FW: Bethlehem Homeless Mission

[Craig J Updegrove]

I asked Gary Millspaugh, Executive Director of Allentown Rescue Mission. He has a tempting suggestion to join in helping him keep Safe Harbor open. What are your thoughts?

 

-Craig

 

From: Gary Millspaugh [mailto:gfmill...@rcn.com]
Sent: Monday, June 20, 2011 6:50 PM
To: 'Craig J Updegrove'
Subject: Bethlehem Homeless Mission

 

Craig –

 

By all means!  I thought I sent it weeks ago.  My apologies, and thank you for asking.  Please see below.

 

As part of this process, are you aware that Safe Harbor Shelter in Easton could close, or dramatically reduce services?  This could happen before winter.  See these Morning Call articles:  http://articles.mcall.com/keyword/safe-harbor

 

Perhaps your group could be a “partner” in the existing Safe Harbor operation, or a new one that evolves from the events in the coming months, though it is not in Bethlehem.  There could be huge economies by helping Safe Harbor stay open, compared to starting a new operation.  I would be glad to attend your planning meeting(s).

 

Blessings,

 

Gary

 

 

 

 

Starting a Homeless Shelter Operation: Six Key Points

 

1.        Statement of Mission or Purpose.

 

            What will the organization do?  Who will be its clients? These are key questions, and the answers must be specific, and focus resources.  Inherent in these questions are what the organization will NOT do.  Every statement of purpose has limited resources to fulfill it through the organization.  Saying “no” is critical, to those initiatives not of the central mission, especially when starting out.

 

2.        Governance.

 

            Every non-profit organization that has IRS 501 (c) (3) tax exempt status must have governance which represents the community in some way. Since no one “owns” a non-profit, it is considered part of the “public trust” and must be governed that way.  There is a vast array of funding and other benefits that accompany 501 (c) (3) status, so it difficult to operate without it.

 

3.        The “big three” of a charity or non-profit organization.

 

Program

Personnel

Property (which includes finances)

 

There are dozens of questions and issues to consider and finalize about these.   After some progress has been made on Statement of Mission or Purpose, Governance and the “big three”, you can start to develop a strategic plan, which matches issues with answers, action steps and a timeline.

 

Program.  Based on the statement of mission or purpose, what will the elements of the program be?  What professional services will be provided on site, by staff?  How will referrals work; and to where will clients be referred?  How will this program fit into the existing matrix of services in the community?  Is there any overlap or duplication?

Simply stated, at the successful conclusion of the program, how are clients or participants better or different?  What problems will be solved (ideally), and how will remaining or other problems be addressed in aftercare?

 

Record keeping, data, and aligning with other HSO’s.

 

Personnel.    Staffing is driven by the services provided, the level of education and professional needed to deliver the services; and the hours of operation.  A 24-hour a day facility will need different staffing than an “overnight” shelter.  What will the role of volunteers be?  In a small organization of  3 to 20 employees, the executive director is also the director of personnel, and the primary substitute for absent staff, and for when positions are vacant.  The danger of burnout is ever-present in small organizations, particularly human service organizations, and even more so in religious human service organizations.

 

Property.      Buy or lease?  What size?  Build or convert an existing property?  Acquire property for the needs of today, or plan for expansion of size and change in program dynamics and goals?  Should the location be near the clients, or the cheapest one that can be found? A cheap price to buy or lease may be more costly later in maintenance, utilities and conversion to a shelter use.

 

A major issue is funding.  How will the organization obtain funds for “start-up”?  Separate and distinct from the “start-up” in the minds of supporters and members of the community is operating funding.  Who will give regularly, and how much?  How will the organization’s fund raising strategy be designed to meet the annual expense budget?

 

4.        Regulations.

 

            The municipality in which your facility is located will have standards and legal requirements for occupancy, fire codes, food handling (if any), parking, zoning, and many others.  No private person, and no formal organization can – nor should – operate outside of or in violation of these.

 

5.        Results.

 

            What will they be and how will you measure them, and demonstrate them to the community, Board members and funding sources (stake holders)?

 

6.        The Community.

 

            Where is the support, and how strong?  What will be the relationship between this organization and the many other human service, government and health care agencies in the community?  Is there duplication of services?  A critical question is, “Is this organization really necessary”; or, “Is this work being done by others, and do those organizations  just need additional support and resources?”

 

Gary F. Millspaugh,  Executive Director

Allentown Rescue Mission,  PO Box 748, 355 Hamilton Street

Allentown, PA  18105-0748 

phone 610-740-5500, extension 15,  gfmill...@rcn.com ,  July, 2005

 

From: Craig J Updegrove [mailto:cup...@rcn.com]
Sent: Thursday, June 16, 2011 9:21 PM
To: gfmill...@rcn.com
Subject: Bethlehem Homeless Mission

 

Dear Mr. Millspaugh:

 

If you recall, we had a brief discussion about a group of churches in Bethlehem starting the process to open a shelter. You mentioned two things at this discussion that I’d like to ask you for. First, you stated to me that you have written a white paper on how to create a shelter. Since we are moving along on pursuing this mission, would you please let me see you paper. We do not want to re-invent the wheel, if we don’t have to. We are currently trying to determine the blueprint for this creation. We are currently in the process of finalizing our mission and vision statements. Your help would be greatly appreciated. Secondly, in the fall, I would like for you to come to our Strategic Planning Committee to provide us with guidance. Please let me know if you can help us out. My number is 484-892-1589.

 

Thanks,

Craig Updegrove