Workplace – Gary Bennett Publishing

So, you want to be a minor league GM?

By Gary Bennett

Frederick Keys general manager Slater Fuchs at Nymeo Field at Harry Grove Stadium

This article appears in the May 27 issue of the Frederick News-Post’s “72 Hours” entertainment insert.

Slater Fuchs (pronounced “fewsh”), 30, is a young man, but has paid his dues in baseball and other sports to reach his current position as general manager of the Frederick Keys.

As the Keys prepare to open their 36th season in Frederick on June 4, I sat down with this married, father of one to understand the job of Minor League Baseball general manager and the person who fills this important role in Frederick.

Since 2021, the Keys have played in the Major League Baseball Draft League, which features amateur players in the first half of the season, then switches to professional players in the second half. The Keys will follow the same format this year.

NO WHEELING AND DEALING

The most important thing to know — and this may surprise some — is that minor league GMs rarely get involved in player personnel like the major league GMs do. Players are typically assigned by the league (as in the case of the MLB Draft League) or are assigned by the major league club (as in the case with teams affiliated with a major league team).

“I’m not directly involved in scouting or signing players or hiring the coaching staff — that process is handled by Major League Baseball and our partners in player development,” Fuchs said. “But, once the players arrive in Frederick, my attention turns to making sure their off-the-field experience is as professional and supportive as possible. I oversee logistics like housing, transportation, clubhouse needs, meals and creating a welcoming, player-friendly environment.”

Aside from the care and feeding of the players, Fuchs’ role is focused on the business and community side of the operation. He works to ensure it runs efficiently, fans have memorable experiences, and that partnerships — which are so important in Minor League Baseball — continue to thrive.

During the off-season, a typical day for Fuchs and his full-time staff of 15 include working on sponsorship renewals, ticketing strategies, promotional schedules, facility upgrades, staffing, budgeting and community outreach programs.

HOME IMPROVEMENT

2025 will be a year devoted to major renovations at Harry Grove Stadium, with the hope of attracting a Major League Baseball parent club. The Keys were an affiliate of the Baltimore Orioles before 2020 but were dropped during the Covid pandemic.

The Keys and the city of Frederick recently held a groundbreaking ceremony for the renovations. Thirty-nine million dollars of taxpayer money through the Maryland Stadium Authority will be spent to bring the stadium up to Professional Development League standards, which is necessary to affiliate with MLB again. The target completion date is spring of 2026.

WELL-SEASONED VETERAN

Before joining the Keys in June 2024, Fuchs built a broad foundation across a wide swath of the sports industry. His career began with a baseball operations internship for the Scranton/Wilkes-Barre RailRiders, the Triple-A affiliate of the New York Yankees.

“This early exposure to the player development side of the game gave me a great appreciation for the inner workings of a successful organization,” Fuchs said.

From there, he expanded his skills to include ticket sales and sponsorships in minor league hockey with the East Coast Hockey League’s Allen (Texas) Americans. He then became Vice President of Corporate Partnerships with the Frisco (Texas) Fighters, an Indoor Football League team.

That experience led to helping to launch the upstart Pro Volleyball Federation as VP of Corporate Partnerships.

“Working to establish a new professional league was an incredible learning experience in entrepreneurship, brand development and strategic planning,” Fuchs said.

Eventually, he moved into the collegiate sports realm as general manager of Arkansas State Sports Properties. In that role, he oversaw corporate partnerships and worked closely with university leadership.

“Each stop along the way has shaped my philosophy and approach as a GM. I’ve had the opportunity to see what makes teams successful from multiple angles, and I carry those lessons with me every day at the Keys.”

Fuchs does not necessarily see himself becoming a major league general manager one day, though he wouldn’t turn it down. Rather, he aspires to become president of an MLB team.

“My passion lies in leading an organization from the business side — shaping its culture, driving its strategic vision, and building something that resonates both on and off the field,” he said.

“HOSTS OF THE PARTY”

During the season, Fuchs’ staff grows from 15 to 150 or more on game days.

“It truly takes a village to pull off 40 home games and community events,” Fuchs said.

Fuchs considers himself a good manager of people and credits his degree in psychology from Southern Methodist University in Texas.

“My studies gave me a strong foundation in understanding people — something that’s been incredibly valuable throughout my career in sports.”

At this level of minor league baseball, Fuchs says the fans are less interested in the quality of the play than the fan experience.

“They want to have a party, and we see ourselves as hosts of the party.”

It’s not all fun and games, though. It can be quite stressful, especially when weather or technology issues throw him a curveball. But he says it’s worth it.

“There’s nothing more satisfying than seeing thousands of fans enjoying a night at the ballpark and knowing my team and I made it happen.”

COUNTDOWN TO GAME TIME

Game days are fast-paced and full of moving pieces. Here’s a general breakdown, according to Fuchs:

• 9 a.m.: Arrive at the ballpark, check in with the stadium operations team, and review game-day checklist.

• 10 a.m.: Coordinate meetings with key department leads — sponsorships, promotions and food service — to ensure all elements are on track.

• 11 a.m. to 2 p.m.: Finalize promotional materials and review the game script.

• 2 to 4 p.m.: Walk the stadium to check on cleanliness and signage, and set up the VIP areas. Make sure the box office and gate staff are ready.

• 4 to 5:30 p.m.: Prepare for team arrivals, troubleshoot last-minute issues, and greet early arriving fans and sponsors.

• 6 to 9:30 p.m.: During the game, circulate continuously from press box to concourse, checking in with staff, resolving issues, and engaging with fans and partners.

• Post-game: Debrief with operations staff, begin cleanup, and reset plans for next day.

SAFE AT HOME

Though relatively new to Frederick, Fuchs has grown to love it here. He lives downtown and enjoys being part of that vibrant scene when he can. He sees that people genuinely care about their city and how that’s reflected in their support of local businesses, events and the Keys.

“Our relationship with the city has been overwhelmingly positive and continues to grow stronger,” he said. “They truly understand the value we bring to the area and we benefit from their unwavering support.”

As for a favorite Frederick restaurant, Fuchs says that is a tough call because Frederick’s food scene is top-notch, but if he had to choose, Lazy Fish is his go-to place. “They have the best sushi in town, and the atmosphere is always spot-on.”

When Fuchs has a rare day off, he enjoys getting out to Holly Hills Country Club.

“Playing a round of golf there is a great way to unwind, and the community of members makes it even more enjoyable,” he said. “It’s a perfect place to relax, recharge and connect with people outside the ballpark.”

Gary Bennett is a longtime Frederick resident who spends his time hiking, biking, volunteering and providing childcare for grandchildren. He is married and retired from his career as a nonprofit marketing executive.

Gap Financing: A Barrier to Affordable Housing

By Gary Bennett and Hugh Gordon, Members, Frederick County Affordable Housing Council

This article appears in the January 2025 issues of the Woodsboro-Walkersville News Journal and the Emmitsburg News Journal.

It is true that most developers are not hurting for money. No news there. But it is equally undeniable they provide great community value, particularly when working to provide affordable housing.

Unfortunately, there’s a huge barrier affordable housing developers must overcome: the ability to fully fund development and pre-development costs without the promise of market-rate revenues. As one developer put it: “Providing housing at rents low- and moderate-income folks can afford and still cover our costs is like trying to solve a Rubik’s cube.”

Think of it this way: To build any development, a developer must pay for land, materials and labor, not to mention taxes and myriad permitting and other government fees. During the last two decades these costs have skyrocketed while renter and homeowner salaries have stagnated. Therefore, rents that low- and moderate-income households can afford are often too low to cover the full costs of building, owning and managing an affordable property. Add to this the seemingly never-ending delays in the governmental approval process, and you have a recipe for possibly abandoning a project.

When development and pre-development costs can’t be met by traditional methods such as taxable and tax-exempt bonds, local bank loan funds, General Partner (GP) capital, or Federal Home Loan Banks (FHLBs), developers must turn to other methods to fill the gap.

Hence the need for what is known in the affordable housing world as “gap financing.”

Gap financing, also known as bridge or interim financing, is a short-term loan that can help affordable housing developers fill the gap between the cost of a project and the funds available. To fill the gap, developers usually need help in the form of subsidies. Those subsidies most often come from local, state or federal governments, but can also come from other sources.

The sources include tax credits in various forms, mortgages with below-market interest rates, tax-exempt bonds, federal grants or loans from programs like the HOME Investment Partnerships Program, local grants, land donations, contributions from charitable foundations and deferred developer fees.

Almost all affordable housing projects begin with tax credits awarded by the state. The most common of these is the Low-Income Housing Tax Credit (or LIHTC, pronounced LIE-TECH.) It finances about 90% of all affordable housing developments nationwide. This U.S. Department of Housing and Urban Development (HUD) program was enabled by Congress in the 1990s, was an undisputed bipartisan success and is operated by each state’s housing agency including Maryland’s Department of Housing and Community Development (DHCH).

Tax credits are greatly needed to make the books work, but the problem is that LIHTC is ultra-competitive and extremely limited. In Maryland, DHCD establishes its affordable housing priorities and then developers compete for the tax credits based on how well their project satisfies those priorities. Developers receiving an award use the tax credits to raise capital from investors. Only a handful of Frederick projects have won these tax credits in recent years.

Because a project is not feasible unless it covers 100% of its funding gap, every source of funding matters. A relatively modest local contribution can be the critical investment that makes a project work and allows the community to benefit from a large amount of federal subsidy that would otherwise flow to a different community.

That is why Frederick County and the State of Maryland try to be aggressive when helping affordable housing developers. The county and state often step in with funding options such as:

Waivers or deferrals of impact of fees charged to buyers that meet income requirements for affordable housing purchases from a developer.
Loans from Frederick County’s Housing Initiative Fund’s (HIF) Deferred Loan Program. The purpose of this fund is to provide flexible loans to support affordable housing in Frederick County.
Maryland’s Department of Housing and Community Development’s (DHCD) nearly $24 million in federal funding to provide gap financing to affordable housing projects statewide in the form of HUD’s HOME Investment Partnerships American Rescue Plan Program (HOME-ARP).
County guidance in using “rental housing works,” a fund through DHCD providing $3.5 million in gap funding.
The use of some county owned-land for affordable housing projects combined with a federal loan for pre-development costs thereby reducing two key costs.

Other funding possibilities in various stages of discussion and could come online in the future include:

Implementing a Frederick County Rental Registration and Inspection Program to mimic the one Frederick city has in place and using the proceeds for rental assistance and affordable housing projects.
Waiving development fees for housing projects meeting certain income requirements.
Increasing the portion of the County Recordation Tax revenue going into the Housing Initiative Fund, which is then used to support affordable housing projects.
Standardizing the eligibility criteria and process for approval for Frederick County’s tax abatement policy known as Payment in Lieu of Taxes (PILOT) for all LIHTC projects.

Even more creative help may be on the way soon.

The Affordable Housing Council recently learned about a push for enabling legislation to allow Frederick County to expand the use of funds under the State of Maryland’s Industrial Development Authorities (IDA) to include affordable housing.

IDA was created long ago to establish an entity that captures future tax growth for an area slated for development and reinvests it. It has been used mostly for industrial parks. It was never intended for affordable housing but could be used for that purpose in the future. Prince George’s County has this authority now.

If enacted, the County Council would create the capturing entity, adopt a project area plan and how the funds can be used in that area. The board of the new entity would then approve specific projects like affordable housing.

Financing for affordable housing projects is intricate and arcane, but the more you know, the better you can help us advocate for creative financing that gets these critical projects off the ground.

Primer on the basics of affordable housing

By Gary Bennett and Hugh Gordon

Affordable housing project in Frederick, MD

This article appears in the Opinion section of the Saturday, June 22, 2024 edition of the Frederick News-Post.

A lot of written and spoken words have been devoted to the lack of affordable housing in Frederick County. This periodic column has discussed at length how we got into this mess and the possible long-term fixes for getting out of it.

But what exactly is meant by the terms “affordable housing,” “moderately priced dwelling units” and “payment-in-lieu fees,” among others? We will explain these terms and how the affordable housing market works in Frederick County.

What is affordable housing?

A house that costs $400,000, $500,000 or even up to $1 million can be considered affordable to those with adequate resources. But for local governments and the housing industry, the term “affordable housing” generally means housing (not just owned homes, but also rental homes) that is affordable to those with low to moderate incomes.

How do we judge low to moderate income?

The housing industry and their regulators use “area median income” (AMI) as the statistic for which the concept of affordability is based. The 2022 area median income for Frederick County is around $116,000 per household or about $51,000 for an individual. AMI is based on the most recent U.S. Census Bureau information available.

Many in the affordable housing industry consider those in lower-income households to make 40% to 60% of the AMI. In other words, Frederick County households with incomes of $46,000 (low end) to $70,000 (moderate end) can usually qualify for a government-subsidized home, also known as a moderately priced dwelling unit.

How much of your monthly income should you spend on a home?

It is generally accepted that an individual or family shouldn’t spend more than a third of their disposable income on housing. If you do, you are considered cost-burdened or, in more colloquial terms, “house poor.”

Therefore, if you make around $46,000 per year (low end), you shouldn’t spend more than $14,000 on your home. That works out to a monthly mortgage or rental payment of $1,150. When is the last time you saw a monthly rent payment such as that, much less a monthly mortgage payment, advertised in Frederick County?

Hence, the problem: For folks in this income category and below, there is simply not enough affordable housing to go around in Frederick County. According to United Way’s ALICE report, more than one-third of Frederick County residents cannot afford market-rate housing.

Where do the government’s “moderately priced dwelling unit” (MPDU) programs come in?

For many reasons, it is very difficult for market rate developers to build new homes or rental communities that are affordable to those with moderate to low incomes.

It is often left to nonprofit builders such as Habitat for Humanity or Interfaith Housing Alliance to build moderately priced homes, but their capacity is not adequate to meet the need.

Both the city and county have MPDU ordinances that try to get market-rate builders to do their share. They require market rate builders to build 12.5% of new homes in a development as moderately priced.

If they can’t or won’t, they must pay a fee to the jurisdiction in lieu of building the moderately priced units. In most instances, builders pay this fee instead of building the units.

These substantial MPDU fees go into a housing initiative fund, which helps fund such laudable programs as housing rehabilitation, homebuyer assistance, rental assistance and deferred loans for future affordable housing projects that will come to market several years down the road.

In effect, while the MPDUs are not built when the builder pays the fees, those funds are repurposed into other effective affordable housing programs.

But one thing remains clear: There is no replacement for actually building the affordable units. We’ve heard that loudly and clearly from the Board of Aldermen and County Council.

Payment-in-lieu fee

Both the city and county charge $2 per square foot as a “payment-in-lieu” fee to the developer for the entire size of the development, rather than a flat fee, in the hope that more affordable units will be built rather than the builder simply paying the fee.

Because of the length of the development process, it’s still too early to know if the change to the fee is working as a strategy.

The dwelling units that are constructed, sold or rented under the MPDU ordinance are rent-controlled in order to be affordable to those with low to moderate incomes.

Income eligibility for an MPDU is set at 70% of the area’s median household income and adjusted for family size.

Sales and rental prices are set by the appropriate governmental housing director or their designee. In general, the sales or rental prices are set as to not exceed 30% of the applicant’s monthly household income.

Editor’s note: Gary Bennett is a retired marketing executive. Hugh Gordon is the association executive for the Frederick County Association of Realtors and has decades of experience in the real estate world, including 24 years as a mortgage banker. They are longtime Frederick County residents and members of the Frederick County Affordable Housing Council.

County’s new housing director wants to gauge shortage

By Gary Bennett and Hugh Gordon

This article appears in the Saturday, June 8, 2024 issue of the Frederick News-Post.

The first director of Frederick County’s new Division of Housing, Vin Rogers, knows he has his work cut out for him. In this era of nationwide affordable housing shortages, he believes there are many ways, however, to help solve this problem in Frederick County.

This year, Housing was elevated from department to division, with a director for the first time. This change was based on a recommendation from County Executive Jessica Fitzwater’s transition team.

“It elevates us to a comparable position as other large divisions within the county,” Rogers said. “And most importantly, it’s a recognition that the county executive sees this as a key issue going forward.”

Rogers’ top priority is to update the 2016 Frederick County Affordable Housing Study, to know exactly how big the problem is.

The updated study is a key piece of the county’s affordable housing puzzle and will include the needs of Frederick County and the incorporated municipalities. In 2016, the study showed a deficit of over 11,000 units for those making less than $50,000 per year.

After measuring the scope of the housing gap, Rogers plans to devise a strategic plan to address it.

He feels it’s imperative to consider real-life circumstances in the affordable housing debate. “What happens when your adult children want to stay in the area and be close to their families? What happens when you have an elderly parent who can’t afford to stay in the home they have now? I think it is critical for us to help people understand why it is so important for our entire community.”

Rogers alsov expects to further refine and expand upon proven programs and policies that will be addressed in the study.

Rogers said the county’s moderately priced dwelling unit (MPDU) ordinance, which recently changed its fee structure, will need time to kick in. The ordinance requires developers to pay the county $2 per square foot of total development if they opt to not build affordable units.

Developers used to pay a relatively modest, static fee, but now must pay a larger, more dynamic one, which could cause them to build smaller, more affordable units.

Since the cost of land is the highest in construction, Rogers is eager to consider how much county-owned land can be devoted to affordable housing. The county recently applied for $7.5 million in federal funds to be earmarked for pre-development costs on county-owned land.

“If we are able to use county-owned land for affordable housing and have funds available for pre-development costs, we believe developer savings would be substantial enough to require deeper subsidized units or more overall units,” Rogers said.

Rogers said developers are hamstrung by red tape and suggested that a speedier, streamlined process, or “green taping,” is needed.

“We’d like to make it less burdensome for developers to bring projects to the table because it can take so long. I’d like to raise affordable housing projects to the top.”

Other jurisdictions of Frederick County’s size sell bonds to finance housing projects, replacing private equity firms as the main source of investment. This typically saves developers millions and allows more below-market units to be built.

“What I’m used to is a housing authority that can issue bonds. Unlike the city, Frederick County doesn’t have a housing authority. If we had something like that, we could be a bond issuer,” Rogers said.

Since there’s a clear need for more senior housing, which typically doesn’t add to school overcrowding and not much to crowded roads, Rogers sees substantial community value on focusing on seniors, but strategically.

“What I’ve found is that you must be able to demonstrate success before people will get on board with affordable housing development, including senior housing. You need to produce a property so impressive that people are open to more of it.”

Rogers sees accessory dwelling units (ADUs) as part of the solution. ADUs, sometimes called “granny flats,” are independent, self-contained units that can be within a single-family dwelling, as an addition, or on the same lot as the dwelling.

“I don’t know why we wouldn’t look at expanding opportunities for homeowners to provide ADUs on their own properties. I don’t think the impact of ADUs pushes us to the point where we shouldn’t go forward with them.”

More manufactured housing could help, he said. “The speed of building housing is a problem that manufactured housing could help address. The stigma of what some people call ‘trailer homes’ is slowly disappearing. The way they’re built now, it’s almost hard to distinguish them from other types.”

Rogers wants to continues the policy exempting developers from paying impact fees when they develop affordable housing units. He sees that as a key tool that requires careful consideration based on the site and the populations served.

“There’s no easy answer on how to balance the need for more housing with the clear strain on county infrastructure. But I don’t think the two are mutually exclusive. We need to build, but we also need to preserve and make homeownership more affordable for the existing housing stock we have.”

On a practical level, Rogers hopes to build on a good working relationship with the city of Fredrick.

“The city is so important to affordable housing objectives. That is where the need is the greatest. We have a good relationship now, especially through the Affordable Housing Council, which has representatives from both the city and county. But the incorporated municipalities are very important, too. We hope to get them more involved in affordable housing issues.”

Field General: Nymeo Field groundskeeper Mike Dunn

By Gary Bennett

Frederick Keys Head Groundskeeper Mike Dunn

This article appears in the June 6 issue of the Frederick News-Post’s “72 Hours” entertainment insert.

When the Frederick Keys kick off their 2024 season with their first home game on June 11, a steady hand will be at the tractor wheel, keeping Nymeo Field at Harry Grove Stadium in tip-top shape, as he has for years.

Head groundskeeper Mike Dunn is beginning his seventh year with the Keys. He is a 59-year-old married Army veteran with four kids and three grandchildren — and is one of the lucky ones who found his life’s calling. He is not only a master landscaper but counts himself as a big baseball fan, too.

Dunn has 27 years of professional groundskeeping experience. Before joining the Keys, he completed high-profile stints in the Sports Field Division of the Brickman Group at the Cooperstown All Star Village in New York, the Cocoa Beach Sports Field Complex in Florida and in the New York Penn League for a farm team of the Detroit Tigers.

He won the Atlantic League of Professional Baseball’s Ray Cipperly Groundskeeper of the Year Award in 2023 when he served both the Frederick Keys and Spire City Ghost Hounds during 88 home games, more than even Major League Baseball groundskeepers deal with.

The Ghost Hounds will not field a team in 2024, allowing Dunn a more manageable workload. The Keys play in the MLB Draft League and will host 40 home games from June through August. The official season kicks off June 4 with an away game against the West Virginia Black Bears. Opening day at Harry Grove Stadium is June 11 against the Trenton Thunder.

The head groundkeeper position is a full-time gig that reports directly to the Keys general manager. Dunn leads a staff of one full-time assistant and a part-time, game-day staff of eight.

A typical game day includes a fresh mowing in the morning followed by a heavy watering of the infield. In the early afternoon, Dunn and his staff set up the field for batting practice. After both teams bat, Dunn preps for the game, which includes dragging the infield, another watering, striping the batter’s boxes and changing out the bases. “Above all, we make sure the field is safe to play on,” he said. “The league insists upon that.”

The work does not stop when the team is out of town. Dunn is at the stadium every day sweating the details, whether a game is scheduled or not. “We cut the grass every day and drag the infield three times a day to move the conditioner around evenly to make sure it is level and there are no bad hops.”

Other responsibilities include edging the infield, spraying for weeds and pests, and completing any repairs to the mound or home plate area as needed. The height and slope of the playing mound and bullpen mounds must be precise. At home plate, Dunn makes sure the batter’s boxes and catcher’s box are level. He also edges the warning track and adds material to the soil as needed.

After the season ends in the fall, Dunn prepares the field for the threat of winter snow. “We do a spray application in November to combat against snow mold,” he said. “The application protects the grass if we get a lot of snow and it sits on the grass for too long. Snow mold disease is very bad for the grass.”

In late February or early March, Dunn begins his preparations for summer baseball. “We concentrate on getting the grass healthy by over-seeding, fertilizing, watering, aerating and top dressing with sand.”

Once the season begins, the Keys have lots of on-field promotions that put stress on the field but nothing that Dunn hasn’t overcome before.

“We have dogs on the field occasionally,” he said. “It can be a problem because dog urine can kill the grass. The Candy Drop and kids running the bases are no problem. Fireworks can be challenging. We always hope the wind is blowing out so the fireworks don’t land on the field. If they do, they need to be picked up quickly, and that can be a long process.”

Dunn’s advice for anyone wishing to get into baseball field management?

“Take pride in the work you do, enjoy what you do, and always have the field looking good and safe for the players. You must want to do this and be willing to put in long hours in all kinds of weather.”

Gary Bennett is a longtime Frederick resident who spends his time hiking, biking, volunteering and providing childcare for grandchildren. He is married and retired from his career as a nonprofit marketing executive.

Go For the Good, Frederick

By Gary Bennett

This article appears in the April 11, 2024 issue of the Frederick News-Post’s entertainment insert, “72 Hours.”

Does the never ending political rancor of the day have you down? Other than turning off Fox News, CNN, and MSNBC, I have the perfect antidote for you – volunteering!

There are so many human needs out there, and let’s face it, government can never hope to serve them all, nor should it. That’s where we come in. Endless opportunities await you in Frederick County and beyond, if you have a sincere desire to make a difference.

I know what you’re thinking: “I’d like to volunteer but I just don’t have the time” …or maybe “I don’t know where to start.” If you live here but work in Montgomery County or Washington D.C., you may have a very good point on the first issue. I’ve been there, too. After three or four hours of roundtrip commuting piled on top of your work day, there is little time left for much more than dinner, TV and bedtime. No one can blame you for not getting involved.

But, I’m here to tell you that most volunteer organizations will happily take as much or as little time as you can spare. I can assure you that two hours spent volunteering once a week will feel much better to you than those two hours spent watching TV.

Actually, volunteering just two hours per week would make you a super volunteer. According to the Corporation for National and Community Service, a federal agency, Americans who volunteer average about one hour per week doing so. And, there are a lot of us volunteers. Seventy-seven million adults in the U.S., or about one in three, volunteer in some capacity in 2017.

As for not being sure about where to start, I can help you there, too.

Like to walk or run? Why not help out with an annual 5K or 10K walk/run to benefit a local health-related charity? There are too many to make a comprehensive list so I’ll mention just two: the annual Walk
MS: Frederick will be held April 13 at Fredrick High School was held May 4 at Harry Grove Stadium to benefit the Multiple Sclerosis Society and people with MS Relay for Life on May 17 and 18 at Frederick Community College benefiting the American Cancer Society and celebrating cancer survivors. Organizations like these always need volunteers to set up, tear down, mark the course, serve refreshments, or to simply cheer on the participants.

Like to clean? Believe it or not this activity is therapeutic for some people including ones like me who sit behind a desk all day. If so, why not volunteer for the annual Bring a Broom Saturday event on April 27 to help clean up downtown Frederick and ready it for tourist season. Sponsored by the Downtown Frederick Partnership, this event is perfect for those of us who burst with pride for downtown Frederick and want it to look its best.

Similar to that event but available on an ongoing basis is the State Highway Administration’s Adopt a Highway program. Since that program started in 1989, 120,000 Marylanders have cleaned over 15,000 miles of roadside. If either of these programs seems a little daunting, you can bet your local homeowners association will have a cleanup day. If not, start one!

Can you speak, write, and read English reasonably well? The Literacy Council of Frederick County is always in need of English tutors. This activity is typically accomplished one-on-one with one or two students and only takes a few hours per week. The staff at the Literacy Council makes it extremely easy to be a tutor. They will train you over two Saturdays and provide all the materials you will need and a step-by-step lesson plan. If you are interested, contact Holly Bohman or Jennifer Szabo at the Council. I can tell you firsthand that being an English tutor is an amazingly rewarding experience.

Can you make more of a commitment? If so, I can recommend any of Frederick’s venerable service clubs. Each has a little different focus, but all are committed to making Frederick County a better place to live and work. For example, the FSK Lions Club, to which I belong, focuses on eye health but also gets involved in many other things such as childhood cancer, diabetes, environmental issues and hunger. Besides the Lions Club, there are the Elks,
Kiwanis, Moose, Knights of Columbus, Jaycees, Boys and Girls Club, Frederick Women’s Civic Club, and Rotary Clubs, to name a few. Take a look online at what they do and arrange a visit. They will be happy to see you and will probably invite you to dinner.

Do you have aging parents and care deeply about the Greatest Generation and other seniors? Then reach out to the Frederick Senior Center. They sponsor fitness classes, arts and crafts, health information programs and other special events. They also serve up a nice lunch and support Meals on
Wheels. You could also reach out to Hospice of Frederick County, which helps to ensure a gentle passage through the final phase of life. Volunteers can work with terminally ill patients and their families to offer companionship, respite care and other services such as light housekeeping, running errands or pet care.

Want to make sure no one goes hungry? The City of Frederick and the Frederick Community Action Agency needs volunteers to help serve meals at the Community Table and to help gather and stock food items at the Food Bank You’ll be in good company. Collecting, distributing, preparing, and serving food is the No. 1 area of volunteerism in America.

And this is just the tip of the iceberg. National organizations such as Habitat for Humanity, American Red Cross, and United Way all have numerous local opportunities to help with housing, emergency relief and other human needs. Youth sports leagues need coaches, refs and other helpers. And don’t forget about local churches, volunteer fire associations, hospitals and libraries. All want and need your talents.

I highly recommend volunteermatch.org. Just plug in your zip code and they will serve up to you weekly all the close-in volunteer opportunities for you to consider.

‘A hand up’: Frederick’s leading advocate for ending homelessness in the county talks about his program and passion

By Gary Bennett

Ken Allread, Executive Director, Advocates for Homeless Families, Frederick, MD, 2024

This article appears in the Frederick News-Post’s February 2024 issue of “Prime Time” magazine.

It’s not often you find your life’s purpose after a lifetime of work, but that’s exactly what Advocates for Homeless Families executive director Ken Allread did.

Like most of us, Allread had been concerned with the welfare of homeless families his entire life but couldn’t do much about it. Then in 2009, he got an invitation to volunteer at Advocates for Homeless Families in Frederick. Now, he has been executive director for 15 years, and his passion for the mission of this somewhat obscure Frederick nonprofit has only grown.

After retiring in 2009 from the Administrative Office of the U.S. Courts in Washington, D.C., where he was serving as section chief in the budget division, Allread sat around the house for three weeks and decided it was not going to work for him. Luckily, his friend Joe Case was the current executive director at Advocates in Frederick and invited him to volunteer. “It will be fun,” Case wryly told Allread.

Although “fun” may not have been the best descriptor for the difficult work, it was certainly fulfilling. Allread took to his volunteer duties at Advocates with the same vigor he approached his paid career. In 2010, Allread was recognized as Advocates’ volunteer of the year, spending countless hours writing grants and doing other administrative tasks, freeing paid staff for other work.

In early 2011, the executive director position at Advocates became vacant when incumbent Joe Case decided to reestablish his professional contracting career in D.C. and left Advocates. Throwing caution (and perhaps a comfortable retirement) to the wind, Allread applied for and got the job in September 2011.

He was thrilled, but taking the job turned out to be a tough decision for Allread. At about this same time, his former employers at the U.S. Courts came calling. They wanted him to go to Serbia and help get that former communist country into the European Union. To do so, they would have to show a separation of powers. Allread took a leave of absence from Advocates, traveled to Serbia and helped their newly formed independent judiciary write an operating manual.

From homelessness to homeownership. One of Advocates’ families recently moved directly from temporary housing to their first home!

“They wanted me to stay in Serbia for a lot of money. But at the time, Joe [Case] was leaving and Advocates probably would have failed. So, I had a choice to make, and I chose Advocates,” Allread said.

Because of less than stellar management prior to Case coming on board, Advocates had only $20,000 in the bank. Most of the other nonprofits and foundations no longer trusted Advocates. Allread had to work hard to rebuild that goodwill. And by all indications, he has succeeded.

Advocates for Homeless Families is a valuable but somewhat hidden asset in Frederick County.

Perhaps misnamed, Advocates does much more than advocate on behalf of homeless families in Frederick. It operates two successful programs designed to keep homeless families together, off the streets, and eventually in a reliably-housed, stable, working, tax-paying situation.

Allread said he sees Advocates as a holistic program first and housing-provider second.

“The housing is just a means to an end,” he said. “We are a program and not a shelter. We want our clients to stand on their own, and we do everything we can to make that happen.”

Advocates currently owns 12 apartments and townhouses in Frederick that provide families with an alternative to life on the streets. Aptly named, the transitional housing program serves as a transition from shelters to permanent housing. It features intensive case management that can last up to two years.

During that time, families pay a housing fee of 30% of their income with a cap of $300 per month. “There are no free rides,” said Allread. “The goal is to eventually get them standing on their own and into public housing or, at least, get them Section 8 assistance.”

Receiving the highly subsidized housing requires more than just paying the fee. The program mandates education, training and support services to help families find jobs or increase earnings so they can afford to live on their own.

Keeping families together. A newly married couple from Advocates’ transitional housing program now has a gateway to a better life!

Advocates works closely with Frederick Community College and Hood College to steer clients into degree programs and trades that will provide enough money to live on. If they are accepted into a program like nursing, they can be with Advocates for up to three years.

“We support them as long as it takes to get that degree and a well-paying job. This doesn’t mean they won’t struggle along the way,” Allread said. “They do.”

All clients agree to a personalized plan and must meet monthly milestones to assess their progress. The program is successful in moving five or six families a year into permanent housing.

Allread admits there is a real need to increase Advocates’ funding so they can help more people by purchasing or renting more properties. They have a waiting list of about 60 households.

Currently, one-third of Advocates funding comes from private contributions, which includes individuals, civic organizations and businesses. One-third comes from charitable foundations and one-third comes from state and federal grants. A falloff in any of the three can really hurt.

He realizes Advocates has kept a low profile over the years but would like to change that. “We would love to have a development manager to get the word out about Advocates, but we’re just not ready financially. It is necessary. Our peers such as the Religious Coalition and Heartly House have development managers.”

Finally, Allread hopes the organization continues to expand and keep up its high success rate. He’s excited to see where Advocates goes in the future but overall, he knows the program works.

“Our operating philosophy is that we give a hand up and not a handout,” Allread said, “and we really mean it.”

No stopping her. Andrea, a single mother of four, has overcome homelessness and is now a full-time student at FCC and working part-time at FMH!

Advocates For Homeless Families

Wishes You Happy Holidays!

Advocates for Homeless Families is a unique and invaluable community resource for Frederick County’s struggling families with children. The support we provide to homeless families offers transitional housing and a year-long program of guidance that helps adults improve their standards of living and achieve permanent stable housing.

These are true gifts to be celebrated this holiday season.

Advocates’ families succeed in breaking the cycle of poverty and homelessness through gainful employment, increased education, and the caring support of case managers who keep them accountable. Since 1988, more than 2,500 homeless adults and children have become self-sustaining, contributing members of the Frederick community. They are our nurses, computer technicians, chefs, social service workers, members of the hospitality industry, and members of other professions, trades, and businesses.

Your gift to Advocates for Homeless Families helps us fulfill the promise of each family we serve. This year, we have provided housing and access to housing for 96 homeless adults and 99 children. We could not do this without your partnership.

Thank you for including Advocates for Homeless Families on your holiday giving list.

————————————————————–

YES! I WANT A BETTER FUTURE FOR FREDERICK COUNTY HOMELESS FAMILIES

___ $25 ___ $50 ___ $100 ___ $250 ___ $500 ___$ OTHER

DONOR NAME(S) AS IT SHOULD BE ACKNOWLEDGED

NAME: ______________________

ADDRESS: _______________________

CITY: _______________ STATE: ____ ZIP: ______

PHONE: _____________ EMAIL: _______________

RETURN THIS FORM TO:
Advocates for Homeless Families
216 Abrecht Place, Frederick, MD 21701 301-662-2003

DONATE ONLINE AT WWW.AFHF88.ORG

Tribute to Veterans — James B. Hubbard, Jr.

By Gary Bennett

Captain James B. Hubbard, Jr., US Army, 1968 and 2022

This article appears in the November 9, 2022, issue of the Frederick News Post’s ‘Tribute to Veterans’ supplement

When you meet James Hubbard for the first time, a sense of quiet confidence, competence and thoughtfulness comes through clearly.

And, it’s no wonder after the things he saw and accomplished in Vietnam in the late 1960s. He especially points to the story of his “alive day”—a day he not only remained alive under dire circumstances but proved he could think and function well under extreme pressure.

March 30, 1968 was a typical hot and humid day at fire support base Fels in the Vietnam delta near the town of Cai Lay. The base served as field headquarters for an infantry battalion. Sometime after 5:30 pm, the Viet Cong started dropping mortar rounds onto the base from about 1,000 yards away. Unfortunately, a few of the rounds caused six or seven casualties among the troops, a few very serious.

The battalion surgeon was soon on the phone asking then Lieutenant Hubbard for helicopters to immediately evacuate the worst casualties to a field hospital for treatment. Trouble was, it was extremely dark with no moon or stars to guide the chopper pilots. For just such an emergency, Captain Hubbard and his men had constructed a helipad, complete with 15 slanted holes about five yards apart in the shape of a T to hold tin cans that would, in turn, hold 15 flashlights to guide the pilots onto the base. This did the trick and the chopper landed safely.

Unfortunately, the chopper, with its flashing red lights, made a good target and the enemy soon started firing again. Through the chaos of shouts, screams of wounded men and enemy fire, Captain Hubbard and his men got the casualties loaded onto the chopper and out of harm’s way just as the last round landed near to their position. Extreme courage, preparation and inventiveness had saved the day. Captain Hubbard went on to receive the Silver Star for his service in Vietnam.

In 1973 Captain Hubbard was medically discharged by the Army due to a serious illness. Otherwise, he would have made the Army his career. The discipline and leadership skills he learned in the Army served him well over his long civilian career as a director and lobbyist for the American Legion, where he was a frequent presence testifying on Capitol Hill. One of his proudest moments at the Legion was assisting in the approval and dedication of the Vietnam Veterans Memorial in Washington, DC.

Not one to stop working, Captain Hubbard now serves as a volunteer at Monocacy National Battlefield giving tours and explaining what went on at this hallowed battlefield during the Civil War. “My time in the military taught me a lot about myself, about leadership, about buckling down and getting the job done, about decision-making. It was a really enjoyable part of my life, even though some of it was fraught with danger.”

James B. Hubbard, Jr. and his wife Judy live in Frederick and celebrated their 56^th wedding anniversary in 2022. They have two daughters and four grandchildren. Daughter Deborah Nylec assisted in the development of his book. To read more about Captain Hubbard’s time in Vietnam, read his book, From Michigan to Mekong, Letters on Life, Learning, Love and War 1961-1968.

Name: James Hubbard
Current Age: 79
Hometown: Ludington, MI
Year Enlisted: 1966
Years of Service: 6.5
Branch: Army
Rank when retired: Captain

Tribute to Veterans — Shawn Rearden

By Gary Bennett

Petty Officer 3rd Class Shawn Rearden, US Navy, 2001

This article appears in the November 9, 2022, issue of the Frederick News Post’s Tribute to Veterans supplement.

Shawn Rearden never saw himself as a leader but concludes his military service brought that out in him. “A few years ago, I had an evaluation and my manager at the time said you know that you’re one of the people in the OR that’s really looked up to as a leader, and I was like ‘really, why?’ I didn’t understand it—I’d never seen myself as that type of person.”

Rearden knows he wouldn’t be where he is today without his time in the service. He is a Surgical First Assistant at Frederick Health, and he’s working towards his nursing degree, on schedule to achieve that in December 2023. Rearden has been married to his wife Jen for 15 years and has a 12-year-old daughter, Molly. The Reardens make their home in Adamstown near Point of Rocks.

He enlisted in the Navy at 18 after four years of Army ROTC in high school and served for seven and a half years. The Navy was a no-brainer for Rearden as both his father and grandfather served in that branch. It also didn’t hurt that the Navy offered some of the best medical training available. As with many young men, military service offered a career path, a way to pay for college through the Gi Bill and a way to get out of his small town.

Rearden misses the structure and camaraderie at times but doesn’t feel like he particularly needed the structure at 18. He understands, however, that many young people do. “It’s not for everyone. If you have a problem with authority, you’re not going to do well. But if you can suck up your pride and realize they are breaking you down to rebuild you in a way that will make you productive then they’ll bring out the best in you. They definitely brought out the best in me.”

Rearden’s seamless transition from military to civilian life serves as a guide for others about to leave the service. He says it is important to get training that you can translate to civilian life. “Make sure you get some kind of certification that you can use when you get out. For me, Naval Hospital Corps School was basically the first semester of nursing school.” In fact, the training is so good that employers take notice right away. For his first job after leaving the military, Rearden said the hiring manager quipped “Maybe I should interview you. No, I’m going to hire you anyway. What shift do you want to work?”

Name: Shawn Rearden
Current Age: 40
Hometown: Sunbury, PA
Years of Service: 7.5
Branch: Navy
Rank when left service: Petty Officer 3^rd Class (HM3)