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The Salvation Army, an international movement, is an evangelical part of the universal Christian Church. Its message is based on the Bible. Its ministry is motivated by the love of God. Its mission is to preach the gospel of Jesus Christ and to meet human needs in His name without discrimination.
On any given night, over 600,000 people are experiencing homeless in the United States. (source: The U.S. Department of Housing and Urban Development / The Salvation Army PDF )
That is an astounding number.
The Salvation Army was founded on the principle of serving and helping those who are down and out, hungry, and unsheltered. Across Colorado, Montana, Utah and Wyoming, as well as the world, The Salvation Army runs shelters to help these men, women, and children get off the street and get into housing.
In the Intermountain Division, The Salvation Army has 4 shelters, all with different types of services. For more information about what each shelter does, please click on the shelter name below:
Salvation Army programs vary with local needs. If you need assistance or information on specific programs and locations, contact the divisional headquarters in your area, or your local Salvation Army Corps Community Center.
In 1865 William Booth, a young minister, left the "Methodist New Connexion" in order to begin a mission in the poverty-ridden London East End. With his wife, Catherine, he "reached for the worst," rather than cultivate the comfortable middle class.
In 1878, by a fortunate inspiration, the name was changed from the "Christian Mission," to "The Salvation Army." Immediately, the movement captured the public imagination. Incorporating paramilitary ranks and uniforms, the movement spread throughout the British Isles. In 1880 the first missionary, George Scott Railton, was sent to New York. With the aid of seven untutored "lassies," The Salvation Army was soon on its way along the East Coast.
Work in the West begins
Meanwhile, conditions around San Francisco's Barbary Coast begged for a religious revival. Some sincere Christians, feeling that Booth's organization was needed, asked for officers to be sent there to form their group into the first corps in the West. Aided by reinforcements from England and new converts, Major Alfred Wells and Captain Henry Stillwell founded the vibrant, innovative Army that is today's Western Territory. In ten years there were 67 corps, or churches, spreading north to Seattle, south to San Diego, and east to Montana and Utah.
The West now encompasses the 13 western states as well as the Marshall Islands, Guam and Micronesia. Led by its Territorial Commander, Commissioner Philip Swyers, the territory has more than 300 corps community centers (churches) and numerous social service units.
William Booth's ministry recognized the interdependence of material emotional, and spiritual needs. In addition to preaching the Gospel, Booth became involved in providing food and shelter for the hungry and homeless and alcohol rehabilitation for the addicted.
The basic social services developed by William Booth have remained an outward visible expression of the Army's strong religious principles. In addition, new programs that address contemporary needs have been established. Among these are disaster relief services, day care centers, summer camps, holiday assistance, services for senior citizens, hospitals and medical facilities, shelters for battered wives and children, family and career counseling, vocational training, correctional services, and drug rehabilitation.
Today, The Salvation Army ministers in more than 100 countries worldwide, and the Gospel is preached by its officers in 114 languages.
Each year WE ARE THERE for more than 75,000 men who find shelter and hope at our Crossroads Center.
In 1983, The Salvation Army opened an emergency survival shelter for homeless men in Denver. This program is now open every day of the year offering men the opportunity to not only find a safe place to sleep, but to start the process of becoming self sufficient through an approach that focuses on physical, emotional, and spiritual wellbeing.
Each year, The Salvation Army’s Crossroads Center provides:
Each client that comes to the Crossroads Center is given access to a variety of services including showers, laundry facilities, hygiene items, and medical assistance. All receive a safe place to sleep, a warm dinner, and breakfast before leaving in the morning.
The shelter averages 204 men a night year round, 13% of which are veterans and 30% of which are disabled in some way.
For the working poor who have a job but cannot afford an apartment, Crossroads Center offers 170 beds and lockers for rent. This allows them to store their belonging and ensures that they have a bed at the end of the day. All 170 beds are rented and the center has a waiting list for these beds.
Stepping Up is an optional caseworker managed transformational program that is available to every client. This program operates in three phases, each with a different focus that will help the participant address the issues that lead to homelessness and begin the process of becoming self-reliant.
Phase 1 - Foundation
In the first phase of the program, a personalized action plan is developed. Primary areas of focus include sobriety, spiritual health, and community service.
Phase 2 - Development
During this phase, participants work one on one with caseworkers to learn the skills necessary to find and maintain employment. Through educational opportunities, men learn resume writing, interview skills, appropriate employee behaviors, hygiene, and job search skills. The Salvation Army assists with providing suitable clothing for the interview process.
Phase 3 - Realization
After 90 days of continued employment, a participant enters the third phase of the program and moves into a room of their own where they can reside for up to 18 months. It is in this final phase that the underlying causes of homelessness are addressed and overcome. Men receive education on nutrition, anger management, budgeting, and behavior modification. They also receive resources to support their sobriety. If possible, The Salvation Army facilitates family and friend reconciliation efforts. In this phase participants are required to save 50% of their income in preparation for rental deposits and first month rent when they are ready to transition into long-term housing.
802 Quari Court
Aurora, CO 80011-6227
t: (303) 364-1965
1080 Birch St
Broomfield, CO 80020-1443
t: (303) 635-3018
3900 E Arapahoe Road
Littleton, CO 80122
t: (303) 779-9662
Colorado Springs Corps
908 Yuma St
Colorado Springs, CO 80909-5045
Denver Citadel Corps
4505 W Alameda Ave
Denver, CO 80219
t: (303) 922-4549
Denver Red Shield Corps
2915 High St
Denver, CO 80205
t: (303) 295-2107
Denver West Adams Corps
2821 West 65th Place
Denver, CO 80221
t: (303) 428-6430
Fort Collins Corps
3901 S. Mason
Fort Collins, CO 80525
t: (970) 207-4472
Fountain Valley Corps
901 N Santa Fe
Fountain, CO 80817
t: (719) 382-1182
Grand Junction Corps
1235 N 4th Street
Grand Junction, CO 81501
t: (970) 242-3343
1119 6th Street
Greeley, CO 80631
t: (970) 346-1661
520 W 13th St
Pueblo, CO 81003
t: (719) 543-3656
2136 Champa Street
2136 Champa Street
2915 High Street
1901- 29th Street
2741 N. Federal Boulevard
4505 W. Alameda Avenue
Founded in Denver in 1986, New Genesis is the only Denver area homeless program for working people. Designed out of a need to more successfully improve the lives of the homeless, New Genesis provides a stable environment, helping people get off the streets and back into society. New Genesis emphasizes a proactive resident care management program and outlines specific behavioral objectives for residents, including the ability to live a more productive and independent life, maintain a job and help improve the lives of other residents. Residents are required to be substance free and hold a full time job.
New Genesis works to provide more than just emergency services to the homeless; each year, we assist over 600 people off the streets and back into a fully productive lifestyle.
In 2004, the Denver Board of Directors of New Genesis challenged its staff and leadership to identify other communities with homeless populations that could benefit from the New Genesis clinical model. The Women and Men's Transitional Housing Program was established in Las Vegas in October, 2005 and we continue to research additional communities to establish shelters.
New Genesis is a community of recovery that recognizes homelessness as a temporary situation, not a personal weakness.
New Genesis promotes an optimistic and enthusiastic environment and guides its residents toward realization of their emotional and practical goals.
New Genesis implements a community approach to Denver's homeless problem. New Genesis' unique treatment design allows individuals to recapture their independence by demonstrating responsibility and accountability for their actions.
Forming partnerships with a variety of social service agencies, New Genesis accepts referrals from the criminal justice system, domestic violence centers, and homeless shelters providing emergency help.
Unlike other shelters, New Genesis requires clients to pay rent, participate in the upkeep of the shelter, and work. This proves to be very effective in ultimately breaking the cycle of homelessness.
Requiring accountability (by having clients pay rent) is economically efficient -- client fees cover 80% of costs, and provide significant leverage to our donor base.
Tight controls exist for the first 30 days, then freedom (and anxiety) gradually increase until clients are able to cope with day-to-day life on their own. 50% of clients make it through the first 30 days. Of those that do, 70% ultimately succeed.
Successful graduates re-enter the community with newfound social skills, increased employment opportunities, and an appetite for independent living.
The program entails three distinct phases:
Denver's 10-Year Plan to End Homelessness has brought welcome attention to a difficult issue, but the recent conflict between Curtis Park residents and the St. Francis Shelter's pilot homeless program has made us question whether the city's plan goes far enough in finding innovative ways to address the issue of homelessness.
In particular, the plan is lacking in two critical areas:
Using a market-based philosophy that requires greater accountability and participation from the homeless population that is being served, and an increased focus on intensive services to address root causes of homelessness.
Without an increased focus by the city in these two areas, conflicts like the recent one between the St. Francis Center and Curtis Park residents will continue, and the homeless will end up being shuffled from one neighborhood to the next, only increasing frustration and anger over time.
Our perspective is based on our first-hand experience with the homeless in Denver. Twenty years ago, Central Shelter opened to provide emergency shelter to men during the winter months in the basement of Central Presbyterian Church. We soon became frustrated seeing the same faces with the same problems every year. We decided to question the basic assumptions of the program and to consider a new approach, based on a set of three fundamentally different assumptions about the drivers of the problem.
First is that for many, homelessness is caused by financial instability, substance abuse or other factors. Any successful intervention would have to address the underlying cause through aggressive management of each individual's case. Many need to relearn basic social skills that are critical in holding down a job and being a productive member of society.
Second, accountability is critical. Too many well-meaning social programs patronize the homeless as people who have to be taken care of. A successful program would have to have the homeless take responsibility for and participate in their recovery - by actively looking for work, participating in the upkeep of the shelter, and paying a nominal fee in return for the services they are getting.
Third, transitional housing and support are critical. Safe, affordable housing would have to be a critical component, as well as ongoing support.
Based on the above assumptions, five years ago Central Shelter was renamed New Genesis and the focus of the organization shifted from warehousing the homeless to helping them help themselves. The three-step program now in place stresses accountability and facing reality. From day one, clients help with cooking and cleaning at the shelter. They are also expected to pay a nominal rent of $6 per night and are required to attend intensive support groups to address issues like substance abuse.
From there, the structure is gradually loosened, and the focus shifts to self-sufficiency, including building up a savings account with a few hundred dollars. Step three is the transitional housing phase, when clients are paired up with a roommate, move into an apartment, and are expected to pay 80 percent of the rent.
About 70 percent of clients who complete the first 30 days of the program are able to get back on their feet and live productive, independent lives. In addition, more than 70 percent of the operating costs of our organization are covered by client fees. In dealing with homelessness, accountability is not only effective, it is also economically efficient.
The city's plan is a "housing first" plan. This model seeks to remedy the problems of homelessness by first providing housing. Of the plan's eight stated goals, the first three deal with providing subsidies for housing in one form or another by funding permanent and transitional housing, expanding the capacity of the city's emergency shelters as a temporary stopgap measure while housing is made available, and providing funds for foreclosure and eviction prevention for low-income people.
Providing services to the homeless is only a fourth goal in the plan, and clearly takes a back seat to housing. The services aspect of the city's plan is focused on helping the homeless use existing public services, and the plan also calls for additional funding for outpatient mental health services for 55 people and substance abuse treatment for 31 people.
Of the $12.8 million in annualized costs for the city's plan, $9.2 million or 70 percent is earmarked for the three housing-related goals - permanent housing, shelters and prevention. Funding for services is $2.8 million. The balance of the funding is for a number of public safety, education and outreach programs.
An emphasis on housing is important, but our concern is that without a radical change in the approach to providing services to the homeless population, spending more than $9 million a year on low- cost housing will not address the root cause of the problem, and taxpayers may not get the return they are looking for on their investment.
We believe that a primary reason for our success rate at New Genesis is that we don't immediately send our clients to transitional housing. Instead, putting them through the intensive treatment program is key to their ultimate success in a more independent setting.
A lot more emphasis on accountability is needed in the city's plan. For many of our homeless clients, it takes time to learn (or relearn) that a successful, self-sufficient life requires taking on financial and other responsibilities, and being held accountable for them.
The city's approach still relies too much on traditional assumptions when dealing with the homeless population. We would like to see further dialogue on the plan as it continues to evolve, and we would urge civic and business leaders to question whether the plan goes far enough in terms of providing the level of aggressive case management that is needed, as well as using accountability to turn our homeless population into productive, self-reliant residents of our city.
1680 Sherman Street
Denver, Colorado 80203