NCJ Number
51627
Date Published
1970
Length
14 pages
Annotation
ADMINISTRATIVE CONCERNS IN BUILDING AND MAINTAINING HALFWAY HOUSES AND OTHER TRANSITIONAL PROGRAMS ARE ADDRESSED IN A DISCUSSION BASED ON THE EXPERIENCE OF A RESIDENTIAL PROGRAM FOR EMOTIONALLY DISTURBED STUDENTS.
Abstract
THE PROGRAM THAT PROVIDES THE BACKGROUND FOR THE DISCUSSION IS A REHABILITATION LIVING UNIT FOR EMOTIONALLY DISTURBED COLLEGE STUDENTS THAT IS HOUSED IN A REGULAR UNIVERSITY RESIDENCE HALL. THE PROGRAM OFFERS A TREATMENT RESOURCE TO SUPPLEMENT CONVENTIONAL SERVICES, THEREBY ENABLING DISTURBED STUDENTS TO CONTINUE THEIR EDUCATION. ALTHOUGH THE PROGRAM IS NOT REALLY A HALFWAY HOUSE, IT SHARES A NUMBER OF ADMINISTRATIVE PROBLEMS WITH A VARIETY OF TRANSITIONAL PROGRAMS IN HOSPITALS AND COMMUNITY SETTINGS. THE MOST CONSUMING ASPECTS OF ADMINISTRATION APPEAR DURING PERIODS OF PLANNING AND INITIAL OPERATION AND DURING TIMES OF GROWTH AND EXPANSION. CLINICIAN-ADMINISTRATORS ABLE TO COPE WITH INTRAPSYCHIC AND INTERPERSONAL DIFFICULTIES MAY UNDERESTIMATE THE RANGE AND INTENSITY OF PROBLEMS IN PROGRAM DEVELOPMENT. HOWEVER, CRISES AMONG STAFF MEMBERS, WITH HIGHER-LEVEL ADMINISTRATION OR WITH THE COMMUNITY DURING THE CRITICAL PERIODS NOTED, MAY BE MORE POTENTIALLY THREATENING TO THE EXISTENCE OF A PROGRAM THAN ARE CRISES WITH CLIENTS AND PATIENTS. IN INITIATING A PROGRAM, IT IS NECESSARY TO EDUCATE POTENTIAL SOURCES OF FINANCIAL SUPPORT AND REFERRALS AS TO THE VALUE OF THE PROGRAM. TRANSITIONAL PROGRAMS HAVE REACHED A POINT WHERE THEY ARE TOO WELL ESTABLISHED TO BE CONSIDERED INNOVATIVE (AND THEREFORE OF INTEREST TO GRANT AGENCIES) AND YET NEW ENOUGH TO REQUIRE CONSIDERABLE JUSTIFICATION FOR FUNDING FROM RESOURCES WITHIN THE COMMUNITY. PROGRAM DEVELOPERS ALSO MUST RECOGNIZE AND DEAL WITH THE IMPACT, OR PERCEIVED IMPACT, THAT THEIR PROGRAM MAY HAVE ON THE POWER STRUCTURE IN THE PROGRAM'S SETTING. ONCE THE PROGRAM IS ESTABLISHED AND OPERATING, ITS BENEFIT/HARM POTENTIAL FOR CLIENTS AND OTHERS BECOMES EVIDENT, AND THE THREAT POTENTIAL OF THE PROGRAM DECLINES (ALONG WITH THE ENTHUSIASM THAT OFTEN ACCOMPANIES NEW PROGRAMS). GUIDELINES FOR STAFFING A TRANSITIONAL PROGRAM, INCLUDING PERSONAL TRAITS TO LOOK FOR IN RESIDENT DIRECTORS, ARE OFFERED, TOGETHER WITH COMMENTS ON HOW TO MAKE THE BEST OF AVAILABLE PHYSICAL FACILITIES. THE ORGANIZATION AND FUNCTIONS OF STAFF MEETINGS ARE DISCUSSED, AS IS THE USE OF TRANSITIONAL PROGRAMS AS A TRAINING RESOURCE FOR STUDENTS IN THE HELPING PROFESSIONS. STEPS TAKEN BY THE PROGRAM FOR EMOTIONALLY DISTURBED STUDENTS TO DEVELOP POSITIVE RELATIONSHIPS WITH THE PUBLIC, THE UNIVERSITY COMMUNITY, AND VISITORS ARE NOTED. A LIST OF REFERENCES IS INCLUDED. (LKM)