Partnering with Landlords for Affordable Housing

AVERY WEST
Member Engagement Director
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Around the country, charity leaders point out affordable housing is one of their biggest needs. Unfortunately, many don’t have the capital, expertise, or time to manage a property.

Some solve this problem by partnering with landlords with a heart for ministry. The landlord provides the housing and property management, while the organization provides residents with mentorship, budgeting, and goal-setting. 

In this article, we’ll highlight two ministries that have developed different but effective partnerships with landlords: Bridge of Hope’s stable housing partnership and New Futures’ transitional housing program. 

Bridge of Hope

Bridge of Hope is a national organization with twenty-one locations around the country. Their unique model partners a family facing homelessness with a case manager and six to ten “neighboring volunteers” from a local church. Bridge of Hope works through their networks of landlords to find housing for these families and walks with them for about 20 months. “Our ultimate goal is to recruit a landlord willing to commit to a long-term tenant relationship,” says CEO, Edith Yoder. They typically see landlords renew with a family at least once,  with some offering subsequent renewals. 

According to Edith, willing landlords are hard to find. That’s why Bridge of Hope has dedicated staff members who recruit them through church presentations, community events, and real estate associations. “If you just tack it on to somebody’s job description, it’s likely not going to happen,” she warns. “And one of the things we’ve learned,” Edith says, “is that we don’t treat landlords like they’re dispensable. Once we have a landlord partner, we really want to honor them.”

They’ve learned other lessons along the way, too. For instance, thirty years ago, they co-signed leases with participants, which made Bridge of Hope responsible for paying the lease if the tenant couldn’t. If a family continued to come up short on rent, Bridge of Hope had no authority or leverage to encourage a family to end the lease. “We stopped doing that pretty quickly,” laughs Edith. 

In addition to their standard model (where Bridge of Hope makes the connection between landlord and tenant, but has no involvement with the lease) they recently adopted a master lease program where they rent a property from a donor (say, an unused parsonage) at a 30-50% discount — and then hire a property manager to facilitate the tenant relationship. The families don’t know Bridge of Hope is the ultimate renter because they only interact with the property manager. Edith says that’s an important boundary because “we don’t have to be the one saying ‘You can’t let toys be spread out all over the front yard; all the neighbors are complaining.’ It allows us to keep case management very separate so the case manager can focus on being the advocate for the family.”

In urgent cases, such as when a family has spent 60 days trying to find housing with no success, Bridge of Hope may serve as a lease guarantor to ensure rent is paid. (The family is never made aware of that arrangement). This extra financial backing makes landlords more willing to rent to riskier tenants — and gives the tenants a chance to build credit and a positive relationship with their landlord. Bridge of Hope has a 100% success rate with families re-signing their lease after a year (with no guarantor agreement in the second year).

The ministry has also learned to use “progressive engagement” rental assistance which involves paying the security deposit and first month’s rent. The case manager and family develop a plan for what part of the first three months’ rent the family can pay, with Bridge of Hope making up the difference. That process is repeated every three months with the family bearing more responsibility and Bridge of Hope shouldering less.  The average family receives about $10,000 in rental assistance during their time in the program.

Edith says requirements that were once standardized have given way to a more flexible approach to accommodate unexpected setbacks like a job loss or hospitalization. “Our philosophy in general,” she explains, “is that the family is the driver of the program, and we enter into a relationship with them, accompanying them and helping them get where they want to go with their goals.” 

Also, she explains that “one of the things that we have learned is that if we are skimpy with our rental assistance, families are more likely to cycle back into homelessness after leaving the program. We don’t want one emergency or broken-down car to spiral them down into a place of being evicted. Our posture continues to be that we extend generosity to be able to build up stability for our families in the long run.”

Bridge of Hope helps families not only avoid homelessness but develop long-lasting relationships with local church volunteers and landlords. In short, their goal is to work themselves out of a job — and they do it time and time again. If your organization or church is interested in bringing Bridge of Hope to your area, you can explore options for launching program sites and affiliates here. 

New Futures

In Huntsville, AL, two landlords approached Tayna Raines and the team at New Futures (NF) for help with a tenant facing eviction and another facing a job loss. They knew the relationships, case management, and goal-setting NF provides could help these families. As a result, a landlord partnership was born. 

Unlike Bridge of Hope, New Futures’ program is explicitly transitional. Families stay in units for up to a year (though for most it’s around six months) working with New Futures staff to find permanent housing. Tayna typically knows the families because they’ve spent time in NF’s emergency shelter. They know she cares about them — and that she means business when she explains the housing is temporary so they can move on to something better.  

New Futures has an MOU (memorandum of understanding) with a few landlords: For a market rate of rent, landlords agree to furnish the apartment, cover utilities, and waive a deposit. New Futures agrees to serve as the case manager, visit the apartment every 30 days, communicate with the family about needed repairs, and pay rent. There is no standard lease because, “If a family finds a permanent situation, I want them to be able to move out next week,” Tayna says. And because a long waiting list means there is always a new family ready to move in, landlords typically don’t lose income. On those rare occasions when a unit is unoccupied, New Futures doesn’t pay rent. 

Tayna shares that collecting rent every week, rather than every month, helps families budget housing expenses. The New Futures staff uses the collection time to ask how the family is doing, about needed repairs, and if they are available to come to a home-buying course. It also serves as a chance for Tayna to educate tenants on what it means — and doesn’t mean — to be a good renter. For instance, paying rent on time is a given. But sometimes families are too intimidated to mention a leaky pipe. That’s when she can explain standard repairs are the landlord’s responsibility and reassure the family it’s not their fault. 

If a family’s inability to pay rent becomes an issue, New Futures’ first-hand knowledge of the situation allows for more grace, when appropriate. For instance, one man’s recent car accident hospitalized him for three weeks. NF partnered with a local church willing to cover his rent until he returned to work. In cases where additional leniency isn’t the correct response, the NF staff helps families find other programs that will increase their chance of success.

Of course, because it’s a ministry, there is some risk involved for the landlords. Sometimes families leave a unit in poor condition, leaving the landlord to bear the cost of preparation for the next tenants.

While every family’s story doesn’t have a happy ending, Tayna has seen beautiful transformations take place — like the family who started the program after living in their car and were habitually late paying rent. After a few months of effective, compassionate case management, if their invoice didn’t arrive by Friday morning, Tayna got a text asking why she hadn’t emailed it! 

To someone thinking of starting a similar program, Tayna encourages them to begin by finding one landlord willing to take the risk with one unit for six months. In her experience, once  landlords see the process and learn to trust the New Futures team, they are willing to open up more and more units to the ministry. 

In her words, “It really is something everyone can do.” 

For a practical guide about starting your own transitional housing program, including sample applications, handbooks, and case management plans, check out True Charity’s Transitional Housing Model Action Plan. Not a Network member? Join to access practical tools and training!

 

Questions to Ask Before Starting a Supportive Housing Ministry

AVERY WEST
Member Engagement Director
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Skilled, compassionate ministry leaders want to walk those in crisis through relief, rehabilitation, and development to a flourishing life. For those facing mental or physical disabilities, that may not mean total self-sufficiency. 

The folks at Eden Village in Wilmington, North Carolina understand that. Last fall, I visited them with my family and discovered how their skill and compassion enables individuals in their care to retain the dignity of home ownership and meaningful relationships in a safe, supportive community. We walked through the light-filled community center, along sidewalks connecting 31 homes, and out to the community garden. We were welcomed by residents sitting on their porches, friendly interns and volunteers, and the founding couple, Tom and Kim Dalton. 

It was easy to see Eden values relationships. Tom is quick to credit Kim for its palpable culture of love and warmth, pointing to her as he introduced the staff and saying, “And this is the reason everyone loves it here!” 

That stands in contrast to groups and municipalities around the country that understand the  need for dignified housing but believe the solution lies in just providing a building (be it a tiny home or repurposed shipping container). Yet Eden Village demonstrates community, work and meaning (not building types) are the keys to a flourishing life. 

Before you consider starting a similar community, it is important to understand the difference in types of homelessness and to assess if there is truly a struggle with chronic homelessness in your area. 

The majority of homeless people are without housing for less than a year. Some are homeless for less than 2 weeks (referred to as “episodic homelessness”), and a quick stay with family or in an emergency shelter can help them get back on track. Others, who are homeless for up to a year (i.e., “transitional homelessness”) can benefit from a longer transitional housing program before living independently. 

Those on the streets for more than a year, though, often have deeper struggles that prevent them from living on their own. Eden Village and similar permanent housing ministries serve this group of people, considered the “chronically homeless.” Residents in that situation typically  combat intense mental illness, substance abuse, or physical disability; as well as a catastrophic loss of family, church and community connection. Tom shares, “Even if they didn’t experience trauma before becoming homeless, the trauma they experience living on the streets for over a year is difficult to overcome.” 

In the relief, rehabilitation, development framework, the goal is to help people move from a place of just receiving to a place of mutual giving and receiving where they flourish by using  their God-given gifts. In most cases, that means living on their own and providing for their family while still living interdependently with others. For instance, my husband and I have an established, functional home. Yet I still ask my sister-in-law to watch my kids while I go to a doctor’s appointment; and I bring church members meals when they are sick or have a new baby. We are meant to exist in a community of giving and receiving. 

For the chronically homeless, that interdependence looks a little different. Yes, it’s likely they are incapable of living in an unsubsidized way. But they can still work full or part-time jobs, take part in local events, and make their neighborhood beautiful. It is that kind of holistic, relationship-based community Eden Village wants to create. 

Can you visit and learn from an existing community?

Tom overflows with gratitude for the original Eden Village in Springfield, MO, which helps people like the Daltons start campuses all over the United States by providing policies, legal paperwork, and advice.  They also host a conference in Springfield that Tom suggests any prospective permanent housing ministry attend. And he and Kim welcome True Charity members to visit the Wilmington Village at any time. After putting the Eden Village framework in place, they included (and continue to use) True Charity’s training and day-to-day programming resources to ensure their residents’ dignity.   

Do you have the right land?

“Finding land is the toughest part,” Tom says. He cautions against rezoning or asking for a single variance. He learned, “When you ask for a variance, there is a hearing, and when there is a hearing, you lose every time.” Tom learned from the original Eden Village that to avoid local residents invoking their NIMBY rights (“Not in my Backyard”), you must follow every single rule. “You might find what you think is the perfect piece of land, but it would have to be rezoned, and you just have to move on. That’s heartbreaking … Once we found our land, we basically let our city planner plan the village,” Tom says. Initially, neighbors were hesitant because the property is in a residential area but “We put houses where he said to put them and we only built the number of houses he said we could build.” Once the neighbors saw the ministry was safe and beautiful, they embraced it as a welcome addition to the neighborhood. 

An ideal property should have the following features:

  • Close proximity to a bus stop and store because many residents don’t drive.
  • Enough room for 20-30 houses, a community center, and green space. At 10 houses per acre, that’s three to four acres.
  • Existing infrastructure. Vacant mobile home plots often work well because they are zoned correctly and already have water and utilities, which greatly reduces upfront costs. 

Can you find adequately equipped homes?

As mentioned, the goal of permanent housing is to preserve dignity and ownership for an individual or family unable to live on their own. With that in mind, potential homes should at least have a kitchen, bathroom, and bedroom. Tom also shares that buying houses with front porches helped them form a culture of friendship because neighbors love to sit on their porches and chat. And since they’re on the North Carolina coast, Tom made sure they were rated for hurricanes. Because Eden Village Wilmington is on a residentially-zoned property, they chose small modular homes. Communities built on mobile home lots often use park-model homes.

Eden Village wants their neighborhood to be a true community where people feel loved, volunteer, and are content to live out their lives. That’s why they limit its size to 30 houses. If your organization needs room for more homes, keep in mind it’s possible to build multiple villages on the same property adjoining one community center. As long as each group of 20-30 houses is fenced in and has their own sense of culture, the ministry can grow beyond one village. The fence, Tom shares, is crucial because it helps people who have experienced so much trauma feel safe. It also helps the staff monitor people coming in and out of the community so no drugs or weapons make their way in. 

Are you trying to meet every need?

Many people refer to this model as, “permanent supportive housing,” but Tom pushes back on “supportive.” He points out that while Eden Village does have a community store, case management, and events to help residents form deeper relationships, they don’t pretend to have everything someone needs. Their residents still work, grocery shop, go to the doctor, and attend church outside the village. In Tom’s mind, that’s a good thing. In other words, residents have their own loving community but are still part of the larger Wilmington ecosystem.

Can you raise the funds?

Eden Village Wilmington cost about $5 million to build (though 3D concrete printing technology might bring that number down to $4 million for your organization). With 31 houses and two employees, they operate on a $500,000 annual budget, of which $120,000 is provided through rent. Building costs for each house was about $80,000 and monthly operational expense is $1,300 per residence. 

The Daltons raised the initial money needed through a variety of means including a large federal home loan bank grant (a privately funded institution, despite the name); and generous families, foundations and churches foundations and churches who, for a price-matched contribution of $40,000, have the opportunity to name the home. Because houses are pre-built, the Daltons were able to “drop a house” on a foundation just three weeks after a donor sponsors one. 

Tom’s biggest piece of fundraising advice? Put a house on the property as soon as possible. “You can meet with a potential donor in a Starbucks and try to show them your vision with powerpoint,” he says, “Or you can meet with them inside a beautiful tiny home and show them the joy and dignity that is possible.”

Building a village of permanent housing for struggling folks is not an easy, short-term undertaking. At Eden Village Wilmington, the work has been hard, stressful, and heartbreaking at times. But Tom assures leaders considering this ministry, “Whatever energy you put into it will come back to you tenfold. It’s the most humbling personal faith journey to tell someone, ‘This house is yours forever’ and watch them heal. It has changed the Dalton household.” 

Tom and the Eden Village team would love to connect with you! True Charity Network members can reach out through the members’ directory. 

 

Is Making the Switch to a Christmas Market Worth It? Hear From Two Network Members About Their Experiences.

BETHANY HERRON
Vice President of Education
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“Which Christmas experience would you rather attend?” 

This sobering question is one Bryan Lewis, Founder and CEO of Hope House Ministries, is still periodically asked concerning the impact of their Affordable Christmas, also known as a Christmas Market. 

The Benefits

Hope House has hosted an Affordable Christmas Market since it began. Over the years, word about its success has spread like wildfire because families have discovered … 

  • Parents’ dignity and self-worth are restored because handouts are eliminated and they become gracious gift-givers on Christmas morning;
  • Family bonds strengthen as children learn to trust their parents’ ability to provide; and
  • Community is built as joy-filled shoppers spend time with helpful volunteers in their community. 

The Challenge

If a traditional giveaway has been part of your ministry since the start, it’s likely some of your members have a deep-rooted belief that it’s effective – even if it isn’t. That can make transitioning to a new model quite a challenge. 

Let’s look at two ministries that successfully made the switch for practical guidance that will help you make the transition with grace. 

InnerMission, Hammond, IN

Before the switch:

For many years, the husband and wife team of Scott and Debbie Wells led a traditional Christmas giveaway at InnerMission, a nonprofit connected to The Gate Church. It included wrapped gifts, a meal, and an evangelistic program–and drew hundreds of people from the community. 

Making the switch: 

In 2020, they began the shift to the more empowering Christmas Market model. A year later, they sought funds to make the transition a reality. 

With donations from private donors and businesses, they were able to purchase $25 to $30 gifts and host their first Christmas Market. InnerMission invited thirty-four families and 122 children, allowing parents to buy two large and two small gifts for $12 per child. Some of the families were from InnerMission; others were from local schools and nonprofits. Every family that experienced the market was involved in some form of regular, relational development in their community. 

Although initially timid in the new environment, many parents left with tears of joy, having become their children’s “Christmas heroes.”

That said, the transition had its challenges. Some volunteers resigned because they disagreed with the new model. However, the relational opportunities created through this strength-based approach have been invaluable:

  • Community partnerships with like-minded organizations have been built that would have been impossible otherwise; 
  • Many new volunteers came who are ready and willing to invest; and
  • The mission’s heart for relational, developmental assistance has been strengthened. 

Lessons learned: 

Communication is key. 

Scott and Debbie communicated the change with a fun, engaging video shared on their site and with the church. It, along with all other communication, championed two messages:

  • Parents become the heroes of Christmas. 
  • This is Christmas with Dignity.

Learn from others. 

Early in the transition, Debbie printed the Christmas Model Action Plan (MAP) from the True Charity Network Portal. Developed with the help of many network members (including Hope House, mentioned earlier) it was integral in guiding InnerMission’s program development. 

Schweitzer Church

Before the switch: 

For years, Schweitzer hosted a traditional giveaway in partnership with local schools. Donations from the community were abundant and volunteers were ready and eager. Yet attendance fell below expectations and proved to be an embarrassment for families. 

Making the switch: 

In 2013, the church researched more empowering models and revamped its entire ministry approach. 

First, they switched to a crisis food pantry and started a Jobs for Life experience. In 2023, the Schweitzer staff attended the True Charity Summit, were introduced to the Christmas Market, and quickly made the switch to a model that enables parents to purchase gifts at ten percent of their retail value. 

Sixty-four families (representing 168 children) attended that first year. Volunteers prioritized building relationships with shoppers so that every parent felt seen and valued. 

According to Senior Pastor Jason Leininger …

The church responded as in years past, with a bounty of gifts and volunteers, but was ready for a new experiment that aligned with our ministry philosophy of “with the poor” rather than “to or for the poor.” The local school community shared a mixed reaction. In the end, parent shoppers from the first day shared the opportunity with their friends, and we saw an increase in shoppers from the previous year.

The switch also included childcare, so parents could shop without children peeking at their gifts. The market was open at three different times over two days, allowing more flexible accommodation to parents’ schedules. As well, attendees were no longer required to attend a Christmas program. Instead, parents were given a Christmas storybook to read with their kids at home. 

In short, the transition was a huge success. One custodial grandparent shared that she labeled her gifts, “From Jesus.” She also said the market provided the opportunity to do something she felt was impossible – provide Christmas gifts for her family. You can hear her story and more about the overall success of the Market in this video from Schweitzer Church.  

Lessons learned: 

Focus on the shopper’s experience. 

According to Jason, “We were able to experiment because we noticed that in previous years ‘shoppers’ were not joyful, engaged, enthused, etc. Noting the customer’s experience opened the door for a shift.” 

Focusing on the shopper is a great way to take note of what is working and what isn’t. It’s worth asking “Are participants leaving with a sense of shame or dignity?”

Learn from other network members. 

Jason’s team took detailed notes at the Summit. Afterward, they called Bryan Lewis and his team at Hope House. The information gained helped them flesh out the model in their setting. 

Resources to Help You Make the Switch

As mentioned, change can be hard. But InnerMission and Schweitzer Church have shown, it’s worth it to effectively serve the people you care about. 

If you’re up to making the move, remember it’s never too early to start planning. Here’s how to begin:  

Share the vision with key stakeholders early. 

Change is like steering a ship. It doesn’t turn on a dime and you need key people in the right places willing to patiently work to make it happen. Prayerfully communicate the vision and benefits early. Like Debbie, paint a picture of “Christmas with Dignity” and be willing to have one-on-one conversations with donors, leaders, partner organizations, and key volunteers. True Charity has created this short video to introduce the Christmas MAP and help you communicate the vision. 

Create a strong plan. 

But don’t worry! You don’t have to create one from scratch. Our Christmas MAP includes everything you need to develop a ministry plan for your context. Network Members can access it on the portal. 

Transitioning from a Traditional Giveaway to a Christmas Market will enable your church or nonprofit to provide more than gifts and surface-level connections this year. Instead, parents can enjoy the opportunity to provide for their families through a fun, dignifying experience, making each a Christmas morning hero who strengthens their family. 

 

 

This article is just the tip of the iceberg for practical resources available through the True Charity Network. Check out how it can help you learn, connect, and influence here.

Already a member? Access all your benefits through the member portal.

 

The Forge: Residential Life Transformation Lessons from a Man with a Resume

STEVE LYON
Editorial Director
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The Story

After working at West Point, Michael wanted to go home to Joplin. Get back to his roots. Start fresh. He was confident someone with his resume could easily land a job there. 

He applied for one and made the finalists list. They hired someone else. He tried again. Same story. One more time. Don’t even ask. It didn’t take him long to figure out that he was the only person impressed with his credentials. In other words, he was right where the Lord wanted him: humbled—and open to whatever the Lord wanted. Eventually, he landed in Carthage at the Fire Department.

After ten years, a job as the Outreach Center Director at Watered Gardens opened up. He had a heart for ministry, so he prayed about it. It seemed like the Lord wanted him to apply. After a rigorous interview process, things were looking up. 

That one fell apart, too.

 No one could blame him for wondering what in the world was going on or what the Lord was doing.

Two months later, Watered Gardens called. The Director of FORGE had resigned. They thought he might be a good fit and wanted to know if he was interested. He was—and that’s how the medic partnered with the Maker to start molding men. “It was,” Michael puts it, “a complete God thing.”

At first, it wasn’t easy. Michael thought his job was to “create little images of me” by saturating the environment with a military-style command presence. He had to learn leadership does not mean earning respect by putting a wall up between you and those you lead in hopes of duplicating yourself.

Instead, the Lord taught him two critical lessons that were, in his words, “a gut punch.” 

One, that leading is about relationships. That is, getting in someone’s life to give them a lift up and out of poverty. Yes, it’s essential to have healthy boundaries. Like most of us, wounded men are needy, so you have to guard your emotional and spiritual energy. To that end, Michael and his wife jealously guard his day off for time together with each other and family and to lead bible studies. But leading in an environment like FORGE means entering a man’s brokenness —to bring hope and healing. 

The second lesson is just as powerful but more simply stated: God is the creator, and “I’m just the director to help them be what God made them to be.” 

 

The Program

FORGE is a four-phase, sixteen-month program involving service and education phases, each lasting three months; a work phase of four months; and a transition phase that lasts six months. In each, students progressively build discipline, habits, and skills that will enable them to move from joblessness and unhealthy dependence to responsible self-support.

What does it take to enter and graduate? Men must admit they have a problem, can’t fix it by themselves, and are ready to make a change. They must submit to God’s will and desire a relationship with Jesus Christ–and recognize getting started is hard because change creates stress. And, they must accept that the program’s rigorous requirements are designed to create a controlled environment that progressively prepares them for life beyond graduation. 

That process has its flashpoints. In fact, Michael says the biggest hurdle to success is students leaving early because they think they have a handle on things. “They don’t realize they’re successful because they’re in a controlled environment. They think they’re ready to live on their own, but they’re not.” That’s why FORGE’s policy is if you leave early, there are no do-overs.

Michael points out it’s important to remember FORGE isn’t a drug rehab program. Nor is it a men’s discipleship group. People around the building say the program is “where becoming and doing merge.” In other words, it’s about acquiring Christ skills and life skills so men leave with a big bag of tools, know how to use them, and are committed to community as their operational base.

 

Lessons Learned

Team Training 

Staff one-on-ones are a key part of staff development, with each leader “training someone to replace me.” Also, FORGE maintains an open-door policy to keep the relationships mentioned earlier in good shape. 

Volunteer Training

The Forge focuses on a commitment to the Seven Marks of Effective Charity which is their foundation and operational philosophy. Volunteers learn to jettison the “I’m going to come in here and bless these people with my service” attitude. Invariably, after hearing men’s redemption stories, they realize they’re the ones blessed.

Programs 

FORGE staff allow ample time for program evaluation. Programs are pre-loaded with content, requirements and procedures to ensure success but adjustments are made early on, when needed. Men enter the program dealing with all kinds of issues that are addressed when they begin their time at FORGE.

Michael and his staff have also learned the value of cyclical programming. Rather than wait for the start of a new class every quarter, men can now enter at any time and continue until they complete the whole sixteen-month schedule.

 

The Payoff

In Men

Dave’s a perfect example. When Michael first met him, he was closed off and hard-headed. He got high before his entrance interview. But by the time he graduated last September, God had completely transformed him. Now, more than anything, he “covets his time with Jesus.”

That’s not the only significant change. FORGE also makes a difference …

In the Community

It has a reputation. A strong reputation. Judges furlough criminals’ jail time to enter the program. They monitor their progress, and if they graduate, charges are dropped. Sometimes, a judge will have Michael stand in the courtroom and commend him for the impact FORGE is making in men and, therefore, in Joplin. “That,” says Michael, “drives you to do what you do.”

Law enforcement has taken note, too. Officers hired by Michael’s church for protection Sunday morning see men they’ve repeatedly arrested walk through the doors clean, sober, and smiling. Sometimes, they don’t recognize them. When they do, they can’t believe their eyes. 

 

Advice For Getting Started

First, recognize there will be moments, as Michael puts it, when you find yourself “beating your head against the wall.” That’s why it’s important the desire to begin a ministry like FORGE “is truly in your heart, truly a calling and a passion.”

Michael also recommends that you set your end goal, establish outcomes, build to those outcomes, and evaluate the result. 

Interested in starting a Residential Life Transformation (RLT) program in your neighborhood? Network Members have access to our RLT Model Action Plan, including step by step guidance and a library of resources. 

CT Studd, nineteenth-century English cricket star turned missionary to China, India, and Africa, once remarked:

Some want to live within

The sound of church or chapel bell;

I want to run a rescue

Within a yard of hell

 

Life Transformation Through Repaired Transportation: Higher Power Garage

 

Amanda Fisher
Community Engagement Director
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The cost of owning a vehicle can be frustrating during the best of times. But for people struggling in poverty, a vehicle is more than just getting from point A to point B; it is key to getting ahead. A broken-down car can be the catalyst to a downward spiral of events such as job loss, inability to care for kids, and even homelessness.

Mike Gideon, founder and director of Higher Power Garage

Mike Gideon – Christ-follower, gifted mechanic, and owner of Gideon’s Tire and Auto in Joplin, MO – met many individuals facing barriers to transportation through his business. The limited public transportation options were expensive and became worse when the city’s trolley system closed. Mike helped people with free or discounted repairs through his shop as his time and resources allowed. As the needs became greater, Mike was led to minister on a larger scale.  He opened Higher Power Garage in 2020 with a mission to not just “fix cars,” but to help people “fix their lives.”

Higher Power Garage Staff

In the beginning, Mike and one of his employees were the only volunteers and had no funding or equipment. Since that time, the nonprofit has increased to three paid staff positions, multiple supportive donors, an expanded garage with new equipment, and an average of thirty car repairs monthly. They have donated more than $120,000 worth of free labor and have provided a total of forty-five families in need with low-cost vehicles.

Higher Power’s two charitable programs, Vehicle Repair and Low-Cost Vehicle, are designed with individual development in mind rather than short-term relief, challenging clients to be part of the process. For the Vehicle Repair Program, they provide the labor for free while the client is responsible for the cost of parts. For the Low-Cost Vehicle Program, the client contributes $500 and the licensing fees. Additionally, to ensure they partner with individuals who need it most, they implement careful discernment.

Let’s take a look at the details:

Implementing Challenge

Mike acknowledges the importance of not just “doing for,” but “doing with” the client; both parties are mutually invested in partnership.

For the Vehicle Repair Program, the number of repairs per family is limited to three annually, with increased challenge for each repair. Here is the breakdown of investments at each level:

  • First repair: The owner pays for the parts, and Higher Power provides the labor at no charge.
  • Second repair: The owner pays for parts and completes community service at one-half the rate of labor hours (i.e., 3 hours of labor = 1.5 hours of community service). 
  • Third repair: The owner pays for parts and completes community services at an hour-for-hour rate of labor hours (i.e., 3 hours of labor = 3 hours of community service).

For community service completion, clients are encouraged to serve their local church, again, with Higher Power making that connection if one doesn’t exist. Other examples of community service include volunteering at a hospital, a homeless shelter, or another nonprofit. The service must be completed within a week with proof from the partnering organization. 

As an alternative to community service, many individuals choose to attend one of two developmental classes offered monthly at Higher Power: Basic Budgeting and Basic Car Maintenance.

The Basic Budgeting Class requires clients to bring check stubs and bills for developing a budget. Clients are also exposed to the meaning and usage of credit scores and tips for improvement. Mike’s goal is to increase confidence and often refers clients to longer-term, in-depth budget assistance programs in the community.

Higher Power Basic Auto Repair Class

In the Basic Car Maintenance Class, students learn how to check the oil and tires, determine the meaning of warning lights on the dash, understand which fluids go where, identify car parts and function, change a flat tire, and safely handle a vehicle if it breaks down.

For the Low-Cost Vehicle Program, qualifying individuals must be employed 30+ hours/week. They must present a budget showing they can afford the ongoing cost of car ownership. Families chosen to receive a vehicle are required to pay $500 for it, even if Higher Power’s cost to get the vehicle safely running is more.

Practicing Discernment

Once an individual has met the prerequisites listed on the website, they complete an online application and a follow-up interview, which allows for a thorough investigation of each situation. Typical clients are single parents, widows, veterans, recovery program graduates, or those with fixed incomes, but those most in need are prioritized. 

When a client is selected, staff members gather necessary vehicle, licensing, and insurance information. Most importantly, though, they spend time getting to know each client’s specific situation. The application information is used to explore further the category of need. They ask about others in their support system, such as family, friends, and their church. If they aren’t connected to a church and would like to be, Higher Power reaches out to church partners in the area to invite them.

For those in need of a low-cost vehicle, the applicant is required to write a letter of impact that states how vehicle ownership will help them. These are used to prioritize need; for example, a family with a child who has a chronic illness with many medical appointments will be prioritized relatively higher. Used donated vehicles are scarce and, when they are donated, typically need many repairs. Discernment is vital to ensure these donations are being stewarded wisely.

Lessons Learned

To avoid road bumps, Mike suggests:

  1. Start with prayer. According to Mike, getting a strong prayer group behind you is the most important thing you can do. Having churches and other community partners praying for the ministry has ensured healthy relationships in the community.
  2. Emphasize relationships. Intentionality in building relationships with clients has increased over time. Prayer and church connection is offered with every client, and the post-repair follow-up not only includes checking on the vehicle but also on the person’s situation.
  3. Practice careful documentation. In the beginning, when there was no response to an initial contact attempt with an applicant, the application easily got lost in the shuffle. They have since developed a system of attempting to contact applicants via multiple methods (i.e., a phone call plus an email and a text message), and documenting each attempt. This thorough method has increased successful contacts, and applications don’t get filed away inadvertently.
  4. Narrow program parameters. When they started, they accepted most every applicant. But, many came back repeatedly, expecting Higher Power to be their regular repair shop. This dependency was the opposite of their goal! Wanting clients to improve their situations and eventually afford a regular repair shop, they implemented a three -repairs-per-year policy with increased incremental investment from applicants. Having tried several policies, this has been most successful, with only 20% returning within a year.
  5. Prepare for opposition. When Mike first shared his vision, many commented, “Who doesn’t want free auto repair?” With his continued education and shared successes, there is a better understanding in the community of the mission to empower clients. The rare opposition is from individuals who apply and don’t meet the qualifications. Because of the limited donated vehicles and other resources, there is often a waiting list requiring a careful selection process, so not every applicant can be accepted.
  6. Expect the unexpected. Mike knew transportation was a community-wide problem, but he didn’t realize the depth of individuals’ trauma. Though overwhelming at times, getting to know peoples’ stories has strengthened his resolve. He is fortunate to have staff members who have experienced poverty to help him learn and be more effective in his work.
  7. Ensure pure motives. Mike has met with people from other communities who are interested in doing something similar, only to find out their ultimate goal is to grow their for-profit businesses. He cautions that this ministry won’t be successful if your aim is financial gain. 
  8. Don’t be afraid to challenge people! It may be uncomfortable to ask an elderly person to do community service in exchange for car repairs. However, Mike has many examples of clients who have completed community service in exchange for repairs and have ended up loving the experience and continue to volunteer long-term. “It’s not about just getting them to pay but encouraging them to get engaged.” 

Sam, a disabled military veteran, spent several years homeless and in alcohol addiction. Once sober and in stable housing, Sam saved money to purchase a used vehicle, but the brakes immediately started grinding. Higher Power was able to fix the brakes, but, in getting to know him, they discovered the reason he wanted a car was to go back to work; he wasn’t satisfied dependent on a disability check. They connected him to a work program that placed him with an employer who eventually hired him full-time where he is still employed today! Higher Power was also able to connect him to a local church where he became a follower of Jesus, was baptized, and developed deep friendships. 

Sam is the epitome of why Mike started Higher Power Garage. He looks forward to continuing to help people find freedom through transportation but, most importantly, the ultimate freedom found through the higher power of Jesus Christ.

 

This article is just the tip of the iceberg for the practical resources available through the True Charity Network. Check out all of the ways the network can help you learn, connect, and influence here.

Already a member? Access your resources in the member portal.

Connecting the Hurting With the Helping: How the Local Church Can Help End the Foster Care Crisis

 

Savannah Aleckson
Events Director
Read more from Savannah

 

When Better Together CEO Megan Rose observed the problem of an overwhelmed foster care system in her home state, she came up with a bold solution that raised some eyebrows.

Rose’s home state of Florida ranks third in the nation in the number of foster-care children per capita. While a discouraging statistic, a look below the surface reveals that 60% of these foster care placements are from neglect, not abuse. An even closer look suggests that many neglect situations come from homes in which the mother and/or father are honestly attempting to care for their children but failing to do so sufficiently while struggling to make ends meet.

For Megan Rose, this fact begged the question: Could these children’s parents have effectively met their needs had someone intervened in their situation earlier? Would more families have stayed intact if someone had provided relief or support at certain critical junctures?

She believed the answer was “yes.” And she knew the Church was the right vehicle to provide this critical early intervention.

“When Megan told people her vision–that she was going to get volunteers in the Church to open up their homes, without getting paid, to help vulnerable children–she got laughed at,” Mellissa Foster, Executive Director of Church Partnerships at Better Together, shares with a chuckle. There were other organizations doing similar things at the time, but all took state funding. Megan was determined to create a privately funded solution, unencumbered by the red tape that accompanies government dollars, that was set up well for highly relational interventions.

Though her plan was met with skepticism, Megan began Better Together in 2015, with the Better Families program designed to empower the Church to help at-risk families stabilize and stay together. And with 5,400 children helped since then, and 98% returning to their families and staying out of foster care, the model has been proven successful.

Better Families helps families who are at risk of losing their children to the foster care system by allowing parents to voluntarily put their children in someone else’s home, temporarily, while they get back on their feet.

“We give parents the gift of time and space,” Mellissa explains. “For so many families on the verge of losing their kids, they are in crisis mode. They’re living in their car, they’re trying to figure out how they’re going to feed their children their next meal–they’re just surviving. They’re not thinking about long-term solutions like where they’re going to get a job or what apartment they’ll get to give their kids some stability.” With their children safe and cared for in another location, parents are able to focus on making rapid improvements to their situation and then can take their children back as soon as they feel they are ready.

“A lot of folks are initially very suspicious because they associate us with the government, with foster care,” Mellissa shares. “But when they learn that we’re a volunteer team and that placing their kids in a different home is entirely voluntary and that they can get them back whenever they feel ready without having to jump through hoops, walls start to come down.”

Better Together partners with Florida churches to facilitate their Better Families program by providing the framework, developing relationships with community partners, and managing referrals to the program.The churches simply provide the manpower to assist families in crisis.

There are four primary roles a congregant in a Better Families church can fill to tangibly help struggling families in their community:

 

Host Family

Host families agree to take in children referred to the program temporarily or on an as-needed basis. The stay can be as short as overnight or as long as 90 days (or potentially longer), with the average stay being 41 days.

The Better Together staff are careful to assist families with appropriate matching. “If a family with two teenage daughters agrees to host, we’re not going to pair them with a family in crisis who has a teenage son,” Mellissa explains. Beyond the purely practical, though, Better Families also attempts to align families based on interests, hobbies, and individual needs.

Knowing that this is the most demanding and daunting role, the Better Families program is designed to give host families necessary breaks.

“We tell hosts that just because you say yes today doesn’t mean you’re saying yes in two years,” Mellissa shares. “You can also do it just once and decide it’s not for you.”

 

Family Advocates

While host families focus on helping the children, family advocates work primarily with parents to develop relationships and set goals. Knowing that progress is not instantaneous, family advocates are prepared to work with parents for at least six months.

“Our family advocates really get in the weeds with the parents,” says Mellissa. Their job is to develop a deeper understanding of obstacles for the family and help the parents develop and stick to a game plan so that when they’re ready to take their kids back, they’re able to keep them long-term. Better Families, however, is careful to train advocates not to do for, but with– they are big proponents of allowing families the opportunity to take the lead in determining the future they want for themselves.

Mellissa elaborates: “We never do things for the families: We walk them through how to do it. We’re not going to write a job application for them, but we’ll definitely sit next to them at the library and help them as they go through it.”

 

Job Coaches

For so many families in crisis, the biggest contributor to their situation is the lack of a job. Better Families was designed based on the belief that neglect is preventable–and, often, a good job is exactly the boost that’s needed to enable a family to thrive.

A congregant who is well-connected to local businesses and with a long history of work experience would be a great fit for this position. Typically a two-week commitment, the job coach works with the parent to understand their skills, education level, prior work experience, etc., and then helps the parent find and apply for positions that are a good fit for their unique situation.

 

Resource Volunteers

These volunteers wrap around host families to provide support. Better Families churches will identify congregants who are dedicated to finding ways to make the host family’s job a little easier. 

“If a family takes in four kids, for example, their congregation will tap on resource volunteers to provide a meal, maybe send a gift card for groceries, drop off diapers, pick up the kids from school, offer prayer–things like that,” Mellissa elaborates.

Mellissa shares about one woman who serves as a resource volunteer sewing bibs and burp cloths for babies placed with host families, helping out in the way that she’s uniquely able. Most resources and skills have a place in supporting host families as they take in children.

Better Together was founded on the belief that the best resource to help struggling families is the Church. But why the Church?

“The Church is the best place for people to run to when they’re in crisis,” Mellissa explains. “Historically, the Church has filled this role. It’s our job to love people well.” To that end, Mellissa reminds us of the following verse describing what love in action looks like:

“Be devoted to one another in love. Honor one another above yourselves. Never be lacking in zeal, but keep your spiritual fervor, serving the Lord. Be joyful in hope, patient in affliction, faithful in prayer. Share with the Lord’s people who are in need. Practice hospitality.” Romans 12:10-13

 

How Your Church Can Get Started:

The Better Families program is currently only offered in Florida. While churches outside Florida aren’t able to partner with Better Families (yet!) to start the program in their own church, or may not have the bandwidth to create their own version, here are some simple, practical ways your church can support vulnerable families in your community right now:

  • Host a parents’ night out. How can you find families who need help? Let them come to you! Post flyers in neighborhoods near your church inviting parents to drop off their kids for a movie night, field day, story hour … let your creativity run wild! Don’t forget to grab parents’ contact information and reach out to them post-event to stay connected.
  • Start a jobs ministry. A good job is a great way to help families stay together, and also a great way for your congregants to connect with folks who may be struggling. Better Together can equip you to host a Better Jobs Fair, and True Charity Network members receive a 20% discount on Chalmers’ WorkLife Facilitator training.
  • Build connections with community stakeholders. Get coffee with the director of your local shelter, ask the principal of your local elementary school to give you a tour, buy lunch for the leader at a local foster care placement agency … whatever you do, make sure it’s in-person and friendly. Use that time to identify needs and consider how your church can help. Your church can serve in small ways and, in the future, these connections could prove to be very useful if your church decides to launch a Better Families-type ministry.

If you haven’t yet, be sure to join the True Charity Network for access to all our Model Action Plans, educational content, and other resources to equip churches for effective charity, including the Church Toolkit.

 

Better Together is a True Charity Network member. You can check out the True Charity Real Results webinar featuring Better Together on the topic of measuring outcomes here. You can connect with them on the member’s portal.  If you’re not yet a True Charity Network member, learn more at truecharity.us/join.

 

Right Here, Right Now: How One Church Benevolence Program Connects to Those in Need

 

Sonya Stearns
Network Membership Manager
Read more from Sonya

 

Listen to this article:

Allison Stump, Right Here Right Now Minister

“People just want to be seen and heard.” That’s what the director of Right Here, Right Now (RHRN), the benevolence ministry of Christ’s Church of Oronogo (CCO), Missouri, has learned. In fact, Allison Stump finds that when those seeking financial help leave her office after their first visit, they express relief and gratitude, even though they leave with no material aid in hand. They are seen, and they are heard. Every person has a story, and Allison takes the time to listen to it — right where the person is, right in their time of need.

In late 2010, CCO, a church that now averages approximately 2500 worshipers on campus each week, wanted to help those within their congregation experiencing dire financial straits. They also wanted to share the gospel with their community through a benevolence program that wasn’t the typical, non-relational, “hand-out” program, but that compassionately served people while helping them developmentally to address underlying causes that contributed to their situations. They named the effort, Right Here, Right Now (RHRN).

 

They framed this approach by biblical example: In the same way Peter and John directed their gaze at the lame man in Acts 3, the church could direct its gaze to their local community, intentionally seeking opportunities to share the gospel by meeting the physical needs of those around them.

Indeed, the opportunities came. On May 22, 2011, just months after launching, the region’s most devastating natural disaster occurred: the Joplin Tornado. RHRN quickly became a foundational element for healing in the area. Their efforts during that time grew the church’s reputation as one that genuinely loved their community.

RHRN is not your typical church benevolence program. Its beginnings might mirror others in that they felt the need to minister to the poor, recognized their abundant resources, and someone was motivated to take a leadership role.  But, its system is very different in that it’s at the top of the church’s weekly priorities, each member is given the opportunity to contribute at every service, and it’s NOT part of the church’s operating budget.

 

RHRN funds their effort by asking worship service attendees to give $1 above their tithe each week. This allows the RHRN fund to stay solvent yet does not detract from the church’s general operating budget. 

Church attendees stay mindful of the needs and situations of neighbors, co-workers, friends, and family members. If a need is discovered, they can submit an online request form or complete a paper request form available in the church’s main lobby.

RHRN has 3 “Tiers of Requests” to represent prioritization.

Tier 1 is made up of requests by CCO attendees, either for themselves or on behalf of other CCO attendees. Tier 2 is also made up of requests by CCO attendees but on behalf of a non-CCO attendee. If there is a question about a request in Tier 1 or 2, RHRN minister, Allison Stump, contacts the requester. She does not communicate with the person who has the need if someone has requested help on their behalf; the requester does so.

Tier 3 is made up of requests by non-CCO attendees — people who call or stop by the church. They must schedule an appointment to meet face-to-face with Allison, whose goal is to learn their background, discern the context, and discover the best way to help them. They must fill out an application and agree to have their information placed in the Charity Tracker system to prevent abuse by anyone seeking duplication of services from other community organizations.

 

During the meetings with Tier 3 requesters, Allison prays with them and connects them to other developmental CCO ministries such as counseling, Redemption Recovery, GriefShare, Divorce Care, and many others. Or, if needed, she sends them to partnering community programs. Allison discovers deeper needs during these meetings and often hears, “Thank you for listening to me.” 

(Network Members: A detailed review for GriefShare can be accessed on the member portal by clicking the link above. Non-Members: Learn more about this benefit and others available through True Charity Network membership.)

 

By Monday afternoon of each week, Allison shares the week’s requests with an anonymous six-person committee who pray and deliberate over them. Only she and the church elders know the identities of these members, alleviating the possibility of someone biasing a situation.

These committee members have backgrounds with varying demographics and represent the church body’s makeup. One is a church elder who keeps the elders informed. 

Allison uses a resource called AirTable to confidentially share pertinent information—making the process as efficient as possible. Committee members are able to view requests, comment, and “banter” with each other. She says using this resource has been a game-changer for the program.

The RHRN committee uses Monday and Tuesday to deliberate, and on Wednesday, Allison can tell potential recipients if RHRN can help them. The committee makes that decision — not one person — which gives freedom and security from potential backlash in case of a negative outcome. Their engagement also eliminates the potential for abuse by recurring requests and helps to reduce dependency on RHRN’s assistance.

No cash assistance is given. Checks are written to the company needing payment, or specific gift cards are issued to families needing gas or groceries.

Allison contacts the Tier 1 and Tier 2 church attendees with the decision, and those individuals make an appointment to secure pickup. The CCO attendees seeking help on behalf of a non-CCO attendee deliver the check or gift card personally to the individual or family in need. They pray with them and take steps to connect recipients to CCO programs or other community ministries for long-term help.

Similarly, Allison contacts the Tier 3 recipients (non-CCO attendees) who must make an in-person appointment to receive the check or gift card. Once again, she tries to connect them with relevant ministries of the church or community and offers to accompany them to their first meetings of these ministries. 

During their appointment, Allison tells recipients, “Every dollar of this gift comes directly from individual family members to help you. This was not a church budget item.” By doing this, she stresses to individuals that actual people are showing compassion to them through their personal giving. This act of love is not a cold, institutional transaction.

In the meantime, Allison sends Tier 3 recipient information to the pastoral staff using a spreadsheet like the one found here. Two to four weeks after recipients are helped, a pastor phones each one, prays with them, gets updates, and once again tries to connect them with ministries in the church or community.

 

Subsequently, social media posts and announcements during the main worship services are made each week, keeping every CCO member aware of the specific help that is given.

Not surprisingly, the program receives incredible support from the community and has a stellar reputation with local residents. Other community programs frequently send people their way when appropriate, and RHRN has working relationships with them in return.

 

Veteran charity and church workers know people’s greatest need is often not material, but relational. Discovering how to best assist in this area takes more than checking off boxes on a form. RHRN strives to help where individuals need it most, and they work to find out where that is. They connect the dots to the best long-term and relational help and encourage CCO members to do the same.

If you represent a church or other organization wishing to start a similar program, Allison suggests that you ensure your church or constituents are “all in.” Their church’s support has been the secret to their success.

Likewise, she warns, “Beware of recreating the wheel. Don’t double up on what another church or organization is already doing. Find ways to meet needs that aren’t being met, and partner with others, instead of competing with them, to meet those needs.”

Personal interaction and commitment to getting involved with those seeking help are at the foundation of RHRN. So many folks have compelling life accounts, and Allison Stump prioritizes her schedule to listen to their stories. It’s integral to her work.

Fascinatingly, over a decade ago, she herself had a compelling story to tell. She desperately needed to be seen and heard — and she was. 

As a young, single mom who struggled financially, with a son who needed an expensive but necessary dental procedure, Allison was unable to scrape up the funds to pay for it. That’s when folks from Right Here, Right Now heard her story, and she experienced —firsthand —compassion from folks who took the time to see and hear her.

Now, as the director of that very same ministry, she encourages others to do the same. See them. Hear them. Right where they are, right now.

 

The Ready to Work Shuttle: Rides, Not Just Well Wishes, for Those Willing and Able to Work.

 

Sonya Stearns
Network Membership Manager
Read more from Sonya

 

 

“Why can’t those people just go to work?” If you have ministered to those struggling with poverty for any length of time, you have heard this question aimed at individuals who are unable to maintain employment. Perhaps you’ve asked that same question as a poverty fighter, knowing that there is rarely an adequate response. Hope House of Bowling Green, KY explored why people weren’t going to work, and what they learned prompted them to action.

 

The Problem & Solution

All able-bodied individuals have the innate ability to contribute to their community, and they deserve the dignity associated with providing for themselves and their families. However, due to past tragedies, poor choices, or a myriad of other reasons, many find themselves stuck with no transportation to help towards those efforts. In fact, poverty-fighters across America say that a lack of transportation is a main barrier to self-sufficiency and a flourishing life. 

 

Hope House of Bowling Green, Kentucky is removing that barrier with their Ready to Work Shuttle Program. With one 16-passenger van and a driving desire to help people provide for themselves, Hope House is helping approximately 30 people per month get to and from their places of employment each week.

 

 

Since 2009, Hope House has been serving their community in five key areas: education, workforce development, addiction recovery, financial empowerment, and transportation. According to Bryan Lewis, President /CEO of Hope House Ministries, they kept hearing their clients consistently cry “I have the job – and the skills – but I don’t have the way to get there!” 

Through relationship-based case management of their developmental programs (e.g., Jobs For Life and Faith and Finance), Hope House staff investigated specific client situations. (True Charity Network members can access overviews of these types of development pr

ograms here.) They discovered that the cost to be transported to a job in their area was simply unfeasible. Rideshare programs were charging $20 one way. For someone making less than $8 an hour, paying that amount was out of the question.

Moreover, many people they serve don’t own a vehicle. And those who do, often face the insurmountable challenges of high insurance premiums, astronomical repair and maintenance expenses, and vehicle unreliability. The true costs of owning a vehicle prohibit many people experiencing poverty from dreaming of that possibility.

Furthermore, over a brief time span, the Bowling Green area witnessed 27 of 33 manufacturing plants move outside the city center, and some dissolved entirely, causing the overall need for reliable transportation to and from other regions of employment to increase significantly.

Like thousands of small to mid-sized towns across America, Bowling Green is not a sprawling, metropolitan hotspot; the city does not fund an extensive public transportation system. They offer a “Go Bus” which operates only within the city limits.

The need was glaringly obvious. So Hope House launched their Ready to Work Shuttle.

 

The Process & Procedures

They identified two main regions where most potential riders needed transportation, and they built their shuttle routes around those destinations accordingly. Presently, the shuttle transports to over two dozen places of employment within these two regions.

The process is impressively simple and streamlined. Potential riders complete a simple request form online. It’s important to note that Hope House requires one initial form that is not long, complex, or confusing. Otherwise, many potential riders seeking help simply won’t be able to follow through.

Participants agree to arrive at the Hope House parking lot 30 minutes before their shift. For a fee of $35 per rider, per week, they are granted a ticket for five round trips, and each rider is dropped off at the door of their employment. Since many participants cannot afford the initial cost before they receive their first paycheck, first time riders are offered their first two tickets for free. Also, participants in Hope House’s Jobs For Life program are given a discount.

Their own residents and program participants are employed as drivers for the shuttle and are paid an hourly rate. They transport approximately 30 riders each month.

To ensure that the program continues to run smoothly, Hope House requires every potential rider to agree to, and sign, a simple rider policy. Shuttle driver employees must do the same. Additionally, audio-visual equipment installed on the van runs and records the entire time the van is in operation. This technical measure deters potentially harmful situations and gives an accurate account in case the need arises.

According to Bryan, the biggest mistake they made when starting this program was not having rider and driver policies in place before they offered their first ride. This lack of foresight provided a stage for conflicts – “he said, she said” scenarios that rarely occur now.

 

Since the charge to riders is $35 per week, but the overall operational cost is significantly higher (approximately $85 per rider, per week), the rider fees alone do not fully fund the program. Churches and businesses provide both financial and marketing support. Hope House is diligent to track all monetary needs and income as exemplified in their annual fiscal report.

Hope House uses the van itself to attract donors. Corporations can choose to invest various amounts and are given advertisement space on the van, which travels over 50,000 miles annually.

The shuttle program has incredible support because the need is so well-known and so widespread. Even local news outlets took notice right after the program’s launch, and opposing forces seem to be non-existent.

 your city with several places of employment might have no public transportation, but a business might provide funding in order to allow potential employees to be employed in otherwise elusive jobs. Churches may have members who would donate their time and vehicles to help. . . there are many ways to start small.

The Obstacles and Response

However, as with the implementation of any worthy and sustainable venture, obstacles did arise. When they first started, finding insurance was a real issue so they enlisted a local business partner to help them. Only one insurance company agreed to insure them, and they discovered that since the Ready to Work Shuttle is considered a taxi service, they also had to secure and fund a secondary policy for taxi insurance.

The best advice that Brian offers to organizations and churches who want to minister to people in this manner is two-fold: Do your research and start small. 

Ask:

  • What will it cost to insure the entire program?
  • What are the local and state laws and regulations for rideshare or taxi services?
  • What revenue can you bring in from the riders themselves?
  • Survey your potential participants for information:
    • Would they pay for a ride to work?
    • How much are they willing to pay?
    • Would they sign a rider agreement and commit to following procedures?
    • Where is their area of employment?

Start small, with a service that can be implemented with little complexity. This approach can take on many faces. A social service provider might need transportation for their clients. A local prison may need transport for their reintegration program. An area in

How do they staff such an excellent program? Hope House employs a full-time transportation coordinator. Although he has other ministry tasks, his primary focus and job duty is to make sure potential riders get to their jobs in a timely and sustainable manner. The transportation coordinator’s duties include:

  • Setting routes and schedules
  • Supervising all drivers
  • Overseeing the driver and rider policy and procedures
  • Tracking maintenance for the shuttle van;
  • Documenting expenses, rider information, and route data
  • Maintaining daily driving logs
  • Managing the communication of the riders’ and drivers’ needs
  • Driving the shuttle during daytime hours

 

The Future & Opportunities

In 2017, the city contracted for an extensive research analysis of the transportation needs for Bowling Green. The analysis reported an overwhelming need for transportation to social services – just the type of services that Hope House provides! Not surprisingly, the city has contacted them about transportation services not offered by the municipality. Hope House is presently collaborating with city leaders about potential solutions, so that more people will be able to successfully provide for themselves and their families.

For those ready to own their own transportation, Hope House offers another service to their community – its Driver Ready Program. They receive donated vehicles and complete any maintenance required to prepare the vehicles to be sold in good, working condition. Then the vehicles can be purchased by their Faith & Finance program graduates, with income-based payments and no interest financing. 

Now the question, “Why can’t those people just go to work?” is being asked with less frequency, at least in one small town in Kentucky. Now more people are able to provide for themselves, thanks to the Hope House of Bowling Green.

 

Transitional Housing: Dream Big, Start Small

 

Amanda Fisher
Community Engagement Director
Read more from Amanda

 

 

 

Starting a transitional housing ministry for people struggling in chronic poverty or homelessness may seem an impossible stretch for smaller churches or nonprofits. Designing a program from scratch that seeks to provide support, training, supervision, and ultimately self-sufficiency for the participants is daunting. The to-do list alone may be a deterrent: fundraising, acquiring an apartment complex or multiple houses, determining participant qualifications and program guidelines, and hiring a team of experts to practice case management, teach classes, and handle the maintenance.

But, consider Second Story, launched in 2018 by LifeWalk church in rural Nevada, MO. This 100% volunteer-run ministry, led by Rachel Fast, has taken a more “bite-sized” approach to transitional housing. LifeWalk’s smaller model helps free people from poverty and homelessness and is within reach of almost any church or nonprofit.

Rachel’s dream for Second Story began as she got to know the people at Lifewalk’s Hotdog Hangout, a monthly cookout designed to connect to the unchurched. She quickly learned the need was more than filling empty bellies. Some she met were sleeping in sheds or surfing from couch to couch. Others had no electricity to cook the canned food they received from the local pantry, while others didn’t own a can opener. Most struggled with mental health, addictions, or both.

Rachel, a full-time teacher, read some articles on transitional housing but had no idea what starting the ministry entailed. She studied Marvin Olasky’s 7 Marks of Compassion through True Charity University and sought wisdom and tools from a larger, seasoned transitional housing ministry with a large donor base and a full-time team.

With limited funds, a commitment from many volunteers was vital. Rachel communicated her vision for this life-changing, developmental approach. She quickly created buy-in and ignited enthusiasm, as many congregation members saw a need for an alternative to the undignified, dead-end approach to one-way giving. This was a perfect opportunity for the church to live out its value to “be spiritual contributors,” not “spiritual consumers.”

Rachel wanted to “make it as easy as possible for the volunteers, so they can focus on the relationship.” She did this by encouraging people to commit to serving where it was most natural for them based on their giftings and skills. Volunteer positions varied from short-term to long-term (no more than 6 months at a time); some positions were regular, and others were on an as-needed basis.

Second Story makes this bite-sized approach possible through volunteers in six categories:

 

1) House Preparation

The church purchased a small, inexpensive duplex needing renovations. Church members with trade skills or DIY experience volunteered to complete projects including demolition, sheetrock, and flooring.

 

LifeGroups helped and continue to help in various ways: 

  • Providing a fresh coat of paint
  • Decorating the units with donated furniture and household items to feel welcoming
  • Cleaning up the yard and landscaping
  • Completing a deep clean before residents’ move-in
  • Delivering a home-cooked meal to new residents

 

2) Program Planning Team

A team of volunteers met regularly for several months to determine program details. They modified documents shared by another transitional housing ministry to fit their specific needs. This wasn’t a group of administrative or policy experts; the team consisted of people of varying backgrounds and education committed to ensuring success for the residents. They finalized documents, including the resident application, handbook, and accountability sheet.

 

3) Application and Interview Team

Second Story residents are carefully chosen based on only two available units and the vigorous 6-month needs-based program. A volunteer team, consisting of a bus driver/lay preacher, a social worker, and a school administrator, agreed to review applications and the Readiness for Change and Well-Being Questionnaire completed by each resident. They also complete drug screenings, conduct interviews, and assist in selecting residents.

 

4) Budget Counselor and Family Advocate

Second Story residents meet with a budget counselor and a family advocate weekly for one to two hours to set and review goals and action steps. The budget counselor does not have to be a CPA or have a degree in finance, and the family advocate does not have to be a social worker. With a brief overview of the program and documents, these positions are filled with people committed to developing relationships, helping with budgeting, and holding residents accountable. These two volunteers commit to only one resident or family at a time for 6 months, making it easier for them to commit. After a resident graduates, the pair can take a break, as two different volunteers work with the next family.

 

5) Life Skills Sessions

Every resident attends a weekly life-skills session. This is an opportunity for church members to share their interests and skill sets in ways they may not have considered before. Rachel has identified people in the church and community willing to share their strengths with residents. Some volunteers commit to several weeks or months, while others commit to only one session, depending on the topic and need.

These sessions vary and are centered on the needs of each resident/family. The list is almost endless, but here are a few examples: 

  • Someone skilled in sewing teaches residents practical mending skills, such as sewing on a missing button or repairing a torn hem.
  • A person who loves cooking shares and models how to plan and prepare meals. 
  • A church member who has battled anxiety shares practical skills they’ve learned to cope.
  • A person with strong writing skills offers resumé assistance. 
  • A law enforcement officer shares safety habits and demonstrates basic self-defense maneuvers.
  • A person with a passion for helping people discover their gifts guides residents in building dream boards.

 

Life Skills lessons with Volunteer 

 

6) Professional Needs

While many professionals have time constraints that prohibit them from volunteering their services on a large scale, they likely have time to help 1-2 families at a time. Rachel built relationships with professionals in both the church and community willing to support Second Story in the following ways:

  • An optometrist offers free vision screenings to residents and a discounted rate on glasses/contacts. 
  • A dentist provides free cleaning and consultation, and a discounted rate on restorative work.
  • A dietician consults with residents to discuss healthy diet and exercise options.
  • An auto mechanic offers assistance with services at a free or discounted rate.

  • Professional CPA Discussing Financial Topics

    A CPA is willing to discuss financial topics such as taxes and credit reports.

  • A church member with a lawn business mows during the summer months.
  • An attorney is willing to answer legal questions when they arise.

 

Rachel suggests that those interested in starting a ministry like Second Story “think about how to recruit lots of volunteers and help them understand their value,” adding, “it is important to empower and appreciate your volunteers.” Should you use volunteers in transitional housing or other current ministries, check out True Charity’s Volunteer Engagement Toolkit. (Toolkits are member-exclusive content; learn more about Toolkits and network membership.)

Second Story is a beautiful representation of the body of Christ working together to love people. The various volunteer opportunities make it possible for people of all skill sets and interests to assist where they fit best, making the program uniquely within reach of smaller nonprofits and churches. Your nonprofit or church may be more equipped than you think to help others write their “second story.”

 

This article is just the tip of the iceberg for the practical resources available through the True Charity Network. Check out all of the ways the network can help you learn, connect, and influence here.

Already a member? Access your resources in the member portal.

Forging Past the Felony: How Character and Relationships Make All the Difference

 


Savannah Aleckson
Events Director
Read more from Savannah

 

Rich Schaus, Executive Director of the Muskogee Gospel Rescue Mission

“If you have a strong enough character, people don’t care about your criminal record, your disabilities, the addictions you’ve had,” Rich Schaus, Executive Director of the Muskogee Gospel Rescue Mission, asserts. “That’s what we’re trying to develop in the men and women here–undeniable virtue that makes the past irrelevant.”

Rich sees the sad but familiar story play out every day in his role at the Oklahoma mission: So many men and women with criminal backgrounds are ready to turn over a new leaf in their lives but encounter roadblocks at every turn.

“It’s everything from getting car insurance to finding a place to live. Some car insurance companies won’t cover you if you have a felony, even if the felony had nothing to do with driving. Landlords see it as too risky a move to let someone with a criminal record live on their property, particularly if it’s a drug-related charge,” Rich explains.

Perhaps the biggest obstacle for former felons Rich sees is finding employment.

“Everyone knows that people who have felonies on their record have a hard time getting a job,” Rich says. “And, sure, every community has a list of ‘felon-friendly’ employers.” While a step in the right direction, Rich laments the little-known fact that many of these employers will put applicants with felonies at the bottom of their list, only hiring them “if they’re desperate enough.” Though it is possible in some cases to get a record expunged, it’s expensive and time-consuming. Even still, in the internet age, a record is never truly erased–it’s not uncommon that a potential employer will discover a criminal charge through an old article or a news story from years ago.

These hurdles can make a return to a life of crime seem tempting or even unavoidable to those who face them.

“Survival instinct is strong in people,” Rich reminds. So often, people make bad choices that can look inexplicable from the outside, but Rich’s encouragement is to view people’s lives and choices in context.

“People will do what they need to survive. If they learn that in spite of effort to do the right thing that they can’t care for themselves and their families, that presents a strong incentive to stealing or selling drugs or whatever you used to do to provide for yourself.”

While these are difficult obstacles indeed, Rich shares the good news that they are not insurmountable. In his estimation, there are three essential elements to a successful strategy for getting over the hurdles: the returning citizen must undergo demonstrable character change that makes past wrongs irrelevant, relationships must be fostered with employers so they feel more comfortable taking calculated risks on men and women with rough histories, and the nonprofit leader must be willing to act as a mediator between the former felon and community connections.

 

Character Change

One way in which Rich helps men and women develop strong character is through his four-week class, Forging Past the Felony. While primarily geared toward guests at the Muskogee Gospel Rescue Mission, the class is open to the community, including people with loved ones who have criminal records.

 

“A lot of what we do in that class comes down to reprogramming,” Rich shares. “It’s helping people rethink their habits, their mindset, and their identity.”

Over the course of four weeks, participants learn about their purpose as humans created in God’s image, they take time to evaluate the relationships in their lives and identify connections that need healed, and they work on developing new, healthy habits.

When Forging Past the Felony participants have completed the program, Rich invites them to meet regularly with him one-on-one for mentoring and coaching. It’s during this time that they identify individual challenges and create a game plan to address them.

Regarding the power of demonstrable character change, Rich shares a success story: One program participant landed a desk job at a local hotel in spite of her rough criminal history because the employer didn’t run a background check for this entry-level position. She excelled at her job and eventually found herself in the running for the manager position at that hotel.

“At that point, the employer ran a background check and was shocked at what he found in her past. There’s no way he would have hired her for a management position with a rap sheet that long, had he not known her,” Rich explains. “But, because he had gotten to know her and witnessed firsthand her character and strong work ethic, he decided to take a chance and offered her the management position.”

Today, that same woman has advanced to regional manager in that hotel chain, overseeing multiple hotels in a four state area. She has undeniably advanced to a stable position in life–and it was dually thanks to her new-found character and an employer willing to take a chance on her.

 

Form strong relationships with employers:

The next critical component Rich identifies is nonprofit leaders forming strong relationships with employers in the community, knowing that they’re more likely to take a risk on someone with a rough past if that person is recommended by someone they know.

“It’s like developing a friendship,” Rich explains. “I don’t immediately approach them about whether they’re willing to hire someone who’s gone through our programs.”

Instead, Rich will typically ask to meet up for coffee with a community employer to explain more about the programs at Muskogee Gospel Rescue Mission. From there, he sets up a tour of the mission, making sure to explain their WorkStart program designed to create job preparedness. The WorkStart program is a different program from Forging Past the Felony, but the two often work in tandem.

“While that person is touring, I make sure to ask him things like, ‘What are the skills you need in an employee? What are you looking for in a potential new hire?’” Rich shares. And those questions are not just performative – Rich really listens to what employers want and need. To demonstrate that he takes their feedback seriously, Rich sends the employer a document detailing expectations for each level of the food service track of the WorkStart program, thanking them for specific advice they were able to give that Rich added to the document.

Allowing employers to see how they measure growth in job preparedness also equips Rich to be able to explain where a program participant is at in objective terms. “When I get to the point that I’m sending guys over to an employer to be considered for employment, I’m always honest about where they’re at. I’ll let them know that they’re a level 2, having grown in soft skills and now learning to lead. Or, I can share that they’ve progressed to a level 4 and are now supervising all other workstart work tract participants,” Rich explains. Because the employer has been familiarized with the program, Rich and the employer are able to speak frankly about the applicant’s ability in mutually understood terms.

“At the end of the day though, employers need to know that I’m not just some bleeding heart. I’m only going to send applicants that I actually think will do a good job, and I’ll always be honest about where they’re at.”  This often requires Rich to have difficult conversations with shelter guests when they have not yet proven themselves when a job opportunity comes up.

On that note, Rich encourages other leaders working with returning citizens to not take it personally if they do lose out on an opportunity by dropping out or doing a poor job. “If you’ve built a relationship with an employer, he or she will understand. It may take them a while to try again, but you can build back.”

 

Mediate between ex-felons and employers:

Rich sees mediation between former felons and employers in the community as a critical part of his role: He helps each group understand the other better and encourages them to build bridges.

As an example, Rich helps participants in Forging Past the Felony strategize about how to talk about their past in a way that doesn’t close doors of opportunity.

“We had one woman who went through the class who wanted to be a buyer for Macy’s –helping choose the products they sell in store. As we were helping her prepare for her interview, we encouraged her to be honest about her past as someone who sold drugs,” Rich shares. While honesty was emphasized, Rich helped her think through how to talk about in a way that made sense to the employer, including talking about the necessary skills she was excited to use in a much healthier context. She was gifted in networking, understanding what makes a good product that’s appealing to customers, and selling, and she was ready to put those skills toward something healthy and beneficial now that she had turned over a new page.

Sometimes, the mediation role means opening up lines of communication and facilitating making things right.

One Forging Past the Felony participant shared with Rich that he had, years before when he was living in addiction and crime, stolen about $400 of product from a local Walmart. Though he was never caught, the man had undergone significant character change and felt convicted that he needed to take $400 from his paycheck at his new job and give it back to that Walmart.

Fortunately, Rich knew the Walmart store manager. He was able to ply his social connections to arrange a meeting with him. As a show of support, he accompanied the nervous man to the meeting.

“It was so humbling to see this jail-hardened man so strongly convicted and yet trembling at the same time as he handed the manager the money and apologized,” Rich recalls. 

Rich shares that the store manager later called him to tell him that he was going to push for a re-evaluation of their policy regarding hiring felons as a result of that man’s courageous act to make things right. Had Rich not been willing to leverage his social connections to arrange and attend that meeting, the store manager may never have gotten to experience this perspective shift. As is, the story is a testament to the power of character change and leveraged social capital in changing people’s preconceptions.

“I love these men and women. I was so tired of seeing them stuck,” Rich shares about why he started the Forging Past the Felony program four years ago. “I want to help them define a new direction in their lives and make that new direction so evident that it’s undeniable to the people around them.”

 

The Muskogee Gospel Rescue Mission is a member of the True Charity Network. You can connect with Executive Director Rich Schaus in the member’s directory.