be priced for first-time homebuyers. The homes are included in the SMUD Smart Home program and are part of a broader electrification effort by SMUD, the first of its kind in the USA.
Groundbreaking for the subdivisions began earlier this summer. The model homes are completed, and the communities are open for sale. Construction will continue through 2019. If built as planned, SMUD will provide $466,000 in incentives to D.R. Horton for including appliances and equipment to make the homes all-electric. These include heat pump heating and cooling, heat pump water heating, and induction stoves—appliances that are typically more energy efficient and can deliver lower overall energy bills.
Heat pump water heaters can reduce electricity use by up to 60 percent compared to electric resistance water heaters. Instead of using electricity to create heat, heat pump water heaters use a refrigerant cycle to transfer heat from surrounding ambient air into the hot water tank. They also cool the area where they are located, usually in the garage. Induction stoves may cook 50 percent faster than electric resistance stoves, and often as fast as gas. They also use less energy than traditional electric stoves and offer digital control of the temperature, and they have no open flame. The absence of combustion in all-electric homes may result in greater occupant safety.
These homes will help community-owned SMUD meet its aggressive commitment to reach 90 percent reduction in greenhouse gas emissions by 2050 and surpass the state’s greenhouse gas reduction goals of 80 percent by 2050.
These D.R. Horton homes are part of the SMUD Smart Home program, which offers incentives to builders and developers of up to $5,000 for new single-family homes, and up to $1,750 for new multifamily units, built to be all-electric. The homes must have all-electric appliances and mechanical systems—no gas line in the home, and no gas service at the property—in order to meet the minimum program participation requirements.
SMUD customers who own existing homes in the SMUD service territory can also qualify for up to $13,750 for existing homes that convert from gas to electricity. For example, owners of existing homes may receive up to a $4,500 incentive to replace an existing gas furnace by installing an electric heat pump space heater. A homeowner may receive up to a $3,000 rebate to switch out an existing gas water heater for an electric heat pump water heater.
There are also rebates available from SMUD for traditional efficiency measures such as duct sealing, insulation, and windows.
More information about SMUD’s all-electric conversion incentives and other energy-saving information is available at SMUD.org.
Source: SMUD Media
New Report Confirms Increase in Number of People Experiencing Homelessness
Sacramento, CA (MPG) - Despite housing 2,232 individuals and families who were experiencing homelessness in 2016, a new report commissioned by Sacramento Steps Forward and authored by Sacramento State’s Institute for Social Research confirms that homelessness has increased across Sacramento county in the past two years.
According to the report, titled “Homelessness in Sacramento County: Results from the 2017 Point-in-Time Count,” the total number of people experiencing homelessness has increased by 30 percent to 3,665 since 2015. Among people who are unsheltered, a subset of the total population who are living outdoors on the street, in tents, cars, or RVs, the number has increased by 85 percent to 2,052. Approximately 31% of people who are unsheltered are chronically homeless, meaning they have experienced prolonged bouts of homelessness and are disabled.
“This report provides a sobering confirmation of what we see in our neighborhoods every day,” said Ryan Loofbourrow, CEO of Sacramento Steps Forward. “It’s frustrating that we could not stop the rising tide of homelessness, but we hope this information will provide regional leaders with the empirical data they need to collaborate on innovative solutions.”
In addition to overall increases in homelessness, the report found a 50 percent increase in the number of homeless veterans since 2015, up to 469 people. The majority of these veterans are unsheltered. Veterans continue to make up approximately 13 percent of the total homeless population.
Individuals who reported continuous homelessness tended to be substantially older and were often encountered in encampments near the American River Parkway, in contrast to younger people who were downtown. Older chronically homeless individuals – between 55 and 64 – were also more likely to report being a veteran or suffer from a disabling medical condition.
"This news affirms what is already evident to the people of Sacramento, the question is what are we going to do about it," said Sacramento Mayor Darrell Steinberg. "We are going to implement the city's $64 million Whole Person Care grant together with our public housing resources to get 2,000 people off the streets as soon as possible. No excuses, no boundaries, action and results are all that matter."
There were drops in the numbers of families and transitional age youth who were found to be homeless, which is a testament to the work of homeless service providers, but these groups are traditionally hard to survey for this type of report so the findings may not accurately capture a true census of these communities.
The report cites the housing drought as a potential factor in the rise of homelessness and explains that the trend in Sacramento is consistent with other communities who have tight housing market conditions. The report also explains the potential impact of flooding on the American and Sacramento rivers and improved statistical methodologies.
The rise in homelessness between 2015 and 2017 in Sacramento County is consistent with similar increases recently reported across the state. At the time the report was written, Alameda County reported a 39 percent increase in homelessness, a 76 percent increase in Butte County, and a 23 percent increase in Los Angeles County.
"This report confirms what we all see with our own eyes: a shocking and unacceptable rise in the number of persons experiencing homelessness. We need to redouble our efforts to increase our stock of affordable housing so that everyone in Sacramento has a simple home of their own," said Joan Burke, who is Chair of Sacramento’s Homeless Continuum of Care Advisory Board and Director of Advocacy Loaves & Fishes
Sacramento Steps Forward commissioned this report as a part of its biennial point-in-time count, which is a county-wide census of people experiencing homelessness. It provides a snapshot of who is homeless on a single night. The U.S. Department of Housing and Urban Develop requires local communities to conduct this census every two years as a condition of receiving federal funding for their Homeless Continuum of Care, for which Sacramento Steps Forward is the lead agency.
The point-in-time count was conducted on January 25, 2017 by nearly 400 trained volunteers who fanned out across the county to count and survey people living on the street, in tents, cars, and RV’s, while a data team documented the number of people sleeping in emergency and transitional shelters.
The point-in-time count and this report were made possible thanks to funding from the County of Sacramento, U.S. Department of Housing and Urban Development, and Sacramento Housing and Redevelopment Agency.
Sacramento Steps Forward is a 501(c)(3) non-profit homeless service agency who, through collaboration, innovation, and service, is working to end homelessness in our region.
Founded in 1989, Sacramento State’s Institute for Social Research (ISR) is an interdisciplinary unit that harnesses the power of scientific research tools to address social problems. Their research and analysis expertise, learned through the hundreds of projects completed for government agencies, nonprofit organizations and the academic community, provides the region with actionable information that can inform key policies and decisions.
On March 21st, 2017, the Sacramento County Board of Supervisors unanimously approved four initiatives to reduce homelessness with the intent to improve the family homelessness sheltering system; support the strategic use of transitional housing; establish a low-barrier Full Service Rehousing Shelter, and implement a new supportive Rehousing program that will employ intensive case management and Rehousing supports in conjunction with dedicated Public Housing Authority housing resources.
County Initiative #1, to Redesign Family Homelessness Response and Shelter System seeks to modify contracts to require family shelter to prioritize unsheltered families, establish low barrier requirements, mandate family acceptance of housing services and exit most families to permanent housing within 45 days. The proposed system would simplify access to shelter entry and maximize bed utilization.
With County Initiative #2, Preservation of Mather Community Campus (MCC) Residential and Employment Program, the County would provide replacement funding to continue transitional housing and employment programs at MCC for 183 single adults experiencing homelessness when HUD Continuum of Care funding sunsets on September 30, 2017.
With County Initiative #3, Full Service Rehousing Shelter, the primary purpose of the shelter is to serve those with the highest barriers to traditional services and shelter. Staff proposed that the County fund a local provider to open a 24-hour, low-barrier Full Service Rehousing Shelter designed to shelter and rapidly re-house persons who are difficult to serve in traditional shelters or services. Stable exit will be the primary objective of on-site case management.
County Initiative #4, Flexible Supportive Rehousing Program, would employ a “frequent utilizer” approach to targeting the highest cost users experiencing homelessness to identify eligible participants. The Program would provide a highly flexible solution, employing proactive engagement, “whatever it takes services”, and ongoing housing subsidies to engage and stably re-house the target population.
Today’s report to the Board provided implementation milestones and timeframes, essentially a “roadmap” to reduce homelessness. Comprehensive efforts to reduce homelessness have been augmented in the last year:
On October 18, 2016, the Board held a workshop on homelessness: “Homelessness Crisis Response: Investing in What Works.”
A second workshop was held on November 15, 2016, called “Increasing Permanent Housing Opportunities for Persons Experiencing Homelessness.”
On January 24, 2017, County staff presented a comprehensive package of strategic recommendations to improve outcomes for people experiencing homelessness.
On January 31, 2017, the Board of Supervisors and the Sacramento City Council held a joint workshop on homelessness.
On February 28, 2017, the County hosted a stakeholder meeting with approximately 60 persons in attendance representing 36 organizations to help shape the initiatives.
Department of Human Assistance Director, Ann Edwards, stated, “I am excited about the Board’s commitment to taking these steps to reduce homelessness in our community.”
Advanced Home Health, Inc. today announced it has earned The Joint Commission’s Gold Seal of Approval® for Home Care Accreditation by demonstrating continuous compliance with its performance standards. The Gold Seal of Approval® is a symbol of quality that reflects an organization’s commitment to providing safe and effective care.
Advanced Home Health, Inc. underwent a rigorous onsite survey. During the survey, compliance with home care standards reflecting key organization areas was evaluated, including the provision of care, treatment and services, emergency management, human resources, individual rights and responsibilities, and leadership. The accreditation process also provided Advanced Home Health, inc. with education and guidance to help staff continue to improve its home care program’s performance.
Established in 1988, The Joint Commission’s Home Care Accreditation Program supports the efforts of its accredited organizations to help deliver safe, high quality care and services. More than 6,000 home care programs currently maintain accreditation, awarded for a three-year period, from The Joint Commission.
“When individuals engage a home care provider they want to be sure that provider is capable of providing safe, quality care,” said Margherita Labson, RN, MS, executive director, Home Care Accreditation Program, The Joint Commission. “As the home care setting becomes increasingly popular, it is important that home care providers are able to demonstrate that they are capable of providing safe, high quality care. Accreditation by The Joint Commission serves as an indication that the organization has demonstrated compliance to these recognized standards of safe and quality care.”
Advanced Home Health, Inc. is pleased to receive accreditation from The Joint Commission, the premier health care quality improvement and accrediting body in the nation,” added Angela Sehr, RN “Staff from across our organization continue to work together to strengthen the continuum of care and to deliver and maintain optimal home care services for those in our community.”
The Joint Commission’s home care standards are developed in consultation with health care experts, home care providers and researchers, as well as industry experts, purchasers and consumers. The standards are informed by scientific literature and expert consensus to help organizations measure, assess and improve performance.
Founded in 1951, The Joint Commission seeks to continuously improve health care for the public, in collaboration with other stakeholders, by evaluating health care organizations and inspiring them to excel in providing safe and effective care of the highest quality and value. The Joint Commission accredits and certifies more than 21,000 health care organizations and programs in the United States. An independent, nonprofit organization, The Joint Commission is the nation’s oldest and largest standards-setting and accrediting body in health care. Learn more about The Joint Commission at www.jointcommission.org.
One Sacramento-based company has quietly and efficiently carved a niche into the home health care business by providing superlative care for patients and caregivers alike. The “whole-istic” business model of Advanced Home Health and Hospice (AHHH) has earned them not only professional accolades and a thriving business, but a stellar reputation for their positive results for even the most complex patient care. The beating heart of this organization is founder Angela Sehr. Sehr is a woman with a mission and a vision with patient wellbeing in the Sacramento area.
Born in Xian, China, home of the famous Terra Cotta Warriors, Sehr started college at 15 and became a nurse at 18. The youngest of nine children, her siblings are also high achievers with a judge, college professor, engineer and a teacher among her immediate family.
Shyly self-admitted as a teacher’s pet, she loved science from a very young age. She says her mother encouraged her children to all be independent. “Marry well, she said, but always be able to stand on your own two feet,” was her mom’s advice.
Sehr may now be the boss, but she is far from being afraid to roll up her sleeves when it comes to patient care. She paid her dues with years in hands-on nursing. In fact, she still takes care of patients herself, in addition to her many other duties. AHHH offers patients around the clock care, just one of the many aspects that separate them from their competition. “I go out to patients’ homes at 2 in the morning if they need it, just like everyone else on staff,” said Sehr.
Sehr is a Registered Nurse who has worked around the world with patients of all ages and many different health issues. She came to Sacramento, having worked in places like China and Saudi Arabia. She attended Sacramento State’s Nursing program and earned her BSN here, spending over a decade in pediatric care and found her way into Infusion care as a nurse for patients in need of this specialized help. She has built her company on years of caring for infusion patients. Her company carries her compassion forward, providing top-notch, compassionate care for patients and their families.
During a time when healthcare laws and models are in flux. Sehr’s company, AHHH has built a company that successfully and efficiently treats and maintains a base of anywhere from 600 to 800 patients, more than double similar programs of even healthcare giants like full-fledged local hospital systems. To meet the need AHHH has found, the company currently has a staff of approximately 400 highly-trained specialists performing an impressive array of care and support services, and specializes in “complex” patients, often avoiding such patients having to be readmitted to hospitals.
AHHH is as advertised. Staff is on-call 365 days a year, 24 hours a day. They provide truly advanced wound care, infusion nursing, orthopedic, occupation and physical rehabilitation, speech and swallow function therapy, specialized medical social workers and a chaplaincy ministering to the patients and their loved ones. The tiniest staff member is a therapy dog.
AHHH is a Medicare Certified Home Health Provider. They are licensed by the by the California Department of Public Health. They have provided care for premature babies, pre-and post op patients, patients such as diabetics with wounds that can be nearly impossible to heal. Many of these are patients the hospitals have given up on and AHHH has succeeded where others have failed, improving patient outcome in terms of health and healing. Sehr is intent that her teams utilize the latest technology to treat patients and makes available ultrasound and laser therapy, in addition to debridement if physician ordered.
The Low-Level Laser Therapy (LLLT) alone, per Sehr can be highly effective in treating, diabetic ulcers, venous stasis and arterial ulcers, and many other types of non-healing wounds.
The hospice care that Sehr’s company provides is a growing service, based on industry best practices, but also on her own experiences as a nurse. Most hospice patients they see are given six months or less to live, but that isn’t an outcome set in stone. “We don’t give up,” she says. “We’re not God, but people do ‘graduate’ from hospice. They do get better.”
Hospice care provides comfort care to patients and family. “Advanced hospice nurses are registered nurses specifically dedicated to end-of-life care. They are focused on pain and symptom management for our patients around the clock. In addition to serving the terminally ill, hospice clinical team counsel and educate caregivers and family members on the needs of the patient, guiding them through every issue that may arise. Our hospice nurses work as a part of an interdisciplinary team that develops and manages the care for our patients and their families.”
A vital part of their team are the hospice social workers who are there to support patients and their families. “Our social workers are trained to assist our patients and their families on developing an individualized plan of care, researching ways to relief stress and anxiety by non-medical means, and connecting them with appropriate local resources.
“We understand that our patients and their families may have financial problems. Our social workers are equipped with the necessary tools and knowledge to provide counseling in these areas, as well as coordinating possible aid from other organizations,” Sehr commented.
What does it mean to be an advanced hospice social worker? According to AHHH, “It means to be a supporter of our patients and their families. Our social workers are trained to assist our patients and their families on developing an individualized plan of care, researching ways to relief stress and anxiety by non-medical means, and connecting them with appropriate local resources.
“A loss of a loved one, even if anticipated, brings a slew of emotions and grief for surviving family and friends. Our hospice bereavement professionals and volunteers are trained to provide counseling and support by understanding the loss and compassionately walking step by step with surviving spouses, children, or parents.”
“To help our patients cope with the end of their life, AHHH provides spiritual services by certified chaplains to promote spiritual and emotional well-being. Our chaplains may also work with the patient’s clergy and coordinate spiritual nourishment and revitalization.”
Sehr credits hospice volunteers for the selfless work they do as part of the organization. “Our hospice volunteers spend time with patients and their loved ones. They run errands and provide caregiver relief, companionship, and supportive services. Volunteers are the backbone of our hospice team.”. Volunteers form bonds with patients and family members. Patients and families often tell volunteers things they feel they can’t tell their loved ones and help open the way for people to talk honestly. Volunteers work alongside paid staff in every area of hospice care.”
AHHH truly treat the entire family, and that includes monthly bereavement support group meeting. “At Advanced Hospice, patients are nearing and passing the end of their life, leaving behind husbands, wives, sons, and daughters,” according to the company website.
“When a patient is diagnosed with a serious illness or is recovering from an injury, our medical professionals, nurses, and therapists work hard to rejuvenate him/her to normal life. In addition to purely medical procedures, medications, and techniques, a huge part of a person’s recovery depends on his/her psychosocial condition.”
AHHH is making a concerted effort to reach America’s veterans. “Veterans have done everything asked of them in their mission to serve our country and we believe it is never too late to give them a hero’s welcome home. That’s why our hospice is taking part in the We Honor Veterans program. Our staff understand the unique needs of veterans and are prepared to meet the specific challenges that veterans and their families may face at the end of life.”
AHHH measures its success with data, not just good feelings. Their clinicians log every visit in detail, right down to wound and physical improvement, modality effectiveness, length of visit and many more details. That data is analyzed for the benefit of each patient, but the accumulation of data is used by the company to improve patient outcome and patient satisfaction. The company has recently broken ground on its next project, a free-standing Hospice Facility. While starting small, at 6 beds, it will be the only hospice in the area and unlike any other, due again to Sehr’s experience and personal touch.
Past annual counts of Carmichael’s homeless people suggest that as many as 150 may be on our streets, but many hundreds more are out of sight – most of them children.
No one knows the exact numbers, but every two years volunteers take an on-the-street count of homeless people across Sacramento County. Besides the informal government-directed census, they also conduct voluntary in-depth interviews
While volunteer counters fanned out on the evening of Jan. 25, Winter Sanctuaries involving Carmichael churches were offering overnight housing and meals. Christ Community Church was a host overnight site for up to 20 men and women who were bused in from Citrus Heights. The church and 10 others are participating in Carmichael HART (Homeless Assistance Resource Team), a collaboration also involving businesses, nonprofit charities and schools.
Since last August, as many as 40 people have attended HART’s past six monthly organizing meetings to get information about the scope of Carmichael’s situation and devise solutions ultimately aimed at helping people move off the street into transitional or permanent housing with resources and, later, job prospects.
Carmichael HART has pitched in to help its counterpart in Citrus Heights, which for the first year has been operating its own Winter Sanctuary program to offer homeless men and women safe haven from the season’s cold and rain. Last year, Citrus Heights helped Rancho Cordova HART’s shelter program. Other community-based shelters also have been operating in Davis and Elk Grove for several years.
Besides Carmichael’s shelter, the Greater Sacramento Winter Sanctuary, involving dozens of the county’s churches, have offered overnight spaces for 100 or more people daily through March 31. Carmichael Presbyterian Church has been our community’s intake center where “guests” are registered, then bused to a host church by 6 p.m. The program runs through March 31.
Guests are given a dinner and loaned a cot and sleeping bag that they check back in before they return to the intake center by 7 a.m. the next morning. Many homeless people are repeat visitors.
Some nonprofits also operate other winter shelters around the county. Most exclude children under age 18 and pets. Organizers say the word gets out about the shelters although many people choose to stay on the street rather than accept restrictions related to hours, conduct and prohibitions of drugs and alcohol. Sometimes people are turned away once capacity has been reached.
County and school district figures show that many of Carmichael’s residents who don’t have a permanent address are children who have no say in where they spend their nights. They typically “couch surf” with friends or relatives, sleep in cars or move around to temporary day shelters and motels. Regular school attendance is a huge challenge.
Steve Young, a school community worker for homeless children and families for the San Juan Unified School District, says almost 3,000 of the 40,000 students in the district are “living in transition” – including about 790 in the Carmichael area.
“Truancy is a big issue when it comes to homelessness,” Young said at a Carmichael HART meeting. “A lot of kids are missing school because of it. There’s a lot of trauma where these kids are becoming homeless like a death in the family, a mental health issue or drug addiction. A divorce can lead to it, or the loss of a job. Right now, in Sacramento, you need to make at least $20 an hour to rent a two-bedroom apartment. We’ve got single mothers who are making $10 an hour and they’ve got five kids. They’re not making it.”
Shaun Dillon, a Carmichael community advocate, told HART that Sacramento County has a deficit of up to 60,000 affordable housing units.
Several plans are in the works to develop such units in the region, including a village of “tiny houses” grouped around common service facilities. Elk Grove HART operates four transitional houses to move people off the street and position them for the job market.
Ken Bennett of Sacramento Self-Help Housing says Carmichael HART may want to consider “shared housing” where four or more people pay about $450 a month for space in a rented residence with house leaders and counseling. Transitional housing is another model being considered. However, Bennett says, “The long-term goal of transitional housing requires financing and extensive partnering.”
Despite such challenges, Carmichael HART participants are upbeat about the strong turnout of community volunteers at planning meetings and winter shelters.
Scott Young of ATLAS, a nonprofit thrift shop operator and charity serving needy Carmichael people, said at a recent HART meeting:
“There’s a lot of capital in this room. We’ve made a good head start. Our winter shelters are meeting a need and giving us experience. However, they’re not getting us any closer to a permanent solution to homelessness. What we really need is more affordable housing. We’re learning about the population that we’re serving, about their needs and how they landed on the street. But until we see them in permanent housing and with better access to employment, we won’t be nearly finished.”