For this PechaKucha format workshop, multiple presenters with 20-slide presentations that advance every 20 seconds will be grouped together. The session will feature the short, rapid-fire presentations followed by group discussion.

Advocacy, Death, and Hope: Partnering on Homelessness in Wisconsin 

Track: Thriving and Vibrant Nonprofit Sector

Level of Learning: Learner

A homeless warming shelter in Wisconsin refuge closed in spring 2017 leaving several dozen persons without shelter from cold and precipitation. Citizen and faith community advocacy was ignored by officials and mainstream agencies, which persisted in the belief that the problem was minor, composed of “outsiders,” and absorbable by existing practices. However, a committee was formed by the local interfaith organization Congregations United to Serve Humanity of Kenosha (CUSH). Facts were marshaled, members educated themselves and the community, solutions and budgets were prepared, many meetings were held with officials, funds were raised from grants and the public, advocacy demonstrations were mounted, and a 43-minute public radio program was presented.

No one was moved—until the first late-fall death of a beloved homeless man in a car lot. CUSH sponsored a public memorial service, including song and liturgical dance, which was broadcast on cable access TV, in accordance with the wishes of the deceased’s friends and some of his family. Continued action engaging county human service agencies, community-based organizations, elected officials, and public demonstrations resulted in new overnight beds being made available, community sponsored overnight vouchers were underwritten for family and overflow cases, and housing first beds were added. Community awareness of the issue is now high. Advocacy and planning continue with multiple partners towards a systems solution including more low-cost housing.

Learning Objectives

  • How unconventional partners, including members the faith community, can mobilize together
  • How strategic use of public media can be used to create change


  • Leonard P. Iaquinta, principal, Excellence in Communications

Cultural Dissonance: Resolved in a Community-based Approach to Healthy Babies

Track: Health and Well-Being

Level of Learning: Learner

Family & Children’s Place serves as the voice, advocate, and protector for children and families, their safe haven from trauma, abuse, exploitation, and neglect. With recovery as the goal, the organization knows prevention holds the greatest promise to end child abuse.

The new parent visitation program Healthy Families began in the 1990s with a community forum, where participants identified needs and assigned priorities. Louisville has heartbreaking pockets of
extreme poverty and Kentucky’s maternal/infant mortality rates are among the nation’s highest.

The forum brought Family & Children’s Place and the Louisville Metro Department of Public Health together in a partnership. Startup funding was sought and received. To ensure integrity, staff were extensively trained. The Health Department provided assessments and nurse visits, and Family & Children’s Place conducted home visits, delivered against rigorous protocols.

Naiveté was evident if not inevitable. Although partners communicated well, they had not considered cultural differences between health and human services. Using a traditional public health model, the Metro Louisville department had defined daily work hours and schedules per union contracts, whereas Family & Children’s Place had a flatter structure and hours established to meet client’s needs. Because families often were not available during the day, assessments were slow, with initial appointments sometimes being beyond the age cutoff for participation.

To overcome this, both organizations adapted. Family & Children’s Place conducted assessments, and the Health Department maintained its health input through professional nurse visits and quarterly meetings with administrative staff. When the state Health Department learned how successful the partnership was, a pediatrician adapted the curriculum into HANDS (Health Assess Nurturing Development Services). He said the state, “could not afford a Cadillac but could afford the Chevy version,” and HANDS was declared an evidence-based practice in 2014.

Learning Objectives

  • How solutions can come from challenging the obvious and not settling for status quo
  • How to leverage the strengths of a human services organization to partner with health care
  • What to know before partnering with health care


  • Pam Darnall, president/CEO, Family & Children's Place

Bringing Neuroscience into the Classroom for a Lifetime of Change 

Track: Educational Success

Level of Learning: Learner

In 2017, The Village Network was fortunate to receive a grant to train 30 schools across Ohio in the Neurosequential Model in Education (Dr. Bruce Perry, The Child Trauma Academy). The NME is a trauma-informed, neurobiological framework designed to help teachers incorporate neuroscience and trauma research into the classroom. This presentation will incorporate learnings for neuroscience and The Village Network’s effort to incorporate the NME across Ohio. 

Participants will be exposed to core neuroscience concepts that help teachers create learning environments that allow traumatized children’s elevated stress response system to calm down. Once students' stress response systems are calm, they have access to higher levels in their brains, allowing them to process and learn new material. These same concepts can be applied to clients receiving mental health services, to the staff delivering the services, and to organizational culture.

Not only did the teachers trained in the NME learn and grow professionally and personally, The Village Network did as well. This presentation will apply concepts from change management to frame The Village Network’s experience in what one teacher participant called a disruption to their everyday work.

Learning Objectives 

  • Learn core concepts from neuroscience
  • Explore the idea that America's educational system designed counter to the Neurosciences and these core concepts
  • The Village Network's insights from a large statewide change management initiative will be explored


  • David Paxton, chief clinical officer, The Village Network (@TVillageNetwork)

Leonard P. Iaquinta
Excellence in Communications

Leonard Iaquinta is a fundraiser with 49 years’ experience in nonprofit organizations of all sizes. He focuses on community-based human services organizations and on systems problem solving in his community through consulting and by highlighting programs on his monthly public radio program. He has been a member of the Alliance for Strong Families and Communities Organizational Advancement Resource Solutions Core Team since 2001 and has served on the Alliance Board of Directors.

Pam Darnall
Family & Children's Place

Former president of The Family Place, Pam Darnall led the merger with Family & Children First in 2008, creating Family & Children's Place, which focuses on child abuse prevention, intervention, and restoration. Following merger, Darnall was named COO, overseeing a staff of more than 100 and a budget exceeding $5 million. She has held leadership roles for more than 25 years, including 10 years with the Kentucky Cabinet for Health and Family Services. In January 2014, she became president/CEO, responsible for overall direction, leadership, and coordination.

Darnall graduated in 2013 from Leadership Louisville and completed the Alliance for Strong Families and Communities Executive Leadership Institute, which is held in partnership with the University of Michigan, in May 2011. She participated in statewide efforts to formulate early childhood recommendations to Kentucky’s governor, served on the Jefferson County Early Childhood Council, and on the Metro United Way Successful Children and Youth Community Solutions Committee.

She serves on key committees including the Alliance for Strong Families Communities Organizational Advancement Resource Solutions Core Team, Louisville Metro Healthy Babies Advisory Committee, and Community Shield Collective Impact Steering Committee. She received the Business First Enterprising Woman Award and is a member of the 2015 Bingham Fellows Class.

David Paxton
Chief Clinical Officer
The Village Network

David Paxton has been with The Village Network since 1999 and has been the chief clinical officer since 2010. In this role Paxton is responsible for assuring that The Village Network's chosen clinical models, the Neurosequential Model of Therapeutics, and the Collaborative Problem-Solving approach are implemented with fidelity. 

Paxton's department at The Village Network is also responsible for the development and monitoring of the organization's annual strategic plan.