MASTERS THESIS NATE WALDEN KAHN FALL 1985
The New Samaritan House
An Architectural Thesis presented to the College of Design and Planning, University of Colorado at Denver in partial fulfillment of the requirements for the Degree of Master of Archi tecture.
The thesis of Nate Walden Kahn is approved.
< Committee Chairman )
Uni versi ty
of Colorado at Denver
TABLE OF CONTENTS
Project Description..........................-....... |(
Background on the Issue o-f Homelessness.............3*
Thesis Statement..................................... |(
Model For the Provision o-f Shelter
Information and Background About The Samaritan Shelter and the
New Samaritan House. ........................
-History of the Samaritan Shelter and of
the New Samaritan House.................
-Goals and Objectives of the
Samaritan Shelter and of the
New Samaritan House.................
-Policies of the Samratian House...........
-Rules of the Samaritan House...............
-Staff of the Samaritan Shelter...........
-Staff of the Samaritan House................
-Residents at Samaritan.....................
-Services Provided at Samaritan Shelter.... -Case Statement for the New Samaritan House
hb. bb (ofa
TABLE OF CONTENTS continued
II. PROGRAM continued...
*Site Information and Data.............. ...............lOt.
-Site Location......................... ......
-Site Analysis. ................................. 11 *] ,
^General Information and Data. ................. lÂ£2
-Climate Information and Data............ ....... \Z*>.
-Solar Information and Data.......................\"5t>
-Zoning Requirements............ .................Kr
-Building Code Requirements....... .............. 177.
-Barrier Free Design (Disabled Access)..........|Â£7-
-Mechanical Information and E>ata. ...............
^Footnotes. ............... ......................... .
*Bi bl i ography.'........................ "Z-OO.
^Interviews. ................. ........................2ob
IV. DESIGN DRAWINGS
% Figure/Ground & Location Map % Partis
* First Floor Plan
* Second Floor Plan & Typical Dorm HVAC Plan
* Third Floor Plan 2-< Fourth Floor Plan
* Elevation Detail & Section AA
* Wall Section Typical Dorm Isometric
The project o-f this thesis is the new Samaritan House, a shortterm-residence shelter for the homeless. The new Samaritan House is an actual project which is being built and sponsored by the Archdiocese of Denver. This building will be approximately 50,000 square feet in size, and will be located on the city block bounded by Broadway, Larimer, Lawrence, 23rd, and 24th streets, in Downtown Denver, Colorado. The building is intended to house approximately 250 men, women, and children: these people will reside in the shelter in groups, as adult males, adult females, families, and teens.
Background On the Issue of Homelessness
Homelessness in the United States is a problem of massive
and increasing proportions. A Congressional study, done in
1980, concluded that approximately 1 percent of the population
of the United States, 2.2 million people, lacked shelter. These are the poorest of the poor, people who live on the fringe of existence, often sacrificing everything else in their quest for physical necessities.
In the 1960's and 1970s, some theorists believed that, urban-renewal would be an excellent means of ending
homelessness, by removing 'Skid Row
...the problems of skid row are costly both to its inhabitants and to the social and economic well-
being of the social system in which they occur. Several studies have offered proof that slums, in general, are costly in terms of public health, fire protection, crime, mental illness and general drain upon the city all projected from one generation to another. And the people who live there, to the extent that they have little other choice, are not getting their deserved "place in the sun" of American living. Planned redevelopment would of course be beneficial to all here.3
Thus, the 'skid-row' areas of many American cities were demolished; however, if anything, the number of homeless people has only grown larger. Today, the subways, the bus and train depots, doorways, abandoned buildings, public parks and loading docks, alleyways, sidewalks, and under bridges are all 'homes for the homeless.
Homeless people are a complex group;
their identities and
the circumstances of their lives frequently do not match
conventional stereotypes. The traditional picture of street
people as "dirty, lazy, drunken bums" bears little resemblance
to todays chronically homeless person. There are many
homeless and destitute families, and single men and women who are often so ordinary in appearance and conduct. as to be invisible.
A tattered appearance, bizarre behavior, belongings carried in plastic bags or cardboard boxes tied with string, swollen ulcerated legs or apparent aimlessness: these are the obvious features which distinguish the homeless from other pedestrians and travelers. But there are also those who have been able to maintain a reasonably good personal appearance and whose behavior betrays no apparent sign of disorder, and they are overlooked by casual observation. Their presence during late night hours when commuters have gone home and stores have closed, and especially their repeated presence in the same sites days or weeks later is the only telling sign. After midnight... the homeless become the majority in the waiting rooms of stations and termi nals.5
Invisibility gives one access. Those who can pass
unnoticed have a better chance of obtaining access to
bathrooms, resting places, and scavenging for food or recyclable
materials. In this manner,thousands of people live in the
subway systems of American cities, riding only to keep warm,
dry or seated.
Historical 1y,homelessness was typically confined to
migratory labourers, and the "skid-row man." Today, however,
the homeless are represented by a broad cross-section of
American society. With startling suddenness, women have
appeared on the street and their numbers are growing. Also
found among the ranks of the homeless are whole families, and
sometimes even lone children.
The common unifying element in the multiplicity of
definitions which have been used to describe homeless people
isthe concept of "disaffi1iation." Disaffi1iation is a state
of detachement from society, where social1y-affi1iative bonds
are absent or extremely weak, where there is no link to any
network of interconnected social structures. Dissafi1iation is
a lack of social ties and supports. A distinguishing
characteristic of the homeless is their powerlessness. The
powerlessness is a derivative of the homeless persons
disaffiliation from society.
A homeless man lacks the power to influence others or to mold his own future. It is an unenviable, and at the same time, a
The implications of these findings for the power of the disaffi1iated are clear.
Activity and affiliation breed power and esteem. Inactivity and disaffi1iation merit not merely low status, but negative
Homeless people suffer from a sense of very low selfesteem. Mere survival on the street is a wearing and demeaning
highly vulnerable to a host of natural hazards and
Homeless people are often assaulted or attacked;
some have been beaten, slashed, and even set-on-fire. The sense of defeat experienced by the homeless affects their entire outlook. Mitch Snyder, an advocate for the homeless, became homeless for 3 1/2 months on order to better understand the needs of, and better represent, the homeless. Snyder wrote of his experience:
It was a frightening and amazing experience. What was more encredible was the discovery of just how quickly ones sense of substance and self-worth melts away under these conditions...in less than one week on the street, we were unable to make or maintain eye contact, even with members of our own community. We were constantly looking down or away...It is as though two seperate, parallel, and unequal realities exist. For those who are homeless,the rest of the world is alien and irrelevant.14
In addition to the difficulty of life on the street,
homeless people experience animosity from the vast, a majority of
settled society. Individuals often view the homeless person
fearfully as a "degenerate, a "derel i ct, 11 and in so many ways
as sub- or post-human. In Santa Cruz, California, a fad-
group against homeless people exists, calling themselves "Troll-Busters. The attitude of government towards the homeless is equally filled with stigmatisms. An example of this is the social-service official in New York City who suggested that, some of the poor seeking shelter in human-warehouse-type shelters 'do not deserve shelter at all, that they are not truly
homeless.1 In Fort Lauderdale, Florida, a city official
proposed that the public trash cans should be sprayed with rat
poison because he found offensive the sight of the homeless
picking through garbage for food.
Yet, there is some hope of help and betterment for the
homeless. Some shelters do exist, and there are a few
proposals which specifically seek to better the condition of
the homeless. Recently, there has been an increasing awareness of homeless people in the media.
Thus, the issue of homelessness in the United States is a growing issue, a growing problem. In the year of 19S4 and into 1985, the numbers of homeless "street people" has grown ever more apparent in the cities. The myths surrounding homelessness must be stripped away. The homeless need shelter and social support. The homeless need recognition and dignity. Above all,
the homeless need some place to call "home.
The intent of this thesis is to utilize a "social-architecture" methodology to produce a set of design criteria which specifically addresses the social need of housing/shelter for the homeless. Although the plight of the homeless is not new, there are very few standards or criteria available for designing a shelter for the homeless. It is the goal of this thesis to use design as a means to acheive some architectural standards which will address the social issues of a shelter for the homeless and will fulfill the physical and psychological needs of the homeless people who use it. The project for this thesis is the new Samaritan House, a shelter for the homeless which is being built by the Archdiocese of Denver.
The Samaritan House project presents an excellent, opportunity to apply an Environmental Design methodology to architectural design. The Samaritan House will be quite different from the traditional overnight shelter or flophouse: in addition to providing the basics of bed and board, it will provide a social support system. This support system, an expanded version of the current Samaritan Shelters program, will involve short-term residence, job-assistance, guidance counseling, education, and medical care so that homeless people
will have the opportunity to improve their situation.
thesis will center around the issue of this support system;
will address the design o-F an environment which will lessen the
"disenfranchisement" o-f the homeless by creating a "supportive"
physical surrounding. Fritz Steele, in his book Physical.
Settings and Organization DevelopmentA defines the general
principle of sociophysical organization-development as follows:
...if one attempts to make changes in the social functioning of an organization, one must also pay attention to the physical systems which form part of the context for the social system.1
Thus, the design of the Samaritan House must create safe personal spaces inside the shelter to give homeless people a sense of security, a sense of self-esteem, and a sense of belonging. The design must facilitate social interactions between residents, to help create a sense of community and a network of social support. The design must also extend its supportive qualities outward, into the neighborhood, to strengthen the surrounding community and to create a positive awareness and a positive image of homeless people. The full meaning of these design issues and goals, and how they are achieved, is elucidated later in this statement, when the sociophysical elements used to achieve them are explained.
The premise of this thesis is that the realization of the connection between environmental form and human behavior can guide and enrich architectural design. The branch of architecture which concentrates on this connection is called
Environmental design asserts
architectural elements have certain social-meanings and social-functions under given sets of conditions. (AJhen the meanings and the functions are identified in the context of their architectural conditions, the elements can be used to create desired social environments in design. It is the goal of this thesis to apply this design-philosophy toward the design of a shelter for the homeless.
In general, every architectural piece may be seen to exert sociological influences on three levels:
I. immediate effects influences exerted by the design on the people who enter and use the bui1di ng.
II. nearby effects influences exerted by the design on the surrounding neighborhood, its character, the sense-of-place of the neighborhood, and on the people who live in and use the neighborhood.
III. extended effects influences exerted by the design as a piece of the whole urban environment which forms the fabric of society.
For the purposes of this thesis, it is necessary to restrict the scope of the study to elements of the first. two levels: immediate effects the supportive environment inside
the shelter, and nearby effects the supportive qualities of the building for the neighborhood.
The first set of design criteria in the design of shelter for the homeless is that of basics: a sheltered place to sleep
and some physical nourishment must be provided. The shelter must provide adequate,warm, and comfortable sleeping
facilities. The shelter must have adequate, operable, and clean toilet and shower facilities, including provision of toiletry articles and towels. The shelter must provide a hot evening meal and a morning breakfast. Laundry facitlities and some storage should also be provided. Location of the shelter should be central and accessible to the population it is serving. This thesis assumes these as givens; indeed, the program for the Samaritan House will provide these criteria.
The task of this thesis is to fulfill the social and psychological needs of the homeless, architectural1y. In order to do this, it is necessary to analyze the sociological condition of homelessness. Homeless people have no privacy, no personal space. The space or spaces that they do occupy, on the street, are constantly subject to "spatial invasion." As a result, homeless people suffer from feelings of alienation
from society, a di sen-franchi sement -from other people and -from their rights. Humans are territorial beings, and when their
territory is violated, "normal" social behavior disintegrates.
Personal space refers to an area with invisible boundries
surrounding a persons body into which intruders may not come.
Personal space is not spherical in shape, nor does is extend
equally in all directions. What is more, there are major
differences between cultures in the distances that people
maintain to preserve their personal space. The violation of the
boundries of personal space constitute spatial invasion, an
intrusion into the boundries of a persons "self." Continual
violation of a persons self-boundries can result in a
perception of oneself as a "non-person." Such psychological
withdrawal obscures and abates the objectionable condition of
having no personal space. As Robert Sumner states, in his book
Personal. S.Bacea "In both the animal kingdom and in world
politics, an area that cannot be defended against intruders is
not considered to be a private territory or domain."
Power is control over environment both the physical and the social environment. In a real sense, power represents survival:
Unless the individual can exercise a certain minimal level of control he is at te mercy of other people and of external forces.
Without power he cannot satsfy his desires and needs, and his continued existence depends on the largesse of others more powerful than he. Power is a central, vital concept, one that Cmayl be seen as critical to life."7
Because they feel powerless, homeless people develop a low
self-esteem which further prevents any attempts to "get ahead
i n the wor1d."
Thus, an extremely important set of criteria which must be used is the provision of secure personal spaces for each resident. Each resident must have at least one small space which he/'she can identify as his/her own during his/her stay at Samaritan House. Some sense of defensible territory must. be available to each resident.
A pivital assumption of the research done on defensible
space theory and territorial signs is that people interpret the
presence of defensible space features and territorial signs to
mean that occupants have stronger territorial attitudes and 8
behaviors. This kind of increased personal power, the power
to exert one's influence on a space which can be called one's
own, will help to build self-esteem and increase perceptions of
self-worth, thus addressing and diminishing feelings of
disaffiliation. Sommer states:
...the defense of personal space whose boundries are invisible is a matter of gesture, posture, and choosing a location that conveys a clear meaning to others. In many situations, defense of personal space is so entangled with defense of an immediate territory that one sees them as part of a single process the defense of privacy....?
The architecture of a shelter can contribute to the emotional
security and social well-being of the homeless by providing a
small portion of inviolate space to each resident. The size of
this space, and the articulation o-f it, should both respond to, and reinforce its perception as a private space.
An appropriate place to provide each resident a personal space would be at each bed. The size of this space must be based on the proxemic patterns of the society or culture in which the shelter serves. Four distance zones have been compiled from observations and interviews for urban societies in the United States:
I. INTIMATE DISTANCE
Close Phase = physical contact Far Phase 6 to IS inches
II. PERSONAL DISTANCE
Close Phase = 1 1/2 to 2 1/2 feet Far Phase = 2 1/2 to 4 feet
III. SOCIAL DISTANCE
Close Phase = 4 to 7 feet Far Phase = 7 to 12 feet
IV. PUBLIC DISTANCE
Cl ose Phase = 12 to 25 feet
Far Phase = 25 or more feet
Personal Distance marks the boundries of "personal space." Impersonal business and social discourse occur at Social Distances, having more formal character at the far phase than that which occurs in the close phase. The boundary between the
far phase of Social Distance and the close phase of Public Distance marks the line between inside and outside the circle of personal involvement.
Thus, the size of each personal space must occur somewhere between Personal Distance and Public Distance. To provide each resident with his/her own 12 foot by 12 foot space might seem ideal, but it has definite drawbacks. A shelter literally cannot afford to build this kind of space. Secondly, this large a space borders on isolating the residents, which is an undesirable result. A 4 foot by 4 foot space is too small in which to put a bed. Thus, the size of the space must occur in between these two limits.
Bunkbeds cannot be used because the proximity of one bed to another would violate the boundries of Personal Distance. This arrangement will allow social interactions to take place between beds while still preserving the area of personal space.
The articulation of this space must reinforce its
perception as a private space. Such reinforcement can be
achieved by using "defensible space features" in the design.
The term "defensible space feature" was used by Oscar Newman to
refer to physical elements that delineate and define private or
semi-private spaces, thus making it possible for the occupant
of that space to protect against intrusion. Newman identifies
two types of defensible space features:
real barriers those which physically obstruct
symbolic barriers those which define a boundary.
Other writers have suggested that physical elements are used as
territorial signs, or markers, conveying messages.
barriers which make some enclosure, symbolic barriers which further define the space of each resident, and finally that the materials and construction of each space be somewhat flexible so that each resident has the opportunity to set-up territorial signs and markers of his/her own. This involves the potential for some furniture and space rearrangement, plus some tackable area and shelving for display of personal items and momentos.
I propose that each personal sleeping space be open to public space at the foot of the bed, and enclosed with real barriers on at least one side and at the headboard. One of these two enclosure walls must stand at least 7 feet tall. In addition, a symbolic barrier should occur between any shared spaces at. the area of the headboard.
Another result of powerlessness and disaffiliation is the feeling that one has no personal choice, no personal free-will. Thus, as stated by Diane Kahn, it is important to support a philosophy for design for the shelter that strengthens the
Thus each personal space must have
sense of autonomy and potency of the individuls residing there.
The layout of the shelter must allow the residents to make
choices about the order of their activities. Residents should
not be funneled or herded from one place to another.
To facilitate this 'sense of choice" I propose the following: the shelter should contain several different kinds
of spaces. One big space serving several functions is an arrangement that should be avoided; rather, different functions should be placed in different rooms or areas so as to create different spaces. These separate rooms or areas of the shelter should be articulated and detailed in construction and materials, to create a variety of character and milieus. Further, the organization of spaces should utilize a
"spokewheel" type of conceptual layout as much as possible; this will make choice an active part of the physical experience of the design.
Another important set of criteria for the design of the immediate-environment of the shelter is that which facilitates
soc i al
-interaction to help create a network of
supports. This would give residents a sense of community by offering them the opportunity to have and engage-in affiliative social ties. The nature of such a social-environment is complex, and cannot be all of one thing, or all of another. In other words, to create an environment which stimulates social-interaction it must be composed of several differentiated spaces, each one making its own contribution.
There must be central gathering places in the shelter. These must be places that, are not owned" by anyone, but will be used by many, or all, of the members of the shelter. These central gathering places are good settings for informal and accidental social contact.. These central gathering places must have 3 characteristics:
1. the setting must be central; people must
pass through it on their way to other places.
2. there must be places to sit or rest.
3. people must be able to stop in the setting to
converse or watch others without blocking
the flow of vehicular or foot traffic.
It has been found that residents of Skid Row hotels often
spend time with other residents in the hotel lobby looking out
at the passing scene; card and board games are frequently
played in these areas. Thus, I propose that small-group spaces
be set apart inside the larger central gathering spaces to
facilitate this interaction.
These small-group spaces should
be of different sizes, accommodating 2,3,4, and 5 person groups. Of course, spaces for larger groups to occur will be part of the central gathering spaces. These central gathering spaces, which would be such rooms as the cafeteria, the laundry room, and the recreation room should be located so that they have prime access to the windows with a view of the street. The windows in these areas should have low sills to facilitate
views from a sitting position.
Social interaction is also affected by the relative
locations of different facilities. Social-group-membersip is
strongly influenced by location and distance. Thus, groups
that might benefit from interaction with one another should be linked by adjacencies to a common central gathering space.
Finally, a set of immediate-environment7 criteria must exist for the design of the shelter to function smoothly as an institution. This means that the building must exist as a physical place where an organization can operate effectively and in an orderly manner. The building design should allow easy maintenance and logical service access. The design should facilitate the work of the staff.
The shelter must maintain a set of rules and conduct some form of supervision. There must be a central control point to monitor all the activities in the shelter and allow fast and non-circuitous access to all areas. All of the public spaces
and sleeping areas must avail themselves to some form of
supervision. The sleeping spaces, while on one-hand private spaces, must be in some way open to a common observation point. The degree of openness should depend on which group of people is i nvolved;
Adult mens sleeping areas should be the most open to observati on.
Adult womens and teens sleeping area should be moderately open to observation.
Familys sleeping areas should be the least open to observati on.
The Samaritan House must relate to the identity and
character of its sponsor, the Archdiocese of Denver. The
director of the shelter, Father William Kraus, has expressed
the design attributes which the Archdiocese would like to see
characterize the Samaritan House. The shelter should be:
-functi onal -austere -si mple -bri ght -cheery -NOT gaudy
The general character of the Samaritan House should have a 'generic religious quality to it, but religion should not be dominant or prosyl1etizing. The chapel will be the only
denominational place in the Samaritan House; it should
symbolize the Catholic denomination, the Good Samaritan, and the Franciscan order. In addition, the chapel must be of a
character that will accomodate the non-denominational services
that are often held there,
The design of the Samaritan House must also extend its supportive qualities outward, into the neighborhood. This, then, is the level of nearby-effects. The shelter must help to create a positive awareness and a positive image of homeless people. The shelter must also strengthen the surrounding neighborhood, that is, bring it. together with an improved sense-of-community, with an improved vitality as a unit.
Again, it is necessary to analyze the sociological factors involved with these issues. There tends to be a negative attitude among the general public towards the homeless. Popular attitudes towards the homeless usually involve images
of the drunk, the derelict, the outlaw, and the stranger.
There is a generalized distrust of the disaffi1iate.
Antipathy towards the homeless is fueled by the myth which
portrays the homeless person as a tramp, a hobo unwilling to IS
work, Part of the public stereotype portrays the homeless
person as being of a hopeless, non-redeemable condition.
My own assessment of these attitudes [towards the homeless], inferred from the treatment accorded and the mildness of public response to "the screams of the unwashed" is that they consist of about five parts indifference, one part hostility, one part annoyance, and one part an amalgam of revulsion and morbid curiousity.20
Most people would agree that something should be done for the
homeless, but 'not in my neighborhood.' Awareness of homeless
people does not seem to provoke an interest in providing
solutions to homelessness at the neighborhood level.
The reasons for such attitudes involve a number of social
phenomenon. One of the reasons for distrust of the homeless
person is not so much that he/she is a deviant, as that he/she is
outside the usual system of sanctions, and hence his/her
behavior cannot be predicted with any certainty. Another
reason is that the general public has no clear conception of what a homeless person really is, or of how he/she gets to be that way.
The qualities of disaffi1iation and powerlessness which mark the condition of the homeless also seem to have an adverse
affect on public attitude. Lack of power provokes abhorrence
and disrespect rather than a nuetral reaction. In other words,
society at large may fear and abhor the homeless because of
Powerlessness is tolerated in some
statuses, notably infants, the very sick, and the mentally retarded. But since power is, in Hawleys phrase, "the capacity to produce results," and social life depends for its existence on the production of results, there are limits to the amount of powerlessness a social system can tolerate.
The negative attitude of the general
population toward skid row men may be based, in part, on the social abhorrence of
Typically, business communities are reluctant to have
shelters in their neighborhoods because of the fear that it will change the area into a place where depraved misfits and violent men will hide and plot. Historical 1y, the hoboes of
old were associated with, or at least exposed to, the influence of the International Workers of the World, a fundamental Marxist group regularly involved in labor organising and
violence, (usually initiated by concerned citizens). This
image may remain as one of the subtler factors biasing the business community against the homeless.
Thus, labelled as misfits, degenerates, scum, subhumans who "swarm" and run in "packs," linked with mass murder, political assasinations, violence, and theft,
described as vandals and polluters, eyesores and health hazards, imposing terrors on honest citizens, homeless men are a national problem crying for a "solution" of some kind. They are to be kept out, chased away, locked up, segregated in some palce, with "others of their kind."26
The architecture of a shelter should therefore seek to remove or diminish the stigma which is placed on homeless people, and the areas known as "Skid Row." The first set of criteria is thus to improve the appearance of the neighborhood by lessening the impact which the homeless will have upon it. The Shelter will intake residents at certain times of each day; during the other times of the day homeless people will be waiting to be accepted into the program. The shelter should provide an offthestreet waiting area for this purpose. The
provision of waiting lounges for prospective residents and those
people seeking services, will preserve the appearances of the neighborhood by preventing loitering and long lines on the street. Such of f-the-street waiting areas should be
com-f ortabl e, and should have plenty o-f visual-access to the street, for those who are waiting.
The second set of criteria for the nearby-envi ronraent is that the design of the shelter serves to facilitate favorable social contact between the public and the residents of the shelter. This can be achieved by incorporating the elements of gardens, terraces, and porches into the design of the shelter. Gardens, terraces, and porches would provide an opportunity for residents of the shelter to be a part of the neighborhood by participating vicariously with events on the street. The gardens and terraces need not provide direct access; they could be a second or half-level to the street. Such outdoor spaces
would give the people of the community an opportunity to interact with the residents of the shelter in a stable social environment, and would allow the public to see the homeless as persons who have the ability to lead composed and productive lives. Thus, these elements would facilitate a favorable awareness of the homeless and create a postive image of them in
the neighborhood and community.
of the neighborhood, to strengthen the soci al f abri c of the community. The shelter should be designed to include retail, commercial, or office space which can be rented to the public. These spaces should be built and operated to serve the needs of the neighborgood in which the shelter is being built. These spaces should be thought of as a way to give something useful to the community so as to strengthen it and improve it..
To conclude, the design criteria established will be listed in summarized form.
I. Provide basic shelter:
1. Provide adequate, warm, and comfortable sleeping f ac i 1 i t i es.
2. Provide adequate, operable and clean toilet, and shower facilities, including toiletry articles
3. Provide a hot evening meal and a morning breakfast.
4. Provide laundry facilities.
5. Provide some storage space.
6. The location should be central and accessible. Provide a small portion of a personal space for each resi dent.
1. This space should be private, in the same area as the resident's bed.
2. This space should have dimensions of 12 feet by 10 feet.
3. This space should have 'real' barriers on at least one side and at the headboard.
4. One of the above real-barriers must be at least 7 feet tall.
5. This space should have symbolic barriers between any shared spaces.
6. The materials and construction of this space should provide some degree of flexibility for rearrangement and personali2ation.
7. Provide a tackable area on one of the real-barriers and some shelf-space in each personal space.
Layout of shelter should allow residents to make choices;
1. The shelter should contain several different kinds of spaces.
2. Huge multifunction spaces should be avoided.
3. Place different functions in different rooms or areas.
4. Separate rooms and areas should be detailed and articulated differently, in materials and construction, to create variety.
5. The organization of spaces should utilize a
"spokewheel" type of conceptual layout, to make choice an active part of the physical
experience of the shelter.
IV. Provide central gathering spaces which facilitate social-
interaction and support-networks:
1. These spaces should be central in setting.
2. There must be places to sit or rest in these central gathering spaces.
3. These spaces must be situated so that people can
stop to converse or watch others without
blocking traffic flow.
4. There should be several small-group spaces, of different sizes, set apart inside the larger central gathering spaces.
5. The social-spaces, both the larger central gathering space and the small-group spaces,
should be located so that they contain windows
with a view of the street.
6. Windows in these areas should be low to facilitate street-views from sitting positions.
7. The central gathering spaces should form adjacencies which link mutually beneficial groups across the common central space.
V. The design must function smoothly as an institution:
1. The design should allow easy maintenance.
2. The design should provide logical service access(es).
3. Provide a central control point for the staff.
4. The spaces of the building must be supervisable, to different user-groups:
a. most for adult men
b. moderate for adult women and teens
c. least for families
5. The design should relate to the identity of its
sponsor. In this case, specifical 1y, the
Archdiocese of Denver The design should be:
funci tonal -austere -si mple -bright -cheery
I. Improve the appearance of the neighborhood:
1. Provide an off-the-steet waiting area for prospective residents and people seeking servi ces.
2 _ These off-street waiting areas should be comfortable and provide plenty of visual access to the street.
II. Facilitate favorable social contact between the public and the residents of the shelter:
1. 2 Incorporate elements such as gardens, terraces, and/or porches into the design of the shelter. The gardens and terraces can be on a second or halflevel up off the street.
III. Improve the business climate of the neighborhood:
1. n The shelter should be designed to include retai1, commercial, or office space which can be rented to the public. These rental spaces should be built and operated to specifically serve the needs of the
Model -for the Provision of Shelter
The -following represent one of the very few existing models for creating and providing shelter for the homeless. This model covers only the most basic requirements for creating such a shelter; however, it is a starting point.
A Proposed Policy Toward the Elimination of Homelessness in the District of Columbia
The following is a model for the provision of shelter involving all sectors of the community. It is offered in the hope that it may be of value to those who, in government or in the private sector, want to initiate an emergency shelter program that is both cost-efficient and humane. It was adopted by D.C. Mayor Marion Barn,- on February 14, 1979.
Something is very wrong. What is wrong is that the walking homeless, the street people, have become missing persons: missing from our consciousness and our deliberations. Therefore, they stand outside the range of institutional possibilities; they have become Americas untouchables.
As a result, human beings, Gods children all, freeze to death for lack of shelter, or, more accurately they are killed by lack of concern. Some die quickly in abandoned buildings, during snowstorms; some die by degrees, slowly tortured on the rack of poverty. Human suffering, which should be concrete and visible, has become abstract and unseen.
We have built a wall between ourselves and those who have no place to lay their heads. That wall must come down, and it must come down now. The homeless demand shelter, not excuses. They demand dignity and not the demeaning that comes from sleeping on the street. They demand that the insulation of our lives be broken by paying the debt of our neglect. They demand that here and now, in the capital of the wealthiest nation on earth, basic shelter and adequate nutrition be recognized politically, philosophically, and programmatically as an absolute and inalienable human right.
The creation of adequate, accessible space, offered in an atmosphere of reasonable dignity, for every man, woman, and child in the District of Columbia who needs and wants shelter, leading to the rapid elimination of homelessness.
The proposed policy is, in part, a response to the diminishing nature of government resources, and the growing recognition that government should not be entrusted with the solution of all problems. The model of cooperation that this policy sets forward will serve as an example for other municipalities faced with the same problems and the same opportunities. In undertaking this effort, the District of Columbia will set the example and lead the w'ay to the eventual elimination of homelessness throughout the country.
DEFINITION OF HOMELESSNESS
The only judge of an individuals need for shelter should be that individual. While it might appear that someone has viable alternatives available, those options cannot be assessed by a third party who has little or no knowiedge of their adequacy, emotional ramifications, or other limiting factors. Given the nature of basic shelter, which will never pose a serious challenge to a room or a home of ones own, anyone who requests or is in apparent need of shelter is entitled to it. Yet, every effort must be made commensurate with the development of personal relationships, to aid in the creation of viable alternatives for the homeless.
During the past two years, 24 people have died of exposure in the District of Columbia.
On any given night, when available shelter space is occupied, it is still possible to count hundreds of people who are homeless and must remain on the street. While the need for additional shelter space is clearly demonstrable and apparent, it is also, at the present time, undetermined. The homeless refuse to stand still and be counted. Nor will they register for the census.
There is no city in the United States that has either accurately determined or met the need for shelter. In part, this is a result of a traditional, but, in this situation, faulty approach. We must reverse this process, realizing that it will only be possible to gain an accurate understanding of the need after it has been met. Consequently, only through the creation of adequate, accessible space, offered in an environment that insures human dignity, wall we be able to bring the homeless inside, and finally be able to count them.
While we must proceed with a proportionate sense of urgency, we must also understand that many street people have been deeply hurt and alienated over the years. Many will come to the shelters slowly, and then only if our efforts are sincere and our approach one of justice and right, rather than charity.
The government has a primary responsibility to respond to the needs of the homeless, as well as having access to the resources necessary to meet that need. Yet, we live in a participatory democracy, where each of us has a direct responsibility for the maintenance of our environment, and the care of the neediest members of our society. The private sector must assume its role in augmenting the efforts of the government, to provide the financial, physical, and human resources required to meet the needs of the homeless.
The business and religious communities must couple their involvement with the participation of concerned citizens in the effort to provide shelter.
Most importantly, the homeless must have the opportunity to become a part of that process, allowing for the self-help contribution to equal participation. Each segment of the community must be encouraged to contribute to that effort in the most cost-efficient manner, but in such a way as to create the quality services to which all are entitled.
Government, at the highest levels, must take the lead in calling forth these resources by initiating a highly public and aggressive campaign to elicit participation. That is, we believe, a realistic approach to responding to the needs of the homeless, as well as establishing a viable, new, creative, and dynamic
approach that combines the efforts of the entire community to address common concerns.
It is within that framework that a Mayors Advisory Commission on the Homeless will be formed. The Commission wall be composed of representatives of the religious and business community, government, and the homeless. The role of the Commission will be:
A. To report directly to the Mayor, on the quality an( development of shelter.
B. To serve as liaison between the public and privat sectors.
C. To actively participate in the ongoing developmen of resources.
D. To insure the quality and quantity of service in th< emergency shelters.
E. To approve all contracts for providing shelte which DHR might choose to negotiate.
F. To improve and develop present policies an< programs to better serve these groups within th< population receiving shelter according to thei unique needs: the elderly, the psychologically an( physically disabled, alcoholics, and others
To expedite the implementation of the proposed policy regarding the creation of adequate, accessible shelter space, leading to the elimination of homelessness in the District of Columbia, and recognizing that winter weather is an immediate peril to life and health, the following must occur with suitable speed:
1. A meeting of representatives of the committet drafting this statement and the Community foi Creative Non-Violence with the Mayor and appropriate government officials, and
2. The creation of the Mayors Advisory Commis sion on the Homeless.
III ...... ENVIRONMENT
A. Location The location of shelter should be decentralized and based upon the needs of the population they are serving. That is, as much as possible shelters should be within walking distance of the people to be served rather than a distance which would require extensive outreach in order to transport them to shelter.
B. Neighborhood Support Neighborhood support for locating and maintaining shelters will be aggressively sought.
C. Hospitality Centers Where it is not possible to locate a facility so that all in need of shelter in a particular quadrant of the city are within walking distance of that facility, Hospitality Centers would serve as gathering areas where street people could rest and wait to be picked up and brought to the nearest shelter.
D. Transportation Where shelters are located some distance from the areas where street people spend their days, free transportation will be provided from the Hospitality Center to the shelters, and back again the following morning.
E. Hours of Opening/Closing In the establishment of hours of opening of particular shelters, seasonal weather conditions will be a primary governing factor outside of the basic expect ation of providing guests with at least eight hours of rest. Every effort wall be made to allow guests to remain at the shelter or to provide access to alternative shelters during inclement weather.
F. Shelter Operation The shelters will operate on a year-round basis.
A. Bathrooms All shelters must have adequate and operable toilet facilities.
B. Showers All shelters must have adequate and operable shower facilities.
C. Toilet Articles All shelters will provide needed toiletry articles.
D. Bedding All shelters wall provide adequate and comfortable sleeping facilities.
E. Clothing All shelters wall provide guests with pajamas and slippers. Shelters wall also be able to distribute other articles of clothing donated by the community at large.
F. Food All shelters will provide their guests with a hot evening meal and wath breakfast in the morning. Where possible the food wall be prepared at the shelter itself. The purpose for this is twofold. It is less expensive to buy bulk food and have volunteers prepare it, and it affords an opportunity to include the guests in the work of running and maintaining the shelters.
G. Recreation Each shelter will have a common area where guests will be able to socialize wath staff, volunteers, and amongst themselves. The wherewithal for appropriate recreational and leisure-time activities wall be provided.
H. Medical Facilities Every effort will be made to provide on-site medical care and mental health services for persons utilizing the shelters.
I. Laundry Facilities Adequate laundry facilities wall be provided.
J. Storage Facilities Adequate storage facilities wall be provided to protect valuables of the guests.
A. Intake Procedure People wall be welcomed to the shelter, informally asked their names, and directed to the various services they might wish to avail themselves of.
B. Atmosphere A pleasant, emotionally inviting, and home-like atmosphere wall be created in the shelters.
C. Level of Equality It is very important that there is nothing and no one in the shelters which creates the impression that guests are inferior or second class citzens. Guests must not be herded or ordered but at all times treated courteously and wath respect.
D. Structure for Development Each shelter will structure in opportunities for guests to take responsibility by participating in the maintenance and operation of the shelter. Such a program will include several levels of participation leading toward guests becoming members of the staff or toward their referral to outside job opportunities.
E. Referrals Every shelter wall have someone capable of referring individuals to outside job opportunities, and other available and appropriate resources.
F. Staff/Volunteer Levels Adequate numbers of staff and volunteers will be present at all times in all shelters and Hospitality Centers.
Information and Background
The Samaritan Shelter And
The New Samaritan House
-Goals and Objectives
-Poli ci es
History of the Samaritan Shelter And of the New Samaritan House
On February 3rd, 1981, Holy Ghost Church opened its doors
to the people of Denver who needed a warm place to sleep.
Between 30 and 40 people were expected to make use of the
shelter offer, but about 200 actually came that night.
Homeless people continued to come for shelter all that winter.
By March, nearly 500 homeless people were sleeping in the
church each night. Three meals a day were provided by the 1
parishioners. It was decided that a permanent shelter
was needed. Central Catholic High School, at 1836 Logan
Street, which had been closed because of declining enrollment,
was selected as the site for an appropriate facility. This
project was sponsored by the Basilica of the Immaculate
Conception and the Holy Ghost Church. Thus, the Samaritan
Shelter opened on November 8, 1982, with a grant of $50,000
from the Archdiocese of Denver, and donations of clothing,
linens, personal items, and food. Because the structure of shelter was originally a high school, there are many inherent problems which impede the functioning of the shelter. Because of this, and the fact that the value of the property has esca lated, due to the down town development, it has been decided to build a new shelter, designed to meet the needs of an expanded and improved program. This will be the new Samaritan House.
The Archdiocese o-f Denver has acquired the full city block
bounded by Broadway, Lawrence, Larimer, 23rd as the location for the new Samaritan House, the writing of this thesis, the actual project stage, with construction forecast to begin in or fall of 1985.
and 24th streets At the time of is in the design the late summer
Goals and Objectives o-f the Samaritan Shelter
And of the New Samaritan House
The Samaritan Shelter is a unique kind of shelter. It exists to provide more than just a nights bed and board. The sign in the dining area reads, "We are happy to help you help yourself." This statement typifies the objective of the Samaritan Shelter; to help its quests improve their condition. It is the objective of the Samaritan Shelter to provide an atmosphere, and the supportive services necessary, so that the homeless can place themselves in better circumstances when they leave, in terms of money, job, health, and spirit, than when they came in. It is there to provide a base from which to ease back into the worka-day world. The basic goal of the Samaritan Shelter is to provide this service until there is no longer a need for it, to put an end to homelessness in Denver. The mission of the new Samaritan House will be identical.
Volunteers and donations from the community are considered vital to the concept of the Samaritan House as a service by the whole city, by the whole community, not just that of the Church. The Samaritan House aims to provide an environment that will strengthen the residents sense of self-worth and dignity, such that they will be encouraged back out into the
"Samaritan seeks to provide an atmosphere condusive to spiritual reflection for
its residents. Rest and nutritious
food are indispensible to fitness foremployment which in turn is
improtant for self'respect. A non-
institutional, family setting, not a
place where one feels incarcerated, is productive in making residents feel part of the normal life of our society. It is
interesting to note that here, locked doors are for keeping people out not in.
Safe, clean, bright surroundings help
guide peoples behavior in a socially
acceptable direction. The staff hopes that during their stay, people will feel
safe in its community, and elevated in
motivation to be sel f--supporting. "3
Currently, the the Samaritan Shelter, priority is given to the basics of food and bed, clothes, and laundry. The facilities do not exist in which to operate a more extensive program. The new Samaritan House will continue to offer these fundamental needs, and in addition, will focus on expanding its programs of services in 3 ways:
1. There will be better living accomodations for the residents. This will apply especially to family
accomodations. Currently at the Samaritan Shelter, all families live in the same space. It is felt that this is a complicated situation, where families end-up sharing their problems. In the new Samaritan House, families will have their own spaces, separate for each family. Also, the mens sleeping quarters will be better. At present, in the Shelter, the mens quarters shares space with the cafeteria. In the Samaritan House, the mens quarters will be seperate
from any other functions.
2. There will be more social-services available in the new Samaritan House. More couseling and guidance will be available. Educational services and job training will be available. More medical and clinical services will be avai1able.
3. An extended residence, of up to 90 days, will become available to anyone who will agree to serious training, and counseling. This will be offered on a case-by-case basis to those people who are actively bettering their situation.
Policies of the Samaritan House
The policies of the new Samaritan House will be the same as those at the current Samaritan Shelter? there may be some adjustments made, due to the new expanded program at the Samaritan House, but they are unknown at this time.
Admission to the Samaritan Shelter for free room and board is given on a 'first-come-first-serve basis to anyone who can take care of him/herself and children. No referral is required; the residents are not prescreened. In order to be admitted to the program, the applicant is asked to volunteer work-time for a full day before initial intake. This gives
some a chance to see what the shelter is about and deters others who might not be serious about complying with the shelter's policies or program. This waiting period aso givs the staff a chance to see if the applicant will fit into the program. Shelter policy limits a resident's stay to 28 days. The Samaritan House will expand its program to allow some residents to stay longer, up to perhaps 90 days, if their situation and improvement merit or require a longer stay. This decision will be made by the staff, on a case-by-case basis.
Everyone is treated with courtesy and respect in the Samaritan Shelter. It is the policy of the Samaritan Shelter not to force anyone to change their lifestyle; people must change
it tor themselves. However, no alcohol or drugs may be used during the 28 day period of a residents stay, because these tend to create disturbances in the shelter and interfere with work outside. The residents are responsible for following-up on referrals for jobs, or health, or social services; although, help is given if it is needed. Once someone leaves Samaritan Shelter,it is shelter policy that they cannot return for at least 90 days, even if he or she has been there for only one day. This policy exists to prevent a "revolving door" cycle of use, whre the residents use the shelter as a crash-pad only. When requesting re-entry to the facility, the applicant must go through the entire initial intake process.
Rules of the Samaritan House
A minimum set o-f rules is essential to maintain order.
Eviction from the shelter results if they are broken. The rules
of the new Samaritan House be the same as those at the
; v.: i
RULES OF THE
RESIDENTS KAY STAY AT THE SAMARITAN SHELTER UP TO 78 FAYS, I F. OF CHAMGF, AND ARE EXPECTED TO BE WORKING, LOi KING FOR W RK, OR OiBF-A.'iG i;E! i 1KG THI,'SELVES STABIL17E THEIR LIVES AND ACHIEVE INDEPENDENCE FROM THE SNH.lt R AND iiOITEI LSSNL EXTENSA. NS OF TIKE WILL BE CRAM ED ONLY RARELY, AND Ti'LY MILL ALi i NO UPON THE ABOVE LENT IDLED EFFORTS.
1. Residents will be trecited with courtesy and respect, and ere expected to treat one another in the save way.
2. Every resident must be able to take care of himself or herself, and parents r;,j$t be able to care adequately for their children.
3. Residents must leave the building at 8:00 AM (9:00 AM on Sir days) and return between 0:00 PM end 7:00 PM. Anyone returning later than 7:00 PM without a pass will lose his or her bed.
A. These con be no loitering around the building ct any lie. In ether isnl", do not return until 6:00 PM.
No drugs,'alcohol, paint, glue, etc. will end anyone returning intoxicated or ur.der be allowed back in.
be permitted inside the Shelter, the influence of drugs will not
6. No weapons or sharp objects will be cl lowed in the Shelter. Weapons must checked in upon arrival, and residents found with weapons will be dismiss
7. Residents found stealing from one another or the Shelter will be dismissed.
8. In cose of a serious fight or disturbance, all residents involved will be dismissed.
9. No food or drink may be brought into the Shelter, end smoking end eating will be allowed only in assigned Greas.
10. Single men are not permitted in the women's and family sections of the She! ter.
11. All residents must shower daily, and dress appropriately while in the Shelter.
12. Residents are limited to one load of wash when they wash clothes, and first-dcy residents nust wait til! others are finished.
13. All residents are expected to contribute to the order and cleanliness of the Shelter, must store ci! their belongings in their assigned boxes, end heve their beds made and boxes stored in their beds when they leave in the morning.
IP YOU HAVE ANY QE Til.s,
PLEASE SEE ONE OF THE STAFF
. -imts i n ii WW|
EARLY V'AKE-UP: Those wishing to be awakened early, sign the early wake-up sheet. Coffee and doughnuts will be available for ealy breakfast, and a bag lunch will be available for those residents going out to work.
6:30AJ!----bake-up for all residents
6 : 45AM---Breakfast
8:00AM-----All residents must leave the building.
(Sundays, wakeup and breakfast and departure time an hour later.)
(Those who came in after 11:00 PM may sleep until noon, and then leave the building after lunch. Those who came in after 5:00 AM may stay in to sleep all day.)
12 : 0 0----Lunch
5:00PM------Check-in time for new residents*
6:00PM------Returning time for all residents, and supper.
7:00PM------Supper line closes & end of returning time.
7 : 3OP i A 11 children & parents must be out of the dining room.
'8:30PM-----Ail) showers must be finished & towells checked in.
J|: 00 PM--All children must be in bed.
3;0.00PM----All women must be out of the dining room, & all personal
wash must be finished.
10:30PM-----Television must be off and lights out. ALL RESIDENTS MUSI BE IN BEL).
KB: Clothing requisitions will be filled on Monday, &
Friday during the day. Please fill in requisition by the evening before, giving name, bed number, item desired & size. Items will be limited, & the Shelter may not have all the items requested.
Staff of the Samaritan Shelter
Executive Director Associate Director
Men's Supervisor, 1 A.M. to 9 A.M. Women's Supervisor, 1 A.M. to 9 A.M. Men's Supervisor, 5 P.M. to 1 A.M. Women's Supervisor, 5 P.M. to 1 A.M. Child Care Director Food Manager/Cook Assistant Cook Maintenance men 2
Off-duty Police Officers 4 part time Receptioni st/Secretary, weekdays Clothing Managerial unteers
Staff of the Samaritan House
Executive Director Director of Operations Program Director Chaplai n
Child Care Director
Men s Shift Supervisor I, 1 A.M. to 9 A.M.
Women s Shift Supervisor I, 1 A.M. to 9 A.M
Men? s Shift Supervisor I, 5 P.M. to 1 A.M.
Women* s Shift Supervisor I, 5 P.M. to 1 A.M
Shift Supervisor II
Shift Supervisor II
Shift Supervisor III
Youth Counsel or
Employment Counselor possible part time Long Term Counselor possible part time Recepti onist/Secretary
Secretary in charge of computer/books Food Manager/Cook Assistant Cook Assistant Cook
Dr i ver
OffDuty Police Officers - 4 part time
-receptionists kitchen -j ani tori al -dri vers -clothi ng -child care -educati on -counseli ng -supervi sors -office staff
PROPOSED ORGANIZATIONAL CHART SAMARITAN HOUSE
SUPPORT STAFF -secretary -computer/books
-genera 1 -youth
Progfam Receptionists Operations
-child -phone -clothes
-social -door -kitchen
DIRECTOR OF OPERATIONS
MAINTENANCE KITCHEN STAFF STAFF
-maintenance -cooks -janitor/driver
RESIDENT STAFF -janitorial -kitchen -clothing
PROPOSED STAFF AND SALARY PROJECTIONS
Director 30,000 Shift Sup. I (1) 15,500 Shift Sup. Ill (0) 14,500 Kitchen Staff (2) 12,500
Chaplain 17,500 Shift Sup. I (2) 15,500 Gen. Couns. 17,000 Janitor 11,500
Vol. Coor. 10,250 Shift Sup. I (3) 15,500 Youth Couns. 17,000 Driver 11,500
Secretary 14,500 Shift Sup. I (4) 15,500 Child Care 17,000
Comp/Uooks 13,000 Shift Sup. 11 (1)' 15,000 Dir. of Oper. 16,500
Pro. Dir. 20,000 Shift Sup. II (2) 15,000 Kitchen Staff (1) 12,500 $335,250
Resident and Volunteer Staff
-receptionists -janitorial-child care -kitchen -drivers -education
-clothing -office -counseling
Residents at Samaritan
People o-f all ages can be -found at the shelter. A minimum
age limit o-f six months is imposed because it is -felt that
babies younger than six months are at risk of being exposed to
diseases which may be present. The basic requirement for residents is that one can take care for him/herself; given this requirement, there is no upper age limit. The turnover rate at the Samaritan Shelter is about five or six men, and two or three women. each day. The amount of turnover varies for families but there is usually some change each day.
The present Samaritan Shelter has beds for 102 single men, 4S family members, and sixteen single women for a total of 164 beds. 25 to 30 additional mats can be added in an emergency overflow situation. In the current Samaritan Shelter, the cafeteria doubles as the mens sleeping quarters. The new Samaritan House will be designed to accomodate 120 single men, 70 family members, 40 single women, and 20 teens, for a total of 250 bed-spaces. A space for an additional 50 emergency beds will be included.
School aged children are encouraged to attend school while their families are residing at Samaritan Individual arrangements are made with the Board of Education to select the
Transportation of the children to school is the
responsibility o-f the parents;
can be picked up by school buses.
Some of the residents at the shelter seek permanent jobs. Many o-f the residents get temporary work with labour pools. These labour pools contract the workers out to factories and other employers. Such jobs generally pay minimum wage.
Employers benefit from hiring workers by the day (from labour pools) because its men and women are well-fed, sober, and reasonbly well rested. Thus, labour pools often send vans to the shelter early in the morning to pick up workers. For a good worker, a labour pool job can lead to a steady job.
The degree to which residents succeed in improving their condition varies with the individual. Some people improve their condition no matter what the obstacles are. Such people are temporarily in crisis; they have a high degree of selfesteem and a strong drive to be self-supporting. Other people are so down-trodden that they cannot pull themselves out of the 'skid-row cycle of making the rounds to all the shelter facilities, never really getting better.
Some of the residents are the new poor Cthose people3 still looking for
permanent jobs...Half of the residents Cof the Samaritan Shelter] are helped for the short-term. That is, they can manage to keep it together for a period of time after leaving, but they return. A group of longterm poor, who are still motivated to succeed but, because they are unskilled and often victims of systematic injustice, barely get by and never get ahead. Alcohol,
the lack of sel -f-management skills, and life patterns which include giving up when things get tough, are reasons for the chronic homeless condition of some. Not all adults sleeping at the shelter find, or even look for work. These are generally the long-term poor who are not likely to change. About one person out of twenty becomes really stabilized and self-supporting for the longterm. A few [residents of Samaritan Shelter! have managed to save as much as $700. by the time their months stay was over. The 'new poor is the group most likely to benefit permanently from Samaritans program.7
Services Provided at Samaritan
About 13,500 meals are served at the Samaritan Shelter each month. Most o-f the food is donated by supermarkets, hotels, farmers markets, and the government's clearing house. The shelter also has an account with a wholesale food supplier.
A great deal of the donated food is on the verge of spoiling and must be used immediately. Because there is no way of knowing what will be coming in, storage and meal planning are complex problems. The cooks prepare a hot breakfast (6:30 to 8:00) and dinner (6:00 to 7:30) every day for the residents and staff. No second servings are offered, but a second cup of coffee can be taken after everyone has had a first cup. Brown bag lunches are prepared for residents to take along to work and lunch is served to anyone who is in the shelter at noon -including the new men. Volunteers help the kitchen staffto serve the dinner. Any food which leaves the kitchen must be eaten or thrown away. Health regulations prohibit its return after serving. No food or drink may be brought into the shelter by the residents because of potential problems with insects and rodents, but Csodal from a coin operated machine is
A daily shower is required for everyone. Residents are handed a clean towel at the intake desk each evening. It is returned after bathing. Some residents have indicated a preference for keeping the towel until after the morning washup. Razors (men) and toothbrushes are issued at the initial intake; shampoo, toothpaste, deodorant, powder, etc. are kept at the control area and dispensed a helping at a time to avoid waste. Soap is kept in the shower room. Except for late workers, all showers must be completed bu 8:30. Residents have the choice of bathing before or after dinner.
New residents are assigned beds and issued clean linen and blankets at the initial intake. The bed number becomes an important identifying factor for such things as laundry and Makeup lists or clothing requisitions. Once each week, guests are asked to strip their beds. Bedding is then laundered by volunteers at the shelter and the clean folded linen is put back on the beds before people return in the evening. Residents amust make their beds every day before leaving.
An average of -five or six 30 gallon plastic bags full of clothing and other items are given to the Samaritan Shelter each day. Dnce or twice during the month a resident can submit a requisition slip listing: bed number, the desired items and sizes. Slips are collected on Sunday, Tuesday and Thursday. The clothing manager and volunteers sort and size the donated clothes on Monday and Friday They fill the orders if they can and place the requested items on the beds.
Wednesday is "house laundry day" at the shelter. All the bed linen must, be washed, dried, folded and redi str i buted by the staff and volunteers. Towels are washed and dried by the Men's and Women's Supervisors every night. Residents can do their personal laundry in the evening. At present, only 8 or 10 loads a night can be completed in each dormitory because of an insufficient number of machines. Laborer's jobs often mean heavy dirt and with few changes of clothes, an adequate laundry facility is a necessity. A signup sheet for laundry makes it a system of first-come-first-served. When his/her load is done, the resident calls the next bed number onthe list. An iron and ironing board are kept in the office for anyone who needs them.
guests keep their belongings in large
At the moment, cardboard boxes which are placed at the -foot of each bed during the day and on the -floor at night. Limited storage space discourages people from bringing more than a minimum number of items to the shelter. Valuables can be stored in a safe vault in the office. Medicines and weapons are held in
the office until residents leave the shelter. They can be
reclaimed daily. Daytime parking space is provided for the autos of workers who are picked up and dropped off by a labor pool van.
Spi ri tual
Mass is given once or twice a week in the Chapel and short prayers are sometimes heard over the F'A system. There is no
pressure to accept Catholicism or any other religion - food is
not exchanged for faith. The Chapel is always open for quiet introspection and prayer.
Mail is distributed during daily intake. Telephone
messages are taken and relayed to residents and change is made for the use of the pay phones at the shelter.
All of the above services will continue to be provided at
the new Samaratin House. In addition, the new expanded program will provide the following kinds of services;
Various educational programs will be provided to help people improve their skills. Courses in money-management, family-management, and various kinds of job-training will be offered.
Two nights a week, a medical clinic, which is part of a city-wide network of clinics for the indigent, will open for Samaritans residents. Examinations and treatment for minor complaints will be handled at the shelter; more serious poblems will be referred to Denver General Hospital (DGH). Ambulance or other transportation assistance to DGH is provided when necessary. Two days a week the medical clinic will be open for indigent people in the outside community. An infirmary will also be provided for people who must be isolated and for minor problems which arise when the clinic is closed.
Indoors, an area for viewing a large screen TV and tables
for people to play cards and board games, enjoy soft drinks and talk in small groups is to be set aside for adults. Space for a ping pong table and a small paperback library will also be provided. It will be possible to sit outside when the weather permits. Childrens indoor facilities will include a TV, shelves for toys, puzzles and books, spaces for group play and storytelling. Because parents are responsible for their own children, accomodations must be made for them in this area also. At times volunteer daycare may be provided for children. Outdoor space will consist of childrens playground equipment and sand box, grassy areas and picnic tables.
Counseling will be provided by a guidance counselor, who evaluates residents needs for medical, legal and psychological help, vocational training and self-management skills. When it is indicated, the counselor will make referrals to the approporiate agency or facility, (Social Services, DGH, etc.). An employment counselor will make job referrals, keep track of residents work progress, and offer counsel when work related problems develop. Father Bunn leads "dialogue-scripture-prayer
services, which are in effect group talk sessions.
Spiritual counseling is provided by Father Dunn with assistance at times from Father Kraus. Members of the staff,
in general, make it a point to talk with residents about how things are going and offer encouragement. Social workers occassional1y see their clients at the shelter.
Toilet, shower, clothing exchange and medical facilities for the indigent population outside the shelter will be provided. The Chapel and counseling services may also be available.
A Typical Day at the Samaritan Shelter
until 6:30 A.M.
6:30 A.M. until 8:00 A.M.
until 5:00 P.M.
Mens and Womens Supervisors make bed checks.
Mens nad Womens Supervisors change shift and exchange information.
coffee and doughnuts for early workers are set out, workers pick up medications, weapons and sack lunches, leave for work, new men ask for admission, wait in line (al1 day).
Supervisors wake up early workers, everyone is awakened by P.A. system, hot breakfast is served, work passes, (for late return) are issued, residents pick up medicine, weapons, and sack lunches. Everyone leaves (except mothers and children, the sick, and night workers) Receptionist/Secretary arrives, Mens and Women's Supervisors exchange information and leave.
Lunch is served to those in the shelter (including new residents.)
Mothers and staff do house laundry, cook and helpers prepare meals, maintenance men
5 : 00 P.M.
7 s 00 P.M.
s00 P.M. to :00 P.M.
make repairs, new men are invited in to help with chores.
Mens and Womens Supervisors arrive and exchange information,Receptionist/Secretary leaves, women enter, give names, get mail,are issued towel, hand in medicines and weapons, shower, do laundry, wit in hall or on beds, read talk.
New men enter, give names, are told rules, are issued towel, razor and toothbrush, are asked for weapons and medicines, are assigned beds, shower, talk read, etc.
Police officer arrives, men line up to enter, give names, get mail, are issued towel, hand in medicines, shower, do laundry. Dinner is served.
Must be in or lose bed (except for those with work passes).
Hot. dinner is over, sandwiches are served to late workers. Children must leave the cafeteria/recreation area.
The office is busy making change, giving medicine, answering door and phone, locking up valuables.
No more showers allowed except for late workers.
9:00 F.M. Children go to bed.
until 10:00 P.M. People watch TV, talk, read, play cards, nap, do laundry.
10:00 P.M. No more laundry is allowed, women must leave the cafeteria/recreation area (which is also presently the mens dorm). Lights out (people can talk quietly in the hall).
11:00 P.M. Police o-f-fi cer leaves.
until 11:30 P.M. People can sign the wake-up sheet.
throughout the ni ght Supervisors do paperwork, make bed checks, do house laundry, and wake up workers with
Case Statement For The New Samaritan House
This statement was prepared by the Archdiocese of Denver, to describe the new Samaritan House, for the purposes of
funding and support.
In the early 1980's the problem of homelessness became became critical in the city of Denver. In November of 1982/ the Catholic Archdiocese of Denver responded to this need by opening up the former Central Catholic High School at 1836 Logan Street as a temporary shelter for men, women and families. The Samaritan Shelter became an immediate success, meeting the critical human needs of homeless people and receiving the instant support of the church and community at large. For almost three years now, the Shelter has enjoyed the enthusiasitc and generous help and favor of the Archdiocese, other churches and institutions, several foundations, and thousands of individuals in Denver and throughout the state and nation.
Samaritan Shelter is a short term (30 day) emergency shelter providing beds, meals, clothing, laundry and showers to 150-175 people daily. In addition to food and shelter, residents are assisted in a limited way to find jobs and other social, psychological, medical, financial and housing assistance. The shelter is served by a professional staff and a large number of volunteers.
'Since November of 1982, Samaritan Shelter has housed over 6,500 homeless people and served approximately 300,000 meals. Nevertheless, it is inadequate to meet the increasing numbers and needs of homeless people who come to its doors. There is a need for more bed space, but expecially a need for a longer period of stay and better programming to help homeless people stabilize their lives and break out of the situation of homelessness.
The Archdiocese .of Denver announced in October of 1984 plans for a new Samaritan House to be built at 23rd and Broadway streets in downtown Denver. The new Samaritan House will have a capacity for 270 beds, include a program for homeless youth, lengthen the time of stay to 90 days, and increase programs of counseling, education and other services to families and individuals.
Samaritan House, operating from a biblical vision of offering refuge and hospitality to the stranger and poor, will provide shelter and programs for homeless men, women, families and teen-agers. Residents will be accepted on a first-come, first-served basis and provided with a progrr?.' and environment wh- e they can find help, hope, and a chance to start again to improve their lives.
The program will provide fo->d and shelter and other essential physical needs such as medica1 care and clothing. The shelter and its physical, piovisicn will bo adequate and comfortable enough to provide honeless people an atmosphere of human dignity; yet it will be simple and spa-e enough to encourage them to work for something better and leave the shelter as soon as they can achieve independent living.
Beyond these immediate physical needs, the Samaritan House will help residents deal with the basic causes of homelessness: unemployment, lack of job and life-management skills, absence of supplemental income, drug and alcohol abuse, mental illness, and multiple family problems. By offering programs of education and counseling, the Samaritan House will help homeless people stabilize their lives and acquire skills and strengths needed to be independent and productive in their lives.
Samaritan House will depend on an increasingly large and sophisticated core of volunteer help, recruited from throughout the Denver metropolitan area, to augment the skeletal professional staff.
The new House will also work in close cooperation with the civic and ...
religious community in the provision of human services. It will link closely with other shelters and social agencies, both public and private in planning and executing quality programs of care for homeless people.
The individual programs of the Samaritan House will be divided into two phases. Phase I of a residents stay will be a short terra (30 day) emergency time, concentrating on the alleviation of immediate human needs and providing some resources for stabilization and growth.
Phase II will be a longer additional stay (60 days), for those who qualify, concentrating on programs of education and couseling designed for significant growth in personal skills necessary for life management and independent living.
Phase I: a 30-day emergency shelter, open on a first-come first-served basis to men, women, families and older teenagers (16 years or older) who have need for shelter, who can take care of themselves and their children, and who agree to keep the rules and regulations of the shelter.
TO PROVIDE SHELTER AND ESSENTIAL HUMAN NEEDS FOR 250 PEOPLE DAILY (includes people in both Phase I and II)
Beds for 270 people (maximum) daily, including 120 single w^nen, 40 single women, 20 teenagers, and 70 family members .
Meals for 250 people daily, including a hot breakfast, a hot supper, and a bag lunch for those who have jobs.
Clothes as needed, showers, and laundry facilities for all residents.
Medical care for all residents at the Samaritan House clinic or other area medical facilities.
OBJECTIVE B: TO PROVIDE FOR SHORT-TERM STABILITY, COUNSELING AND
EDUCATION NEEDS FOR 250 PEOPLE DAILY (includes people in both Phase I and II)
Methods: a) Job, housing and financial assistance, such as job
counseling and/or referral, linkage with supplemental sources of income (e.g. food stamps, supplemental security income, aid to dependent children), and housing assistance and/or referral.
b) Family care and education programs for 15-20 families, including child care and child education programs, and for parenting and family management.
c) Personal counseling as needed, especially through referi'al to area clinics and agencies for diagnosis and immediate counseling.
c) Youth shelter and counseling for 5-6 older teenagers
(16 years or older) daily, including crisis counseling assistance in contacting and returning to their families, and referral to other programs for teenagers.
NOTE: Phase I for teenagers will last only until they
return home, enter some other teenage program outside the Samaritan House, or enter the teenage emancipation program (Phase II) of Samaritan House.
Phase II: a 60-day program for stabilization and independence, open to any Samaritan House residents from Phase I who agree to a structured growth plan and a contractual agreement with Samaritan House to fulfill the requirements of that plan.
OBJECTIVE A: TO PROVIDE FOR EMPLOYMENT, HOUSING AND FINANCIAL STABILITY' AND INDEPENDENCE FOR 100 RESIDENTS (or 40% of the total house population).
Methods: a) Employment education and assistance, such as job training
and placement for those seeking permanent employment, and job counseling and supervision for those already satisfactorily employed.
b) Housing assistance, including connection with housing agencies, quidance in rent and financing plans, and help in household management.
c) Financial counseling and assistance, such as linkage with supplemental income and education in budgeting and money management.
OBJECTIVE B: TO PROVIDE FOR FAMILY EDUCATION AND STABILIZATION FOR 10-15 FAMILIES
Methods: a) Parents' education and counseling programs, dealing with parenting skills, health and nutrition education, and skills in family communication and management.
b) Childrens' programs, including a nursery, day-care and educational and recreational activities for all children.
OBJECTIVE C: TO PROVIDE FOR PERSONAL HEALTH, EDUCATION AND GROWTH NEEDS FOR 100 PEOPLE
Methods: a) Medical care, including diagnosis and treatment at the Samaritan House clinic for minor medical needs, and re-
ferral to other medical institutions for major medical problems.
b) Personal counseling in the area of emotional needs, especially through referral to area clinics and counseling services.
c) Group support programs, i.e. linkage with programs for recovering drug addicts, alcoholics, and other victims of dependency, and support programs for single parents, handicapped, youth, etc.
d) Education programs, such as classes, seminars and cultural activities at the Samaritan House, and assistance in obtaining a G.E.D. and other education and local institutions .
e) Spiritual services, including spiritual counseling and direction available for all, denominational and non-denominational chapel and prayer services (optional), and a chapel for quiet prayer and reflection.
OBJECTIVE D: TO PROVIDE FOR THE EMANCIPATION NEEDS OF 10-15 TEENAGERS (16 years or older).
Methods: a) / Youth counseling, at the Samaritan Shelter but expecially through other existing youth agencies, to deal with the causes of running and homelessness and the various problems resulting from abuse, etc.
b) Secondary education, including assistance in enrolling in local high schools, obtaining a Graduate Equivalency Diploma or other certificate, counseling for future career
c) Employment education and assistance, including job trainin and placement, financial counseling, and job and financial supervision.
d) Housing assistance in finding and financing independent
residence, alone or in a group situation, and education in household and money management.
NOTE: Samaritan House will apply for licensing as a
residential care facility for teenagers, enabling it to be a long-term residence and emancipation program, and enabling it to be a court-ordered residence program for older teenagers.
MEN'S RECEIVING LOBBY
Potential Resident Men
Men Seeking Clinic Services
t^bT. Gd. FTA&EA
waiting for intake waiting for services
comfortable seating for 50-70 nersons include windows, views secured from the rest of the shelter durable, easily maintained materials controlled access
vOCfAL- /MFUC'ATi *
-will preserve the appearance of the neighborhood by preventing long lines and loitering on the street
APCTA 2* KPLAT
-directly adjacent to Staff Offices/ Reception
-$eÂ§ir tQ Men, s Toilet, and Showers
-Entry ?rom"the ______
-plenty of visual access to the street
-seoerate from all other spaces in the shelter
WOMEN'S and FAMILIES RECEIVING LOBBY
Resident Women and Families Potential Resident Women and Families
Women and Families seeking Clinic Services
waiting for intake waiting for services
comfortable seating for 40 60 persons include many windows, views controlled access
secured from the rest of the shelter durable,easily maintained materials
*5oOAL /MPUi C'ATiCMS *
~Wj.ll preserve the appearances of the neighborhood by preventing loitering and long-lines on the street
-directly adjacent to Staff Offices/ Reception -entry from the street -plenty of visual access to the street -senerate from all other spaces in the shelter
TftY f t
(ZjYOEi ^ MENS SLEEPING QUARTERS
Nio. UkUTS ? 0NE B51 *hGL- FTAi6,ooo
[XttWb Resident Adult Men AGTiVlfieS Sleeping Reading Sitting Socializing
pe^iGrsl oKtTe^iA: -120 beds, in 12' x 10' modules for personal space requirements -2 "real barriers for each space; one of these must be 7 ft. in height -symbolic barriers between shared spaces -flexible construction and materials -tackboard and shelving area for each space -acoustically buffered'
5oOAL /MPWC'ATi^MS -will provide a private, -personal space to each resident -will improve the self-esteem and dignity of each resident by giving them some power over their own space
-directly adjacent to Men's toilets and showers -directly adjacent to Central ConTroI Desk =.LA1 t \ ^ *-[bort Tf^oLj t ^'eepli3l i7i
C-,Yp* O& "TVfS- ~ W0MENS SLEEPING QUARTERS
Klo. UfJ\TS ? 0NE Â£51
Resident Adult Women Activities Sleeping Reading Sitting Socializing
pÂ£t>l&Ni CRlT&RlA : -forty beds; in 12 x 10' modules for personal space requirements -2 "real" barriers for each suace; one of these must be 7 ft. in height -symbolic barriers between shared spaces -flexible construction and materials -tackboard and shelving area for each space -acoustically buffered
vOCtAL IhAV^O -will provide a private, personal space to each resident -will improve the self-esteem and dignity of each resident by giving them some power over their own space
2* R&LA1 -directly adjacent to Women's toilet and showers -adjacent to Central Control Desk ru^MsHips ? ^ ^
^fAGe TiTe' MEN'S TOILET and SHOWERS
hi O. Uh4\T& ONE r *bGi. FTAGfcf* 850
: RESIDENTS Adult Men AOTiVtTl^ Toiletries Bathing -usage occurs primarily in the evenings
seven water clcsets, six urinals eleven washbasins, twenty showers
easily cleanahle surfaces and materials, moisture resistant, durable
Ap3X6Â£MCi&Â£> & :
-Direct access from Mens sleeping quarters
-Near to Receiving Lobby
WOMENS TOILET and SHOWERS
Mo, UM\TS> 0NE Â£ET. EG. FT AGE,'. 500
Adult Women Bathing -usage occurs primarily in the evening
four washbasins, seven showers
Easily cleanable surfaces and materials, moisture resistant, durable
ApcrAde^ci&fe & ips:
-direct access from Women's sleeping quarters
-easily accessible from main circulation
"TVr'S- ~ CENTRAL CONTROL POINT
Mo. UM\TÂ£ 0NE FTa&E.* 150
* Shelter staff volunteers AGTiviTl&S Staff work Supervision Information Check-out and check-in of supplies, medications, weapons, other items.
Pe^iGNl : -Central location for visual supervision of the activities occuring in the shelter. -May occur on two levels, but should have direct supervision over the flow of traffic and activities in the shelter.
-will provide a centralized control-point for supervision of the entire shelter.
-to serve the needs of staff, make operation of shelter smooth
-directly ad.iacent to intake/ Reception waiting rooms -adjacent to Men's and Women's family and teen's sleeping areas
-visual access should be greatest to Mens sleeping quarters, least to families' sleeping quarters
fte laTi c?M^fcUÂ£Â£i:
If'vMAlTlMGr LoBgYJ /
^rAce Tire: RECEPTION/STAFF OFFICES
Klo. UsUTS? FIVE Â£51 'bQ.. FfA&e. 700
Director Associate Director Secretaries Volunteers Ac/nvrn&$ Recention and Intake of residents Recention of visitors Staff work Staff Conferences and meetings
Recention/information desk nlus volunteer areas: 200 sq. ft. Secretanal/Office snace: 100 sq. ft.
Director's Office: 100 sq. ft.
-Associate Director's Office: 100 sq. ft.
Small Conference Room: 200 sq. ft.
-to nrovide a nlace where the staff work can be done
-to nrovide a snace from which the staff can operate the shelter
-directly adjacent to intake/waiting rooms
-directly adjacent to Entry -should be on the Main Floor, near the Central Control desk -adjacent to Counselling Rooms
' COUNSELING ROOMS
Hi 0, UsHTS' &*Z?T> *bGi. FTAG7&* 100 ea
U'be^: AOTivifies -
oart-time counseling staff RESIDENTS (men, women, teens, and families) Counseling Job Referrals
Private Meeting Space
Comfortable sitting snaces No windows
"Warm" lighting no bright overhead lights
*500AL /MH-I^ATi^MS *
-will nrovide social services to those residents who desire to use them
-adjacent to Staff Offices
Couk^uikIGt I | f\ootA^p 'ssk
Trre staff tilets
Nl 0. TWO B'zrT. ebQ~ FTa(btf* 30 ea-
l: Staff Volunteers AOTiviT&5 Toiletries one Mens Restroom one Women's Restroom
Mens: one watercloset, one washbasin Womens: one watercloset, one washbasin easily cleanable surfaces and materials, moisture resistant and durable
vOCfAL- /MFUC/ATioMS '
APCTA6Â£MCI&Â£> ft -adjacent to Staff Offices -easily accessable by Donations Center and Central Control Desk 'LATic?kIHiP& fSTaFA \ ( OFFICES* 1
^fAGE I f LIN IS /EX AMIN ATI ON ROOMS
hlc. UbUTS* * E^T.
WttKb: RESIDENTS and NON-RESIDENTS Adult Men Adult Women Teenaee ^ovs Teenase "-iris "hildren PART-TIME v'SniO AL S^A^' AOTIVITI&5 Medical Examinations Diagnosis Referrals
Ruilt-in examination tables to be used Sink and lockable storage in each exam-room Easily cleanable surfaces and materials
mree Vedical Services will be available to the residents of
Samaritan House, and once or twice a week to non-resident dro^-ins.
-near to a street entrance for dron-in service -direct access to storage direct access to clinic staff-room -direct access to waiting room direct access to toilet and washroom
^fAoe t>ta DROP-IN MENS TOILET and SHOWERS
NIG UNIATS* ONE Â£51 \ fta200
little: NON-RESIDENT Adult Men ACTIVITIES) Toiletries Bathing -usage will occur throughout the day
two water closets, three urinals five washbasins, five showers Easily cleanable surfaces and materials, moisture resistant and durable
Homeless men will be allowed to use these facilities on a dron-in basis, without being involved with Samaritan's program.
-direct access from the entry
-near the clinic
Tire: DROP-IN WOMEN'S TOILET and SHOWERS
Klc, UnUTS> one FTa&E'* 150
Adult Women Bathing -usaere will occur throughout the day
two washbasins, three showers
Easily cleanable surfaces and materials, moisture resistant and durable
oOOAL /MPUC.ATi^MS '
Homeless women will be allowed to use these facilities on a drop-in basis, without being involved in Samaritan's program
A"PnTaÂ£.|E/4Ci&-Â£> Â£*. ip& "
-direct access from the entry
-near the clinic
^FAOe TtTS- SE,'IN#R R00KS
Nio. UNITS' F0UR T. bo.. FTA&Â£/ 750
Residents Staff Part-time Counseling and Education Staff Volunteers Lectures Educational Classes Meetings CrouD Counseling
-Lecture Room for 20 25 nersons = -3 seminar/counseling rooms for 3 --should be comfortable and flexible
300 sq. ft.
10 persons each = 150 sq. ft. each
-social service programs will be offered to any residents who wish to take advantage of them
-directly adjacent to Table and chair storage space
[Vrs* TA3LE AND chair storage
t4o. UnHTS 's E^T. ^a. ftA^e/i 3?5
Maintenance AOTiVTiS5 *
pee>iGrNi : Table and chair storage for 150 200 seating canacity Easily accessible
-directly adjacenct to dining room
-directly adjacent to Seminar Rooms
v4o. UkUT& 0NE Â£5T.
Residents Staff Volunteers AOTivrn&s' Dining -- Food Service Breakfast and Dinner, some Lunches Socializing
pee>iGh4 : seating for 150 200 oersons arranged so that it does not block traffic flow variety in seating ontions several small-grouo snaces should be orovided low windows with views of the street durable, easily maintained, easily cleaned materials
Kitchen Staff Staff
Preparing Food Cooking Food Storing: Food
-Service pass-through for both food and dirty dishes -dry storage and walk-in cooler -commercial grade equipment
oOOAL /MFL-I C'ATicjnI^
A-P^TAd&MCi&fe <2< ke.laTic>M<5>HiPS:
-directly adjacent to dining room -direct link with Donations Center
-direct link with garbage removal service
1 ccmtek )
shelter staff volunteers
Delivery of clothes and items
Delivery of food
Sorting; of clothes and items
Initial preoaration of food
-nrovide sorting space for clothes and items -nrovide orenaration snace for food donations -sinks and walk-in cooler for food necessary -storage space required
APvTA6^4ClEfe Â£x. KE.laT(C?M^H iPfe
-vehicular access for delivery and drop-off
-direct access to kitchen
OO KATlOf ['
Klo. Uh4\TS> '
Adult Ken Adult Women Teens
Â£51. bGt FTaOE/* 300
clothes laundering, drying, drying, folding
-nrovide snace for folding and sorting -six washers, eight dryers
-nrovide small-grouo spaces within or next to larger laundry space for socializing, reading, card-nlaving, etc.
Can be used as a socializing snace while performing laundry tasks.
A-pCTA6Â£/slC-lÂ£Â£> 2* RÂ£LATl^M^>HiP&:
near to a socializing area --
possibly incornorated with it.
-if used as a central gathering space, must have windows to the street.
"TVrE OUTDOOR TERRACE OR GARDEN
: Residents Staff Volunteers AC'Tivi'fJ&S Recreation Walking Sunning Socializing Watching Others
5ooal /MPUC* -facilitate favorable contact between the public and the residents of the shelter
-adjacent to Recreation Lounge -directly adjacent to Chanel -access to dining room jt l /// tAjK VAv H O/kIikIGt
t4o. UsUTS 0NE
Â£5T. *=>& FTagE/*
Staff Volunteers Residents Others...
non-denominational services some Catholic services
ii ....................... M# 'in
quiet, secluded atmosphere
symbolism? Catholic, Good Samaritan, Franciscan Order
the symbol of the Archdiocese' involvement in the religious and spiritual
-adjacent to terrace or garden -adjacent to lounge
*4o. Uh4\TS 0NE B5T.
L* Residents Staff Volunteers ACTivifieS -All varieties of social activities -TV viewing -card games -talking -smoking -sitting
pes i cK eft i T&ftiA^ : -large Central-Gathering space -must be places to sit and rest which do not block flow of traffic -must be several small-group spaces of different sizes within this larger soace -low windows with view of street -flexible space and furniture arrangement -durable materials -storage cabinets for games and equipment
-facilitate social interactions of all kinds -to provide recreation and relaxation
-adjacent to terrace or garden -adjacent to Chapel -visual access to street or neighborhood
-direct access to Men's and Women's Lounge Restrooms