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Justification of Need
The costs of growth. In 1993, when Steven M. Friedman, Ph.D., became Executive Director, MHS operated with a budget of approximately $600,000, and a staff of 16. This year, MHS serves the community with a budget of $11.5 million, and a staff of 200. This growth reflects the capacity of MHS to innovate, and to deliver services effectively. The agency's physical infrastructure, however, has not grown sufficiently to support current operations, or to support the agency's capacity to build on its achievements. The limited amount of clinic and office space, and the physical separation of related programs have led to serious consequences, including impaired access to services, and suboptimal service coordination.
Separation of related programs. MHS now operates its homeless outreach programs from a site on Payne Avenue, and its homeless case management and psychiatric services from the Bishop Cosgrove Center on Superior Avenue. Many chronically homeless adults whose mental illness contributes to distrust, avoidance, and distress in response to social interactions are unlikely to go to multiple sites to seek services. The separation of physical facilities also interferes with the coordination of service efforts by staff members from related programs. MHS faces a similar situation with its crisis and trauma intervention services. The Children Who Witness Violence program operates from a site at 3740 Euclid Avenue, but child crisis services are based at the Cosgrove Center. The physical separation of these facilities is an impediment when effective service collaboration is needed to best serve the needs of a child. All of these programs will be housed under one roof in the renovated structure.
Insufficient clinic and counseling space. MHS no longer has sufficient clinic and counseling space to adequately address the needs of children and adults. Children experiencing traumatic stress from domestic or other community violence must now share reception and clinic areas with adults who have been homeless for prolonged periods, and who may also be psychotic. The capital project will create two, separate clinic and counseling areas that are simply not available now. One area will be devoted to traumatized children and children with other crisis concerns. The other area will be for homeless adults and adults in crisis.
Lack of space to support new projects. The absence of available space has limited (and, in some case, precluded) the pursuit of new service and research projects that have been possible through federal, state, county, and private funding sources. MHS has had to turn down grant opportunities because there is neither clinical nor office space to support additional services, training, and project management activities.
The Structure
The building’s original construction was completed in 1953, and it was most recently the headquarters of Polytech, Inc., a consulting, engineering, and construction management firm. On the corner of East 18th and Payne Avenue, the building would carry forward the restoration and beautification efforts made by The Plain Dealer, CSU, and Cleveland's Superior Avenue streetscape project. Renovation and streetscape plans show an attractive office building on a site that will be safe and inviting to those who are on foot. The addition of trees, shrubs, and perennials will add appeal and reduce traffic noise.
Innovative and responsible environmental technology has been incorporated into the design specifications in order to reduce the utilization of exhaustible natural resources. The HVAC system will be a state-of –the-art Water Source Heat Pump system combined with the existing steam heating process. It will be outfitted with couplings that will make it possible to convert to geothermal heating in the future and will have sensors that control specific zones throughout the building. Motion and light sensors will control internal lighting by determining when to turn lights on and off and the level of lighting required in combination with natural light. All exterior windows will be replaced with energy efficient glass. Sensor driven toilets, sinks and hand dryers will reduce water consumption, paper supplies and improve hygiene. Existing furniture will be retained whenever possible and new systems furniture will be refurbished instead of new to reduce the amount of materials entering landfills.
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