Summary

• Stakeholder buy-in: Hospital Admin, Emergency Medicine, and Trauma Departments, Community, City, Department of Public Health.
• Culturally competent case managers who can approach victims at the “teachable moment” after injury and shepherd clients to risk reduction activities (as opposed to just handing people fliers for places to go).
• Capacity for in-house or referral to mental health services.
• A basic referral base to risk reduction resources (GED/school, jobs, housing).
• Court advocacy from the case managers.
• Capacity for long-term follow up with program participants (at least 3-6 months).
• Evaluation from the very start.
• An in-hospital champion (usually a clinician).

Once a secure funding stream has been established and the value of the program has been appreciated, it is time to expand. The following represents an ideal comprehensive program.

• Enough case managers to screen all victims of violence.
• Sustainable funding: line-item in city budget or ideally payment for service of case managers (there is taxonomy for this now!).
• In-house mental health services.
• Long-term follow up model.
• Mature quantitative and qualitative analysis expertise.
• Partnerships (MOUs) with risk reduction resources in community and city: vocational training, jobs, GED/school, tattoo removal, victim of crime office, housing.

• National Network of Hospital-based Violence Prevention Programs (NNHVIP) Best Practices Guide
• Example Policies and Procedures for a VIP from the San Francisco Wraparound Project
• Example/template powerpoint presentation to introduce HVIPs to stakeholders.
• Substance Abuse and Mental Health Services Administration (SAMHSA)

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