The full proposal behind the program overview - background, due diligence, site plan, training, staffing, admissions, campus rules, the security plan, and the funding structure. Some duplication between sections is intentional so each section can stand on its own.
In brief. The SafetyNet Academy is a proposed faith-based residential education and life-skills program for employed students seeking self-improvement in a structured Christian environment. It combines low-cost dorm living, mentoring, coordinated education, trade exposure, community service, and accountability on two acres of the Mountain View Church of the Brethren property at 2823 N. Cole Road, Boise, Idaho 83704.
Mountain View Church of the Brethren, an established Boise church with more than 70 years of history at its location, reassessed how best to use its resources to serve the mission of the Lord Jesus Christ. After nearly three years of due diligence and community feedback, the church proposed establishing Christian SafetyNet Program Corporation as a 501(c)(3) nonprofit entity if Boise City approves the concept and required zoning.
It will operate in Boise as the SafetyNet Academy, given that the full development includes over 10,000 online computer training courses, third-party lectures, and trade training along with dorm living. The overall program also includes resources for vehicle maintenance, a laundromat, a coffee shop, and a food and clothing bank. The church will make its building available for classrooms and lecture space. It is the hope that other churches within the country will pick up elements of the program, even if they do not have room for dorms.
The primary focus is young adults who need stronger life and work skills, including aged-out foster youth, although more mature adults may be considered if space is available. The academy dorms will include a reasonable number of qualified senior mentors who may live on campus after careful due diligence and background checks. The site will also house at least three full-time employees, vetted and hired before operations begin. The current goal is to have the academy operational within three years.
The academy depends on at least $5 million in one-time upfront donations and grants toward construction costs, with the balance financed. Donations will be held in escrow until each donor's agreed milestone is met. Once fully developed, the program is intended to operate on a self-supporting basis without ongoing grants or donations, based on each student paying an estimated $650 monthly dorm and program fee.
SafetyNet will be created, if approved by the appropriate authorities, as a low-cost, faith-based educational opportunity for individuals who are willing to rebuild their life skills, work habits, finances, and personal direction through their own effort. The program plans to focus on aged-out foster youth, other adults seeking a disciplined second chance, and single or widowed senior citizens who can serve as live-in mentors and dorm leaders for younger residents.
This will not be another entitlement program, but rather a supportive, cost-effective environment for individuals committed to applying their own effort toward self-improvement. The educational programs will use existing offerings from other nonprofit organizations. Students will pay their own way, and program operations will not rely on government or public funds.
The program will be self-sustaining once construction is completed and operations begin. Students do not graduate with life-impacting student loan debt. For the market price of renting a single bedroom in a shared apartment, the student has access to a private bedroom, food, clothing, vehicle maintenance assistance, and educational opportunities.
The offered education opportunities are self-directed, with support from career counseling and program coordination. Students also participate in monthly on-site accountability meetings designed to help them stay focused on life skills, learning goals, and peer encouragement.
Through a robust application and due diligence acceptance system, the academy will only accept those it can legally and safely help. To do otherwise would waste the academy's limited resources on those not so committed.
Employers are encouraged to support students and to incentivize a student's course of study.
Each student will have a private bedroom and access to shared dorm resources, including food and clothing banks, computers, internet access, and coordinated educational opportunities. The campus will also include an on-site vehicle maintenance shop and introductory training in a variety of trades and services.
Students learn about social commitments and community responsibilities, with each student required to perform four hours of community service each week.
There are two dorm buildings, one for men and one for women, separated by other buildings. Each dorm unit has four bedrooms. Each resident has a private bedroom and shares the kitchen, living, and bathroom areas with three others. The campus has strong security lighting, cameras, and protocols including 24/7 on-site management.
Mountain View Church has been at its current premises since the mid-1950s, more than 70 years. Boise City annexed the church premises into the city in 1966, and the church was formally incorporated in 1968 as a nonprofit entity. The premises comprise two parcels: a one-acre parcel with the 12,000 square foot church building, and a two-acre parcel with a parking lot, a grass plot with large oak trees, and a community garden. The original congregation was rural and mostly from the farming community. The church is now surrounded by apartments, the Flying H mobile home park, and various businesses, and Cole Road has changed from a country lane to a major arterial.
The church's neighborhood, as well as the economic strata of its congregation, has greatly changed. Church leadership deliberated on how best to use its resources to address the needs of its congregation and neighborhood while being a blessing to all in Boise, in the spirit of its motto: simply, peacefully, together.
Leadership found that the church uses its own facilities for an average of 12 hours each week, and that the two acres it owns are used by a few neighbors as a community garden. Due diligence included having a church representative attend federal safety-net programs in Texas and California, as well as involvement in economic and homeless seminars.
The United States government has spent $1.3 trillion to lift 28 million people above the poverty line, yet an estimated 38 million still live under the federal poverty line. One in three citizens participates in at least one government safety net program, and fifty percent of all children participate in one or more. The rise in homelessness has grown dramatically in major cities and is now spreading to smaller cities.
Church leaders concluded that the economic and moral pressures seen in the church's neighborhood were part of a broader national problem: weak marketable work skills, high-cost housing pressure, growing forms of addiction, family instability, and declining community cohesion. That conclusion shaped the SafetyNet model - a local, faith-based response focused on skill development, disciplined living, mentoring, and personal responsibility within a safe and respectful Christian environment.
SafetyNet anticipates building 24 units: 20 dorm units for students and mentors, and four units for a combination of offices and on-site staff living quarters. At full occupancy the student-and-mentor units would support approximately 60 students and 20 mentors. The academy anticipates a constant 15 percent vacancy rate due to turnover. The dorm room commitment requires a simple 30 days notice by either party.
SafetyNet Academy is designed for employed applicants who are committed to self-improvement and able to participate safely in a structured residential community learning environment. Because resources are limited, the academy is not designed for individuals who cannot maintain employment, are actively struggling with untreated substance abuse, or need services beyond the academy's staffing and program capacity.
Target students were identified by reaching out to a large number of agencies to determine unmet needs. Feedback consistently pointed to two groups with the greatest need: young adults, and single senior citizens on a limited budget who are not ready for a care facility and do not qualify for Medicaid. The common gaps identified were access to improved work and life skills, loneliness, a feeling of not being valued by society, and an affordable cost of living.
One of the greatest emerging demographics is young adults who are stuck at home, unable to afford their own housing or education. Idaho law requires school attendance only until the sixteenth birthday, and some young adults reach adulthood wanting better social and educational opportunities. Many employers report that applicants lack the basic work, communication, and problem-solving skills needed in the workplace. The academy provides an opportunity to improve economic skills while avoiding student-loan debt and keeping living costs affordable.
The church established a 501(c)(3) nonprofit entity, Christian SafetyNet Corporation, to manage its educational and training resources as well as a dorm living option for students. The church building is available for organizing training programs outside of worship times on Sunday. Free or low-cost training and education will be provided by third-party nonprofit organizations and educational entities. Resources in the church building will include a computer laboratory, video training facilities, and in-person lecture facilities.
The site's surroundings have changed from farmland to one of Boise's low-income areas. It is bordered to the west by the Flying H mobile home park, and the other sides accommodate low-income housing. There are nine halfway houses within a one-mile radius. SafetyNet Academy is in the center of the area where it is most needed, and a robust security program will be put in place to protect the students.
The academy does not replace existing programs. Thousands of nonprofit organizations already offer tens of thousands of classes, many free or very low cost. SafetyNet provides a convenient site, a disciplined and supportive dorm culture, and a central hub that connects students to those opportunities within a coordinated plan of study.
Skilled labor shortages affect many trade and service industries. During due diligence, organizations expressed interest in volunteering time to describe typical workdays in their fields and introduce students to practical career paths. They may also benefit by identifying candidates for further vetting and possible employment.
The overall finding is that trade and service professionals are proud of their industries and willing to help others.
Operations are estimated to be three years out. Funds must be raised through donations, grants, and loans, and all donated funds will be held in escrow until milestones agreed with the donor are reached. Fundraising is expected to take a year or more. Staff will not be required until at least six months before operations commence. The staffing structure will be a hybrid of employees supported by third-party professionals as needed.
Once fully operational, SafetyNet Academy will need only four on-site employees. An anticipated 20 percent annual turnover equals roughly 16 new students or mentors a year, with an ongoing 15 percent vacancy rate. Post start-up staff will interview and vet an estimated 48 candidates to approve those 16 placements, assist with students' self-designed programs, interact with employers, and follow up monthly with all students.
Dorm living provides the structure, accountability, and peer support many people need to sustain long-term self-improvement. Clear expectations, on-site mentoring, and shared community standards help residents stay focused on education, work, personal responsibility, and healthy relationships.
A personal faith and relationship with Jesus Christ, shown in community with others of like faith, can help form a culture that strengthens society by shaping moral character, motivating charitable service, and affirming the inherent dignity of every person created in God's image.
Each of the 20 proposed dorm units has four bedrooms. Ideally one bedroom is for a senior mentor and three are for students. Each unit has a kitchen with two refrigerators, a shower room separate from the toilet, and a common living room.
The admission process is a major focus, because failure to conduct proper due diligence on candidates may affect site safety, culture, and the responsible use of resources. Applicants must be employed at the time of admission, as the academy is self-supporting even with the low monthly cost.
Priority is given to dorm residents who pass screening and interview. If space remains for non-dorm participants, members of the public may attend training after screening, but may not use dorm-site resources other than as visitors to the coffee shop.
The shop is for the use of dorm residents only. A resident must sign up for bay time, and a trained, preapproved shop steward must be present and have approved the work. Time spent as a shop steward counts as community service hours. No automotive repairs may be done in the parking area, and nonfunctional vehicles are to be removed within three days.
Use of the coffee shop is a privilege not covered by the estimated $650 monthly fee. Coffee, tea, and other items are available for purchase at approximately half of comparable public prices, set only to cover supplies and maintenance. Only a trained steward may operate the equipment and cash register, and community service hours may be fulfilled at the coffee shop. Guests and visitors are allowed in the coffee shop area, which helps offset the no-visitor rule in the dorm units.
Use of the laundromat is a privilege not covered by the monthly fee and is limited to dorm residents. A charge applies for each piece of equipment, roughly half of what public laundromats charge, solely to cover supplies and maintenance. Posted rules cover use of equipment as designed, consideration of others, restroom use, and a prohibition on tampering with or blocking the video surveillance system.
The culture of SafetyNet Academy is built upon the Golden Rule in both its positive and negative forms, but rules and appropriate consequences are necessary. Discipline under this policy is corrective and restorative in nature, tempered with grace and respect, and applies to all residents, students, and employees on campus, in dormitories, and during academy-sponsored activities.
If a law is broken, the Boise Police Department or sheriff's department should be contacted. Every dorm unit includes a copy of emergency phone numbers. A witness who suspects a law has been broken should immediately inform the on-site manager or responsible staff member, who determines whether a misdemeanor or felony may have occurred and contacts law enforcement.
Residents involved in a conflict should first discuss the issue between themselves. If unresolved, the complainant submits a written complaint to the dorm leader, who may penalize and set a probationary period, with each penalty documented and copied to the on-site manager. Unresolved or severe issues escalate to the on-site manager, who may work with the board on next steps including dismissal. Dress code violations, difficulty working with others, and academic dishonesty are handled progressively through warnings, loss of privileges, and community service assignments.
If a student is dismissed immediately from the dorm by proper process and authority, 28 days of living expenses at Interfaith Sanctuary, Boise Rescue Mission, or another location chosen by the academy will be paid by the academy to mitigate potential homelessness. For less severe offenses, a student may appeal to a review committee of five students or residents and two dorm managers, and may remove two students and one manager from that committee. Restoration may be considered upon demonstrated repentance, accountability, and alignment with academy values, with board approval required for serious violations.
Christian SafetyNet Program, with its academic program, is committed to providing a safe, secure, and nurturing environment for students who align with its Christian values. This plan outlines the protocols and procedures designed to protect students, staff, and property while fostering a culture of respect, responsibility, and neighborhood-watch vigilance across campus facilities.
A 24-hour on-site property manager responds immediately to emergencies and provides general oversight of daily operations and property. A security team oversees campus security planning, implementation, and monitoring, and service on that team counts toward the required four weekly hours of community service for those suited to the work.
An emergency response and safety plan is posted around all public areas, and emergency phone numbers for police, sheriff, fire, and ambulance are posted in every dorm unit. As part of required community service hours, trained volunteer teams of three conduct random patrols of the site and report disturbances to the site manager. The security and safety plan will be updated at least annually by a committee appointed by the board, with input from residents, staff, on-site security personnel, and third-party agencies.
Summary of figures. Estimated market value of the completed development is $11 million to $12 million in 2029 dollars. Projected direct cost is $8.5 million, funded by $5 million in cash and in-kind donations with $3.5 million financed. The initial $500,000 covers construction drawings, permits, and startup costs; sitework is projected at $2.5 million; buildings are estimated at $5 million after discounts and donated trade services.
Mountain View Church will supply the land under a long-term lease and make its building available for training, food bank, and clothing bank purposes with minimal cost impact. General project management services will be provided as a donation by Strategic and Operational Solutions, Inc. of Boise, based on its 30 years of experience in construction, along with support from other qualified volunteer entities and personnel.
Donations will be valued based on applicable tax rules and supporting documentation. While the projected direct development cost is approximately $8.5 million, the estimated market value is approximately $11.5 million, and preliminary inquiry suggests donors may be able to claim the value of the donated amount rather than only the cash contributed. Donors should consult their own tax advisors regarding deductibility and valuation of any cash, in-kind, or discounted-service contribution.
Each student is assigned a confidential number, and reporting to donors includes:
Based on the present cost of development, anticipated donations, debt retirement, and the cost of supporting staff, the estimated $650 monthly dorm and program fee allows a student to live on site in a private bedroom and participate in the academy's resources, including academic and trade training, the computer laboratory, the vehicle maintenance shop, backup transportation, the food and clothing bank, and mentor leaders. Once built, the program is designed to be self-supporting through those fees, covering ongoing operations, staff, and educational components.
As policies and procedures are perfected through metrics and feedback, the program will be shared with other churches and organizations that want to adopt or build on it. There are over 330,000 churches and 1.9 million charities in the United States.
For more details, the budget pro forma, or comments, please contact Steven Neighbors at sneighbors@strategicsos.com or (208) 863-7007.
The following profiles show the experience, credentials, and community involvement of the academy's current board members and key contributors. Two board members currently oversee the proposed academy, with additional members to be added as needed. Major donors may also wish to serve on the board.
Steve Neighbors is an experienced business and strategy consultant who has founded and operated multiple companies and worked with more than 200 third-party companies in roles including chief executive, chief restructuring, chief financial, and chief operating responsibilities. His experience spans construction, casinos, publishing, machining, specialty coatings, semiconductor manufacturing, laboratories, start-up incubators, and nonprofits. He has also served in court-appointed roles including conservator, receiver, and forensic financial examiner.
Education includes a Master of Religion from Reformed Theological Seminary, a Master of Arts and Bachelor of Arts in Business from George Fox University, and postgraduate certificates from the Massachusetts Institute of Technology and Harvard Business School. Certifications include Certified Turnaround Practitioner, Certified Valuation Analyst, Master Forensic Financial Analyst, and Certified Mergers and Acquisitions Analyst, along with an Idaho commercial real estate broker license and licensed minister and contractor credentials.
Rae Casey is a professor of leadership and learning at George Fox University, currently serving in George Fox Digital. She received her Ph.D. in education with an emphasis in adult and organizational leadership and learning from the University of Idaho, and holds master's and bachelor's degrees in organizational leadership from George Fox University, plus an advanced certificate in online teaching from the Online Learning Consortium.
Before joining George Fox University, she worked at Hewlett-Packard Company in several roles including project and program management. She has been associated with George Fox since 1997 as a student, adjunct faculty member, and full-time faculty member, overseeing the project management and organizational leadership degree programs.
The same document in its original layout, including the site photograph, the proposed development layout, the four-bedroom dorm unit plan, and the summary application flow chart.
Questions or comments: sneighbors@strategicsos.com or (208) 863-7007.