When a new client arrives at Good Shepherd Housing and Family Services, one of the most important things we give them is the ability to plan for the future. Here’s an opportunity for you to assure that Good Shepherd Housing can put its own ideas into practice, planning more effectively for the future.

Did you know that there is a special group of donors called the Mortgage Club that does just that? They contribute a wide range of gifts; the amount is not as important as the consistency. These dedicated donors give the same amount every month either by check or credit card, allowing us to budget more effectively and serve our clients with confidence.

Barbara Cotter is one such exemplary donor. She says that when she volunteers at GSHFS, she sees the Emergency Services needs escalating every month, convincing her that consistent monthly donations are vital. Donors like her allow us to budget more accurately, allowing us to allocate funds appropriately and serve more families in need. If you want more information on our Mortgage Club, just drop me a line at kjupiter@goodhousing.org.

In 1991 I responded to a "volunteer wanted" notice in a church bulletin and started working 1 morning a week at the GSHFS office which was at that time located in the Marcel Center. I had previously had a variety of volunteer jobs but wanted to work in a "hands on" situation, where I could hopefully work directly with individuals who needed help related to their housing. It seemed to me that having a place to live (with the utilities turned on !) was a very basic human need that everyone deserved to have met. Taking applications for emergency service, explaining the rental program and providing support for the recently acquired paid staff was a way for me to participate in helping some people meet that need. I also became aware that although our service area, which was where I lived,. was largely economically affluent, there were large numbers of people who needed help in providing for themselves and their families. Although these neighbor's problems had not been visible to me they were a significant part of the Mt. Vernon Community.

After about a year as an office volunteer I became a member of the GSHFS Board of Directors. When Shirley Marshall became Executive Director she established a part time (20 hours a week) Emergency Service Manager position (in 1993?) I applied and was hired for that position, which I held until 2002. GSHFS grew significantly during those years. Funding ,staff, volunteers, clients, apartments, services and information to clients as to how to access County services, coordination with other helping agencies all increased and increased in effectiveness.

After retiring as a paid staff person I returned to volunteering at the front desk once a week. I spend a lot of time answering the phone and continue to advise clients about GSHFS services as well as where they might get help for problems that we are not able to deal with. In other words, I do much the same thing I did in 1991 when I started as a volunteer. I do know a lot more about housing issues and our programs than I did then! Also, there are more resources available.

Unfortunately the need for help in meeting that basic human need for decent housing has not diminished. It is very discouraging to still have to tell people that there is no emergency housing available or no housing that I know of that their low income will enable them to rent. A lot has changed with our programs and with the coordination with other programs, but a lot has not changed regarding the level of need. We serve probably twice as many emergency services clients as when I was managing the program, but have to turn away clients each months because of lack of funds.

My reasons for being a volunteer at GSHFS are the same as they were when I started in 1991. Added to that is the satisfaction I receive from working with the staff and other volunteers. I learn a lot from them and of course they are great company! I miss them if I am not there every week!

I became involved with Good Shepherd 15 months ago, and the time has been incredibly fun and rewarding. It is especially exciting to see the organization transforming itself and raising its game on so many fronts at the same time: from fundraising to board participation and program management, Good Shepherd is evolving rapidly for the better! All the members of staff, volunteers, and board members deserve credit for making this change happen when so many of our nonprofit peers are struggling. We truly are lucky to have such a talented group dedicated to delivering a strong future for Good Shepherd and its clients.

One of the areas of change that I have been involved in has been the real estate strategy. Not long after I arrived, I was struck by two things about our property activity: first, that buying property has been a great financial decision and a powerful contributor to our ability to deliver our mission, and second, that we need to take regular, proactive steps to be sure our real estate analysis and management keep pace with our growing portfolio.

With the support of several staff and board members, we kicked off a project to clarify Good Shepherd's real estate objectives and strategy. Our objectives were twofold: 1) ensure Good Shepherd continues to manage its exposure to real estate prudently, and 2) ensure Good Shepherd's real estate activity is fully integrated into its overall strategic plan. The study considered real estate activity in the context of both the county plan to end homelessness and the overall GSHFS mission. It also included analysis of three aspects of real estate financials: individual transaction economics, overall portfolio management, and risk management.

The output of the study included the establishment of a formal real estate objective ["Maximize the number of affordable units GSHFS can deliver to its target clientele, without undermining the long-term financial strength or stability of GSHFS"] and a set of recommendations for the board and staff to consider. The board and staff have already implemented many of the recommendations, and perhaps most importantly the real estate project has raised awareness of some important issues for the board and staff to consider as we strive to fulfill our mission. Thanks again to all who participated, and kudos again to all for your efforts to strengthen and serve GSHFS!

If you are interested in learning more about the real estate strategy, you can find a summary on our website. Or, of course, talk to me or Shannon Steene.

Must See Docs!

Anyone here in the office knows that I love films, especially documentaries. You can find me often rambling on about my most recent viewing over lunch. I just love 'em. I mean, in what other media can you be so thoroughly entertained and educated at the same time? What other art form enables you to literally see the world through someone else's eyes?

And, in case you didn't know, we are currently in the Golden Age of documentaries. Kevin Kelly in his book, True Films (viewable as an ad-supported pdf for FREE here), shows you 200 documentaries that are definite must sees. Many of these films tell the stories of people like our clients -- the homeless, the sick and the poor. Take a look and see what intrigues you. Every page has great screen shots from the film. And then please come back and let us know if you found a good relevant film to our cause.

Armed with your Netflix / Blockbuster Online subscription and this book you will be ready to explore the world and learn something new.

Enjoy!

I started as Development Assistant here at Good Shepherd Housing about a month ago, and I have been constantly inspired by the work that we do here. Last week, I had the opportunity to sit in on a client interview for the A-B-C program, and what struck me the most was how much she reminded me of my own loved ones. She was a school nurse, so she had to work two or three jobs during the summer break to support herself and her three children. I thought of my mother, also a school nurse and a mother of five, who works in a low-income neighborhood where she is all too often the only source of medical care. The only difference between my mother and this woman was a supportive family. The client fell behind in her finances when she left her abusive husband. Courage like that should be rewarded, not punished. But instead, bad credit marred her record, and no one but the most desperate and predatory landlords would rent to her. In the meeting, she complained of the bugs, the broken fridge, the sewage-smelling liquid that leaks into her dishwasher. “Just because I have bad credit doesn’t mean my children don’t deserve a safe place to live,” she said.

Perhaps because of my mother, I’ve always considered nursing one of the most noble of callings. It’s scary to think that even those who give so much to our community can be all but forgotten by it. But I am proud to be part of an organization that doesn’t forget about them. I love my job!

Happy New (fiscal) Year! That's right, it is a new fiscal year. No, this isn't our staff pictured, but they look like they are ready to celebrate with us. So, here is to another year of reducing homelessness in our community. Bottoms up, guys!