Fiscal Year
2024 – 2025
A Message From Our Executive Director
The term “progress” typically brings more questions than clarity for me. It’s often seen as a linear process. Particularly when talking about individuals making progress in our programs, it tends to be like nurturing a garden: growth happens in cycles, sometimes seeds take longer to sprout, and setbacks like pests or droughts are part of the process.
Just like for many of our participants, progress for OSCS is not often straightforward. We often face pressures – both internal and external – that require us to prune, pause or re-plant. Despite unpredictability throughout this past year, we ended up in a healthier, more vibrant place at the end of our year than when we began.
A leading reason for our growth is the relationships we intentionally cultivated this past year. Relationships have an innate and powerful ability not only to offer us strength in difficult times, but to enhance our effectiveness and efforts.
Transformation happens when we focus on building relationships with community partners. 2024 marked the beginning of our new mental health services partnership with People Incorporated. We also made the difficult decision to ramp down our food shelf at the end of this fiscal year. As part of that process, we established a relationship with a nearby food shelf, so participants didn’t lose access to this critical need. We also fostered deeper relationships with established partners such as Fairview Health Services and Our Saviour’s Lutheran Church. At times, our relationship building required an internal focus. Growth or other changes to our program and administrative teams offered opportunities to find new ways to invest in our internal relationships.
At the heart of our work is cultivating relationships with those we serve. These connections take time to build, and the process isn’t always smooth. A clear, simple example of the importance of building trust for me is demonstrated in how we gathered input throughout the planning and design phase for our emergency shelter’s expansion. This work depended on the trust our participants placed in us – entrusting us to not only listen to their feedback but also to thoughtfully incorporate it in each phase of the project.
Progress for us doesn’t always equate to growth, or even improvement necessarily. Yet, we are in a better place today because we put trust in the methods we use to arrive where we are today, we recognize successes and challenges, and we continue to grow trust with each other.
With gratitude,
Mike Huffman
Executive Director
The term “progress” typically brings more questions than clarity for me. It’s often seen as a linear process. Particularly when talking about individuals making progress in our programs, it tends to be like nurturing a garden: growth happens in cycles, sometimes seeds take longer to sprout, and setbacks like pests or droughts are part of the process.
Just like for many of our participants, progress for OSCS is not often straightforward. We often face pressures – both internal and external – that require us to prune, pause or re-plant. Despite unpredictability throughout this past year, we ended up in a healthier, more vibrant place at the end of our year than when we began.
A leading reason for our growth is the relationships we intentionally cultivated this past year. Relationships have an innate and powerful ability not only to offer us strength in difficult times, but to enhance our effectiveness and efforts.
Transformation happens when we focus on building relationships with community partners. 2024 marked the beginning of our new mental health services partnership with People Incorporated. We also made the difficult decision to ramp down our food shelf at the end of this fiscal year. As part of that process, we established a relationship with a nearby food shelf, so participants didn’t lose access to this critical need. We also fostered deeper relationships with established partners such as Fairview Health Services and Our Saviour’s Lutheran Church. At times, our relationship building required an internal focus. Growth or other changes to our program and administrative teams offered opportunities to find new ways to invest in our internal relationships.
At the heart of our work is cultivating relationships with those we serve. These connections take time to build, and the process isn’t always smooth. A clear, simple example of the importance of building trust for me is demonstrated in how we gathered input throughout the planning and design phase for our emergency shelter’s expansion. This work depended on the trust our participants placed in us – entrusting us to not only listen to their feedback but also to thoughtfully incorporate it in each phase of the project.
Progress for us doesn’t always equate to growth, or even improvement necessarily. Yet, we are in a better place today because we put trust in the methods we use to arrive where we are today, we recognize successes and challenges, and we continue to grow trust with each other.
With gratitude,
Mike Huffman
Executive Director
Before we dive into each specific program, here are a few high-level updates about our year.
16 current or former OSCS participants attended at least one meeting of the Participant Advisory Council, contributing to conversations about what qualities and experiences we look for in hiring staff, how we measure program outcomes, and the future of our campus.
We expanded administrative capacity through new staff roles and new contractor relationships, including an operations assistant, a fractional Chief Financial Officer, and a contract grant writing team to support projects across our organization, now and in the future.
The Participant Advisory Council brings together participants from all program areas to provide input on organizational decisions and direction.
For several years, our food shelf primarily served Our Saviour’s Housing participants who faced food insecurity.
We made the difficult decision to close our on-campus food shelf. However, we developed a partnership with a nearby food shelf to continue supporting our participants with food access.
Our board furthered diversity, equity, inclusion and belonging (DEIB) work across the organization. This included committing to using a framework to guide DEIB work, identifying data that can be used to track progress, and creating avenues for our staff and board DEIB committees to collaborate.
English
Learning
Center
Our
Saviour’s
Housing
Volunteers
Finances
English
Learning
Center
Our
Saviour’s
Housing
Volunteers
Finances
Students
Enrolled*
817
Hours of
Student
Learning
50,853
*In this report, we define “students” as participants spending 12 or more hours in class at the ELC.
In FY24-25, we sustained a period of strong attendance. About 6% more students attended classes than in our previous fiscal year, and student learning hours were 20% higher.
Our Students
Ages 18-80
- Identify as Female 47.2%
- Identify as Male 52.6%
- Other Gender Identity .1%
Historically, the majority of ELC students have been women. Over the past few years, demographics have shifted at our school. Now, a slight majority of ELC students identify as male.
Representing
49
Countries
Representing
35
Primary Languages
Representing
49
Countries
Representing
35
Primary Languages
While our students speak dozens of languages, more than 80% of our students call Spanish or Somali their primary language. Many of our students speak multiple languages.
English will be my third language.”
– Aragash (who also knows Oromo and Amharic)
%
%
Of our students reported no formal schooling before attending the English Learning Center
%
Students
Enrolled*
817
Hours of Student Learning
50,853
In FY24-25, we sustained a period of strong attendance. About 6% more students attended classes than in our previous fiscal year, and student learning hours were 20% higher.
Our Students
Ages 18-80
- Identify as Female 47.2%
- Identify as Male 52.6%
- Other Gender Identity .1%
Historically, the majority of ELC students have been women. Over the past few years, demographics have shifted at our school. Now, a slight majority of ELC students identify as male.
Representing
49
Countries
Representing
35
Primary Languages
Representing
49
Countries
Representing
35
Primary Languages
While our students speak dozens of languages, more than 80% of our students call Spanish or Somali their primary language. Many of our students speak multiple languages.
English will be my third language.”
– Aragash (who also knows Oromo and Amharic)
%
%
Of our students reported no formal schooling before attending the English Learning Center
%
Over the past several years, the ELC has experienced substantial growth in student attendance, without hiring additional staff. In 2024, the ELC received a boost in funding that allowed us to welcome several new staff members and better meet the needs of our growing student community.
ELC staff gathered during a break from classes in December 2024 to engage in a mindful activity together.
At the beginning of our fiscal year, the English Learning Center offered six different levels of English classes.
In Fall 2024, we added an additional class level that we call Foundations. This level covers topics such as letter sounds and shapes, building skills before students enter Level 1.
%
of our students moved up at least one higher level class during our 2024 – 2025 fiscal year.
During a planned break in August, the English Learning Center held special classes and field trips to help our students build a sense of place in the Twin Cities, and learn about topics not generally covered by our curriculum.
Students spent time at the Minneapolis Sculpture Garden as a part of the English Learning Center’s summer 2024 field trips.
The English Learning Center also explored new ways to bring classes to those looking to learn English. We connected with a local business and organized online classes for their employees who were interested in learning English.
149
Students attended special classes and field trips in August 2024.
6
Different destinations in Minneapolis and St. Paul were highlighted in field trips.
30
Students attended online ELC classes through their workplace.
219
Residents
219
Participants
A breakdown of demographics and highlights from the Emergency Shelter and Permanent Supportive Housing (PSH) program follows below. In the past, we have shared combined demographic statistics for these programs. This year, we have separated out the demographics to highlight differences.
While all racial identities are represented at the Emergency Shelter and in Permanent Supportive Housing, in recent years we have seen an increase in the proportion of White participants accessing our Emergency Shelter. Among residents in our Permanent Supportive Housing program who self-reported racial identity in FY24-25, 63% identified as BIPOC or AAPI (Black, Indigenous, People of Color, or Asian Americans and Pacific Islanders) and 37% self-identified as White. In contrast, a higher percentage of guests at our shelter identified as White.
The gender breakdown between these two programs also differs. In both programs, most guests identify as male, but the gap is wider in permanent supportive housing.
Our Emergency Shelter
Guests
Ages 19-78
- Identify as Male 55.9%
- Identify as Female 43.1%
- Identify as Transgender or another gender .9%
- No Answer 0%
Guest Racial or Ethnic Identities:
• White: 42.2%
• Black, African American, or African: 38.5%
• Asian American and Pacific Islander: 0.9%
• American Indian, Alaska Native, or Indigenous: 7.3%
• Multi-racial: 8.3%
• Hispanic/Latina/Latino/Latinx: 1.8%
• Other/Missing information: 0.9%
Our Permanent Supportive Housing Residents
Ages 25-80
- Identify as Male 65.5%
- Identify as Female 30.9%
- Identify as Transgender or another gender .9%
- No Answer 2.7%
Resident Racial Identities:
• White: 34.5%
• Black, African American, or African: 43.6%
• Asian American and Pacific Islander: 3.6%
• American Indian, Alaska Native, or Indigenous: 4.5%
• Multi-racial: 6.4%
• Other/Missing information: 7.3%
Emergency Shelter
guests accessed our Emergency Shelter for one night or more.
stayed at our shelter as part of our medical respite partnership with Fairview Health Services.
guests accessed our Emergency Shelter for one night or more.
stayed at our shelter as part of our medical respite partnership with Fairview Health Services.
The concern for my health that I received from the staff was just awesome. It’s like they knew what my physical abilities were, and if they saw that it was going to be something hard for me, they would try to make it as easy for me as possible.”
– Carolynn, who accessed our shelter through our medical respite partnership.
Carolynn holds up the keys to her new apartment in front of our emergency shelter in May 2024.
In 2024 we partnered with People Incorporated to begin offering mental health services to our shelter guests, and provide additional training to our staff to better support mental health needs of our guests.
36
guests connected with our onsite mental health provider during their time at the emergency shelter.
Guests completed
73
therapy sessions and
18
comprehensive evaluations with the onsite mental health provider.
4
guests continued to seek mental health services with People Incorporated after their stay at Our Saviour’s Housing Emergency Shelter.
People Incorporated staff completed
17
individual consultations with shelter staff, and attended or facilitated
40
group trainings with our shelter team.
36
guests connected with our onsite mental health provider during their time at the emergency shelter.
Guests completed
73
therapy sessions and
18
comprehensive evaluations with the onsite mental health provider.
4
guests continued to seek mental health services with People Incorporated after their stay at Our Saviour’s Housing Emergency Shelter.
People Incorporated staff completed
17
individual consultations with shelter staff, and attended or facilitated
40
group trainings with our shelter team.
After receiving a one-time capital grant from the Minnesota Department of Human Services, we spent countless hours carefully planning for our shelter’s expansion. We temporarily relocated our shelter program to 2545 Portland Avenue in December 2024.
In December 2024, we moved to our emergency shelter to a temporary location about half a mile from our campus.
The expansion of our shelter included building a second story above the existing space. In March 2024, new walls were added for the second level.
Permanent Supportive Housing
residents received support and case management in Permanent Supportive Housing.
5 cities throughout Hennepin County were home to our residents.
residents lived in on-campus properties operated by OSCS.
residents received support and case management in Permanent Supportive Housing.
5 cities throughout Hennepin County were home to our residents.
residents lived in on-campus properties operated by OSCS.
Case Manager Andromeda carries two holiday gift bags going to permanent supportive housing residents who live in “scattered site” housing.
5
accessed housing via
the HWS-I program.
Life happens, health struggles happen, but Our Saviour’s reminded me that none of that means I deserved to feel less than human.”
– Anthony, a Permanent Supportive Housing resident and former guest of our shelter.
Our Permanent Supportive Housing team continued to build relationships with other housing organizations to help community members meet their housing needs and maintain stable housing.
Your
Time
During our fiscal year, 265 volunteers shared their time and skills with Our Saviour’s Community Services.
Our Saviour's Housing
•104 volunteers
•Shared 1,557 hours
•Served 2,772 meals
English Learning Center
•161 volunteers
•Taught 4,360 hours online or in-person
English Learning Center volunteer Payton stands in one of our classrooms as she prepares to teach an evening class.
“It really strikes me how much work [students] put into learning English … To see how much work they put into it inspires me to keep going as a volunteer. I love being able to have camaraderie with them and to be a part of their learning.”
– Payton, an English Learning Center volunteer
Shelli (middle) provides meals for our emergency shelter with other members of her church including Christine (left), and Rev. Michelle (right).
“The guests that we serve are a joy to talk with. It makes my day to get a big ‘thank you’, and we really love sitting with the guests and sharing the meal. When someone remembers my name from a previous service, I’m both surprised and delighted.”
-Shelli, an Our Saviour’s Housing volunteer who serves meals at our shelter with her faith community, Spirit Garage
Our Finances
- 50% Government Grants $2,852,234
- 27% *Emergency Shelter Grant Proceeds $1,520,342
- 10% **Earned Income $596,778
- 4% In-Kind Contributions $255,993
- 3% Foundations and Corporations $182,000
- 3% Individuals $162,148
- 2% ***Other Income $87,890
- 1% Faith Communities $71,672
- 49% Permanent Supportive Housing (Our Saviour’s Housing) $2,092,017
- 27% Emergency Shelter (Our Saviour’s Housing) $1,146,730
- 14% English Learning Center $607,494
- 6% General and Administrative $256,561
- 4% Fundraising $171,041
* Our shelter capital project was still in progress at the end of our fiscal year. Per Generally Accepted Accounting Principles, at the end of our fiscal year, nearly $1.5 million in shelter capital expenses were on our Balance Sheet under “Construction in Progress,” while the revenue directly related to the project remained on our Profit and Loss statement. The result is that comparing our revenue to expenses, it appears as through OSCS had nearly $1.5 million in profit for the year. It should be noted that cash was spent for these improvements in the amount of $1.5 million.
** The revenue categories of “Medical Respite” and “Rent Income” from our audited financial statements are presented as “Earned Income” in this report.
*** The revenue categories of “Other Income,” “Interest Income” and a portion of “Contributions” that isn’t tied to individuals or foundations is presented in this report as “Other Income.”
Board of Directors
Fiscal Year 2024-2025
- Katie Anthony
Dereck Arubayi
Camerone Bey
Andrea Brandt
Jane Dunlap*
Travis Earth-Werner
Jennifer Geris
Annie Koolen
Reika Lucente*
Jireh Mabamba
Tezra Osthus
Ashley Repp
Pr. Martha Schwehn Bardwell
Tom Semple
Nick Smith
James Unglaube
Carrie Wandler
*Concluded board service during the year
View our current board list here.
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2315 Chicago Ave. So.
Minneapolis, MN 55404
Phone | 612.871.5900
Fax | 612.871.0017
Our Saviour’s Housing
2219 Chicago Ave. So.
Minneapolis, MN 55404
Phone | 612.872.4193
Fax | 612.872.4442
English Learning Center
2315 Chicago Ave. So.
Minneapolis, MN 55404
Phone | 612.874.9963
Fax | 612.871.0017