Wake Interfaith Hospitality Network in 2007 served 202 people in 63 homeless family units. There were 120 children, 72 of them under age 5. On March 3, 2008, WIHN admitted its 844th family since beginning operation in July 1994. The network has 35 host congregations providing meals and overnight shelter 3 or 4 weeks per year for WIHN guest families.
Karen Olson, who is the founder of the
first Interfaith Hospitality Network (IHN) in New Jersey and continues
to lead the movement, tells a story about a teenager - let’s call her
Jill - whose family was staying in an IHN. (There are now 119 IHN’s
located in 39 states and the District of Columbia). Jill made friends
with a teenage member (“Sarah”) of a host congregation. Jill and Sarah
were in the church and overheard someone explaining to a friend that
their church was hosting homeless families that week. Jill responded to
Sarah, “I’m not homeless. This IS my home!”
WIHN has two main objectives: to help
homeless families back to independent living, and to educate the public
about the plight of the homeless. The education component is
accomplished mainly through the exposure of more than 2500 volunteers to
the guest families.
The hub of WIHN operations seven days a
week is the day center, where staff offices are located and where guests
have a base of operations during the day. Families are referred to WIHN
from a variety of sources. Among them are Wake County Social Services,
the Salvation Army and other shelters, by other families who have been
homeless, by other social service agencies, and yes, by the bus station!
WIHN is unable to serve families with substance-abuse problems.
When a family arrives at the day center,
a WIHN case manager works with family members to identify factors that
contribute to their homelessness. Adults could be under-employed, poor
financial managers, have child care needs, or have a myriad of other
conditions that prevent the family from functioning independently.
Families usually have had a series of crises that contributed to their
plight.
The case manager works with each family
to define a plan that will result in the family attaining independent
living once the plan is completed. The case worker reviews progress with
family members frequently and modifies the plan as needed. Once the
family achieves the capability to live independently again, staff help
them find a suitable place to live. Some families secure permanent
housing, while some move into transitional housing where the amount of
rent is based on their ability to pay. In transitional housing, the
family continues to work with a case manager to resolve any remaining
impediments to living independently. A small number of families are
unable to complete the WIHN program and leave without having permanent
housing. The average family stays at WIHN six to nine weeks.
Upon arriving at WIHN, school-age
children must get enrolled in school if they are not already attending
school. Staff members work with the school system to arrange
transportation for the children. It is inspiring to see WIHN children
arriving at the day center after school, running in to enthusiastically
greet family and staff and head for the snacks.
The day center, located at 903 Method
Road, has six full baths and five half baths, storage units for
families’ belongings, a large living room, a kitchen and dining area, a
nursery, a playroom for small children, sleeping space for family
members who work through the night, computers in an office for guest
use, a private voicemail box, and other features that support a family’s
quest for becoming independent again.
Each evening, guest families arrive at
two host congregations (some by vans driven by volunteers) who provide a
private bedroom (converted Sunday School room) for each family. They are
served an evening meal, and children sometimes participate in special
activities. The next morning, breakfast is served, and those needing
transportation are taken by van back to the day center.
WIHN, founded by members of several
congregations, is run by a volunteer board of directors and a
professional staff. A significant responsibility of both board and staff
is raising all required funds from a diversity of sources to meet budget
requirements.
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