For example, every Thursday night is "Ladies' Night" at MNRC. All Ladies' Night services and programs are provided in-kind.
MNRC staff and clients also participate in local advocacy efforts regarding issues that affect the MNRC community.
Thus, after its first year and a half of operation, the MNRC management team instituted a formal program prioritization process.
As a result of information obtained from surveys filled out by program participants, concerns voiced at community meetings, and individual requests for services, it became apparent that addressing the needs of specific subpopulations who use the MNRC needed to become a program priority.
Originally designed and funded to serve 75 clients a day, the MNRC has seen nearly 250 clients a day since the day it opened.
Community building and organizing is central to the mission and core values of the MNRC. This component of the program was slow to take hold during the first years, when the focus was on service provision.
This change in role has further integrated the peer advocates into the MNRC support staff and made the job more satisfying.
One anticipated consequence of the opening of the MNRC was an increase in the number of homeless people congregating in the area where the program is housed.
Key to MNRC's success is the prioritization process developed in the second year of its operation.