Ken Craft is the chief executive of Hope the Mission, a North Hills-based nonprofit provider of housing and homeless services. Today, the organization has 750 employees and 40 locations across the Los Angeles region, 24 of which are interim housing sites. Here, Craft discusses the importance of being open to working with others and not blindly accepting assumptions.

When I founded Hope the Mission 15 years ago, we started with nothing. Our humble beginnings were in a run-down Lutheran church in Sun Valley, where we served meals to the homeless. It was a labor of love, born from a deep desire to make a difference, but we faced significant challenges from the start.

Our first major breakthrough came when we had the opportunity to take over the payments for a 10-bedroom house in Pacoima. This property, formerly owned by the Catholic Church, had once housed nuns. After a successful renovation, we opened our doors to 10 homeless families. It was a proud moment, but also a daunting one. Providing for those families stretched our limited resources, and no matter how hard we worked to raise funds, we were losing ground.

Financial ruin loomed, and I wasn’t sure how we could sustain our mission. One day, someone suggested partnering with the Los Angeles Homeless Services Authority (LAHSA), a government agency. At the time, my instincts resisted the idea. My background – and many voices in my ear – had ingrained in me a distrust of government partnerships. I was warned that the government would impose restrictive conditions and compromise the authenticity of our work.

‘Forcing clarity’

But desperation has a way of forcing clarity. Facing the reality of our financial struggles, I decided to meet with a representative from LAHSA. I needed to hear directly what a partnership would entail.

When I asked about the restrictions tied to government funding, the representative calmly explained:

• We could not mandate that someone participate in a program or service, like religious activities, to receive food or shelter.

• We could not discriminate against anyone for any reason.

• Any religious services we offered had to be opt-in, ensuring freedom of choice for our clients.

I remember sitting there, stunned. “Is that it?” I asked incredulously. Everything I had been told about government restrictions was either exaggerated or completely untrue.

That moment was a turning point for me – not just for Hope the Mission, but for my personal growth as a leader. I realized the danger of blindly accepting others’ opinions and assumptions. It taught me an invaluable lesson: Do your own research. Trust, but verify.

Increasing in size

By overcoming my skepticism and embracing collaboration, Hope the Mission forged a partnership that changed the course of our organization. Today, because of our work with LAHSA and other government agencies, we are the largest rescue mission in the country, operating 24 shelters with 2,700 beds and 11 new projects in development.

The experience taught me that isolation is not the solution to society’s greatest challenges. Real progress requires collaboration, compromise and the courage to question preconceived notions.

My worst mistake wasn’t just about a missed opportunity – it was about the fear and distrust that held me back from stepping into something greater. I am grateful every day that I chose to step beyond that fear. Together, we have built something extraordinary, proving that when we work collectively, we can achieve the impossible.