James_March-April_2026_web - Flipbook - Page 46
and longtime civic supporters such as former Gov.
Roy Barnes. Today, MUST’s 36-member board includes
judges, attorneys, business leaders and civic figures.
Reighard sees governance not as formality, but as an
engine of trust— and trust creates capacity.
The Most Valuable Currency
In the corporate world, Reighard learned that strong
organizations are built on trust— so much so that one
key measurement tool is literally called a trust index.
The same holds true for nonprofits.
If donors don’t trust you, they won’t give. If partners
don’t trust you, they won’t collaborate. If clients don’t
trust you, they won’t let you help.
At MUST, trust is operational. The organization has
earned consistent top-tier third-party ratings, including
perfect scores from Charity Navigator. Yet Reighard is
quick to say the rating isn’t the point. What matters is
what it represents: a reputation for turning resources
into real impact.
Because for MUST, the work is never just food.
Reighard underscores that food is visible. It’s a bag
in the back seat, a child eating lunch. But MUST’s
approach is intentionally broader. Poverty and homelessness are rarely single-issue problems. A family may
need rent assistance, job training, health care, childcare,
transportation— and food—often all at once.
HOPE HOUSE RIBBON CUTTING
“We’re told it takes about seven touches to establish trust,” Reighard says. “And without trust, you can’t
change a life.”
Built From the Ground Up
That philosophy is embodied in Hope House,
MUST’s 136-bed homeless shelter— a purpose-built
facility designed by staff who understood what works
in real life. It is designated as an emergency walk-up
shelter, meaning people can arrive without referrals. If
there is a bed, MUST will place someone in it.
On any given night, roughly 450 people have a roof
because of MUST’s housing programs which include
shelter beds, veterans housing, transitional programs,
rental assistance and permanent supportive housing.
MUST doesn’t do this alone. When winter pushes
capacity beyond limits, local churches step in with
space, volunteers and transportation. Reighard sees
MUST not as the only solution, but as a trusted hub that
mobilizes a larger community.
Feeding a Community
One of MUST’s signature efforts is its Summer
Lunch Feeding Program, launched more than 30 years
ago after teachers worried children might go hungry
when school closed. Last summer, the program distributed 535,000 meals across nine counties.
Over time, the model has adapted to challenges—
from health department regulations to COVID disruptions. Reighard sums up the philosophy simply: “We’re
married to our mission, but we date the model.”
Beyond summer meals, MUST operates Neighborhood Pantries inside schools which allows social workers to discreetly identify families in need. The approach
reduces overhead and increases dignity. A mobile
distribution program, MUST Mobile, now reaches tens
of thousands more each year.
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