a list of phone numbers and suggestions for what to say and how to get start- ed. It literally is that easy. In addition, most towns and counties have human needs task forces or clergy groups where you can network and seek out people who are working in this area. Ask a lot of questions. Find out what’s already happening so you’re not rein- venting the wheel. Where possible, try to fill the gaps. On occasion, you might find other providers acting territorial or being competitive. That’s unfortunate but something that you may just have to put up with. It’s more likely, though, that you’ll soon be well received and find out how you can fit in. Be sure to take this as the huge gift that it is. Just be a strong link and play your unique part. You don’t have to be the whole chain. Advantages to the Service Station model It’s modular. Pick the practical service area(s) where you already have strengths and capacities. You don’t have to begin by trying things you’ve never done with people you’ve never met. It’s scalable. Pick a rhythm that works for you and that you’ll be able to do fairly consistently. Open a clothing closet on a monthly basis or a feeding program on a weekly basis. You can always scale up or down, depending on demand and your capacity. It’s visible. This model gives your congregation members a visible place to make the world of reentry real for them personally. They can jump in and serve in a practical way. They can see the faces of those they serve. And it’s a visible sign to the community at large that the church cares for those leaving incarceration. Challenges of the Service Station model It can be impersonal. The interactions in this model tend to be experienced as provider-to-client. People may think that you’re good and kind people, but they may instinctively feel as if they’re your “project” or just a number. This can create a barrier to a deeper relationship. It’s ongoing. Everyone knows how hard it is to get people to commit over the long haul. It’s hard for many people, even the most passionate, to commit on an ongoing basis. This is challenging, because the Service Station model thrives when it can be consistent and longstanding. It’s expansive. Over time, this approach will involve some logistical commit- ments: space for supplies, modest budgeting for food and bus passes, issues related to having strangers in the building, and so on. If it turns out to be effec- tive, it won’t stay in its original “ministry box” for very long. And it shouldn’t.
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