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. Pairs well with the Coach/Mentor model Let’s say that you’re considering the Service Station model, but you’re feeling somewhat uncomfortable with its transactional feel. In that case, you might want to consider strategically pairing the Service Center model with the Coach/Mentor Connection model right from the beginning. This ministry pairing weds the “wholesale” service model of delivering basic physical neces- sities with the “retail” relational interaction between a coach (often a pastor or other ministry leader) and coachee. These two models can be mutually reinforcing and may actually work better in combination than as standalone models. Here’s why. The Service Station model can meet immediate needs and contin- ue to attract a critical mass of returning citizens. This creates trust and prox- imity. Then, once trust and proximity are established, the Coach/Mentor model can provide the missing one-on-one relational component for those who are open to it.
Because it aligns strongly with many aspects of the “GRAND” paradigm we’ve outlined (see introductory section [page 13]), this model is probably deserving of your full attention. Unlike the Service Station model, which is built on the assumption that returning citizens are different from and certain- ly needier than most people in your congregation, the Recovery Fellowship model is built on the conviction that there is a lot of overlap of people who are struggling with the same demons and who are on the same path to transforma- tion and freedom. Research shows a significant correlation between substance
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