Bridge to Change

We see an ever-increasing need to help those ready for change but lack the skills and confidence necessary to enter a workforce development program or attain employment. Poverty and homelessness are an increasing challenge in our community. Our county faces several challenges with education, lack of good-paying jobs, unskilled workforce, and housing costs that make it very challenging for those in poverty to get ahead. Our Bridge to Change (BTC) program addresses these needs.

We are the county's lowest barrier shelter. Last season, we sheltered 219 individuals aged 18-77, a vulnerable population who often have many challenges and obstacles to becoming productive members of society. Even those ready for employment or housing often have barriers that prevent them from attaining either. BTC strives to guide homeless adults out of poverty and support them toward independence. Case Management is crucial, guiding them toward independence, locating permanent housing and/or connecting them to the many resources in our county. The combination of accountability and compassion restores hope to those who have become discouraged in the process of working with traditional social service providers, resulting in motivation to take steps toward self-sufficiency. BTC complements our housing program and the first steps toward permanent employment.

Bridge to Change is a REACH program that focuses on developing human potential through purposeful work experiences for the homeless ready for change, providing an opportunity to work by cleaning the City of Hagerstown. This program develops soft skills (responsibility, reliability, teamwork) and confidence to move towards independence (housing, job service program, employment, mental or behavioral health). This program assists Washington County's most vulnerable population to overcome adversities, maintain or support themselves, and enhance their quality of life.

Participants experiencing success were chronically homeless and, despite all previous efforts, were not able to move towards independence. This program was a significant factor that motivated them to become self-sufficient. The supervisor’s mentoring and camaraderie with the crew has directly increased the motivation and success for those in the program.

BTC is designed to operate regardless of if the crew has 1 person going one day a week, or up to seven people going 3 days a week. Chip and BTC participants are constantly inspiring and/or recruiting participants, leading to a consistent 6-7 people per shift. At this point in the program, motivation and interest are abundant so the funding directly dictates how many days a week the crew can go out. 

We serve the homeless, nearly homeless, and working poor residents of Washington County. We serve those who may be ineligible for other shelter programs; including chronically homeless, mentally ill, and those who struggle with substance abuse.

All participants have access to Case Management services, which is critical to support and help guide them toward independence. They work with the homeless to assist with locating permanent housing and/or connect them to the many resources in our county. We continue to face challenges with housing and employment. Affordable housing for our clients is almost non-existent. Our Case Managers have excellent partnerships with organizations and landlords in the community, but these housing and employment challenges are not isolated to Washington County; they are a national problem. There has been an increase in available job opportunities, but some of our clients need to secure an ID and/or resolve some court issues prior to being eligible for work.

For example, our clients may not be ready for job placement, but this program can help them develop basic skills, independence as well as responsibility to give them confidence and prepare them to enter a job development program or programs at the Western Maryland Consortium.

REACH has been helping the homeless since 1990. Over time, we developed strong partnerships with many community organizations that serve and support the homeless, including the Local Homeless Coalition, and the Washington County Coordinated Entry System. We continue to partner with these agencies, provide updates and work together to support the homeless towards independence.

Our program was implemented in July 2019 after extensive research was completed, and a comprehensive implementation plan was created and executed. BTC is under the direct oversight of the Executive Director, Program Supervisor, and Case Managers. Having a strong internal team and program debriefs with the participants allows us to continually review and make changes to improve the program.

BTC participants are supported by a crew supervisor who disciples, encourages, and works alongside as they walk designated routes to pick up trash.  After each four-hour shift, the crew returns to REACH to receive payment as independent contractors earning minimum wage, and debrief. During one debrief, a participant suggested two additional locations for public trashcans, and the City installed them, which was empowering and encouraging!

Case managers meet with participants to help them with housing, job service programs, employment, and connections to behavioral health services and other support systems in the community. Program participants are gaining self-confidence and developing soft skills (reliability, responsibility, communication, and teamwork) to move towards independence.

This program works in conjunction with the City of Hagerstown’s Public Works department to identify areas of focus. The Public Works department provides trash pickers, 60-gallon heavy duty trash bags, and gloves for the crew. The BTC crew leaves the full trash bags at City trash pick-up locations, and the Supervisor sends these locations to a contact at Public Works for daily pick up. Over the last 5 years, 114 unduplicated homeless individuals participated. 

This program has been a positive and much-needed program for the community.  City officials, business owners, community members, and many others have provided significant positive feedback on their observations. It is rewarding to see how proud they are of their progress when they return. They feel proud when City employees and citizens thank them for their efforts. Over the past 5 years, we have learned so much as we witnessed many successful outcomes and inspiring impactful changes for many of the participants.

Over the last 5 years:  114 unduplicated homeless individuals worked 558 workdays, covering 2,528.62 miles, and removed over 484,170 gallons of trash. Achieved the following outcomes:

• 114 participants participated in consistent case management for support to move towards independence
• 51 participants were permanently housed; several are currently pending housing
• 50 participants are employed or entered a job service program
• 35 of the participants made other significant steps toward independence such as seeking behavioral health or mental health services

Bridge to Change - Reach of Washington County

www.reachofwc.org/bridge-to-ch...

BTC was modeled after Albuquerque's “There's a Better Way” a program created in 2015 by a similar partnership between the City of Albuquerque and a homeless organization. “There's a Better Way” was created to identify panhandlers in the city and offer them work. The program was wildly successful and has inspired other cities in the U.S. to create similar programs (Anchorage, Honolulu, Spokane, Seattle, Portland, San Diego, Tucson, Denver, Amarillo, Dallas, Austin, Chicago, Lexington, Ocean Springs, and Portland).

BTC is a one-of-a-kind program in Washington County. However, we collaborate with all organizations that support the homeless in the community. Anyone can refer homeless clients to our case managers, who will meet with them to determine if they are ready for change, and if they are safe to send out with our crew. Our case managers individualize support to help adult homeless individuals move towards independence (examples: mental health, permanent supportive housing, behavioral health, employment, employment services, etc.).

Many individuals in this program are chronically homeless and despite all efforts in the past, had not moved towards independence.  This program offers an employment opportunity to develop the basic (and critical) soft skills needed to achieve self-sufficiency and independence (including employment, housing, etc.). This program was a significant factor that motivated them to become self-sufficient, which is a crucial step in supporting a homeless individual towards independence and becoming a productive member of our community. The BTC Crew Supervisor’s mentoring and camaraderie with the crew has directly increased the motivation and success for those in the program. It is encouraging to see the supervisor building a repertoire with the participants and rewarding to see how proud they are of their progress when they return.  This crew is so dedicated, they even advocate going out in the rain, freezing cold and sweltering heat! 

Our program goals are based on data following participants for up to a year.  The shift supervisor and case managers agreed that a team of seven participants is the capacity for this group. If the active roster exceeds 7, we will resume a rotating shift schedule. 

Success is measured by outcome goals and tracking measurable outputs, such as the number of shifts worked, miles covered, gallons of trash collected, and we started tracking needles last year. Goals set forth for the program include the number of individuals: participating in the program (up to 50 individuals), permanently housed (33%), entering a job service program or permanent employment (50%), participate in case management services (90%), and complete at least one financial literacy class (75%). Our program goals are based on data following participants for up to a year.  Since its inception, this program has been very successful, so we are seeking funds to help us continue the program moving forward. The last five years have presented some challenges to our clients and now more than ever they need a program to help them keep moving forward.

We have also seen some encouraging improvements in some of the participants that do not necessarily fall into a measurable category.

The success of the program hinges on the extensive experience and training of the REACH staff. We have 4 full-time, 2 part-time staff, and a revolving crew of BTC participants who are technically independent contractors.  There are typically 4-7 participants at one time, with a goal of 50 participants in a year.

Bridge to Change Crew Supervisor works closely and disciples the workers. Chip's mentoring and camaraderie directly increases the motivation and success for those in the program.

Director of Housing and Case Management recommends clients ready for change, connects them to community services and helps them secure permanent housing. 

Our program was implemented in July 2019 after extensive research, and a comprehensive implementation plan was created then executed. BTC is under the direct oversight of the Executive Director, The BTC Program Supervisor, and the Director of Housing and Case Management, who meet to discuss successes and challenges of the program and adjust, as necessary. Having a strong internal team, program debriefs, and weekly staff meetings allows us to continually review the plan and make changes to improve the program. We are thrilled to have a dedicated team working together, as well as having those in the program achieve outcomes. 

REACH serves those in need without discrimination of race, creed, sex, age, color, national origin, marital status, familial status, sexual orientation, or disability. Reach's programs have been inclusive since inception. Reach is by nature a collaboration. We work with diverse houses of faith, our strong dedicated staff include veterans, persons with lived experience, diverse race, ethnicity and beliefs. Likewise, our board of directors includes veterans, diverse races, ethnicity and beliefs, and multiple persons with lived experience.

REACH is an Equal Opportunity Employer. Each of our staff has lived experience with addiction, homelessness, poverty, mental health, physical disabilities, single parent, non-traditional student, etc. 9/12 staff are female.  Our Director of Housing and Case Management utilizes a wheelchair for mobility.

We have a strong team culture and encourage work/life balance. All staff are offered a variety of development and training opportunies to grow and invited to be part of each committee. Most committees are chaired by a staff member, not a board member.

Everyone has equal access to our programs; however, some cannot be helped financially. Regardless of financial assistance, everyone is welcomed, heard, and guided to additional resources in the community. Our policies make accommodations for those we serve. We balance capturing information, with support and assist with various disabilities, language barriers, literacy barriers, criminal history, addiction, mental illness, credit history, etc. Our volunteers and staff help to defuse stress and help those we serve understand throughout the process. Reach is dedicated to providing top quality services that meet the needs of the clientele we serve and have an impact on our community.

Reach’s mission is to support and strengthen the community by preventing and resolving homelessness in Washington County.  We empower individuals and families to move toward independence and stability through compassion, education, advocacy and resources. 

Reach is a nonprofit organization serving the Washington County community for 34 years through our volunteer outreach programs. Our programs range from safety net to independence, which includes a Cold Weather Shelter for homeless adults, and our year-round programs including Case Management, a Day Resource Center, Bridge to Change (cleaning the City of Hagerstown), financial assistance to those facing crises, and Financial Literacy classes. We assist approximately 3,500 Washington County residents annually with a staff of twelve and typically 1,200 volunteers.

Some of our highlights of the FY24 include:

• 219 individuals aged 18-77 stayed in the cold weather shelter, totaling 6,972 bed nights.
• Case managers served 220 individuals, helped 67 obtain permanent housing, 69 gain employment or job training, and 49 complete mental health referrals.
• Bridge To Change had 27 participants who covered 530.85 miles and removed over 168,390 gallons of trash.
• Served 4,025 individuals through our DRC and Client Assistance program. Client Assistance dollars supported 524 households (973 individuals) with the prevention of evictions and utility shutoffs as well as assistance with security deposits, rent, ID cards, and birth certificates.
• Financial Literacy served 154 individuals with practical money management skills with a curriculum aimed at low-income households. 

REACH has been in operation for 34 years and has a long-standing reputation in the community. We currently receive funding from 24 grant sources, in addition to donations from our support base. We are continually looking for new revenue streams since increasing our funding allows us to help more Washington County residents. Our funding is a combination of state and local grants, donations, and fundraising, which helps sustain our programs annually. Fundraising and donations help fill the gaps in funding not covered by grants. Currently, our funding is approximately 67% grants, 18% donations, and 15% fundraising and endowment interest. We will continue to pursue current grants, seek out additional grant opportunities, and continue to engage our donors.

We are grateful to Truist for past support that enabled us to fulfill our mission of serving those in need. We understand grants often cannot fully fund programs, so Reach's funding is a mix of grants, donations, and fundraising, which help sustain our programs annually. 

Our solution being selected will allow us to grow our program, and help more individuals work towards independence. 

This program has been a positive and much-needed program for the community. City officials, business owners, and community members have provided significant positive feedback on their observations. They feel proud when City employees and citizens thank them for their efforts.  This program is making a difference for the participants, and for the city.