Edna Martin Christian Center (EMCC) and Public Advocates in Community Re-Entry (PACE) take seriously the responsibility to help our neighbors, and even more so during this crisis. Both organizations have received C-CERF funds to continue and expand their work during this critical time. Together, we have developed a collective strategy and will be deploying it as part of the Martindale-Brightwood 7 Initiative (MB7).  The working title is the “MB Collective Impact Strategies”, and so far these initiatives are meant to address:
1. Financial assistance (utilities, rent, mortgage, connectivity, transportation)

2. Food/supply access (pantry and home delivery distribution support for vulnerable neighbors) 

3. Virtual connection and programming (youth and seniors) 

4. Virtual case management and Virtual Recovery Support Services and Referrals for those with criminal histories
 (crisis management, workforce development, substance use services, and mental health and recovery support)

5. Social enterprise investment for entrepreneurs assisting with crisis mitigation

6. Neighborhood updates via regular newsletters, sponsored by EMCC and the MB7 Community Voice Network

7. Agency, community partner assistance referrals
We have all seen how quickly the crisis is growing, and we are committed to evolving to meet new demands. Also, we anticipate that more Martindale-Brightwood ministries and community organizations will join us in this unified, collaborative effort. As we grow, we will be better able to fine tune delivery or service, avoid duplication, and help more people.



The Edna Martin Christian Center (EMCC) AND Public Advocates in Community re-Entry (PACE) are working collaboratively to provide critical emergency basic needs to residents of the Martindale-Brightwood community and near-north east side of Indianapolis during the COVID-19 crisis.

*All personal information collected by the EMCC and PACE is protected by strict privacy policies. We will not share your personally-identifying information without written permission.

1. Tell us a little about yourself so we can best serve you.

Note: After this question, the page will reload with the full application in a Google Form.

I have a criminal background (a felony) and/or a substance use issue and need help with food, housing, employment, etc.
I do not have a criminal background or a substance use issue and need help with food, bills, employment, etc.


Seven priorities for long-term change for the community

The MB7 (Martindale-Brightwood 7) initiative is a bold plan to expand services, build economic opportunities and address social inequality and socio-economic trauma in the Martindale-Brightwood neighborhood, solidifying a brighter future for our community. These 7 efforts include:

  1. 25th Street Corridor Renaissance
  2. Martindale-Brightwood Food Resource Network
  3. Martindale-Brightwood Education Zone and Housing Village
  4. Leadership & Legacy Campus
  5. Community Solutions & Entrepreneurship Center 
  6. Community Voice News Network
  7. PACE Recovery Resource Center

The Martindale-Brightwood Quality of Life Plan was created in 2013 and significantly revised in 2015 and 2018. In 2015, strategic planning included an environmental analysis directed by residents and community partners to define the needs, aspirations, and gaps in the area. This was done through a community quality of life planning process inclusive of interviews, town hall meetings, and work groups, with QoL as a deliverable. In 2016, an information gathering campaign was conducted by the MB Community Builder and Engagement Director to confirm the strategic direction and workplan of the QoL. In 2017, key initiatives from the plan were voted on to address: Affordable Housing Development; New Educational Options; Alignment of food producing, sourcing, and delivery to address Food Access; Enhancing Communication and Connectivity to increase social capital and foster more community leadership and solutions; Enhancing and uplift community assets; Increasing business ownership for economic mobility of individuals and increased workforce placement options; and Increase in community health and safety assets.

Seven key collective impact projects are being implemented 2018-2021 and are anticipated to serve a minimum of 6,000 of the 14,000 people in wider Martindale-Brightwood area:

1. Martindale-Brightwood Education Zone and Education Housing Village (Education options and Housing)
2. Martindale-Brightwood Food Resource Network (Food access; Health)
3. Community Voice News Network (communication and connectivity)
4. 25th Street Corridor (improving community assets through placemaking, economic and community development)
5. Leadership & Legacy Campus (additional childcare, youth, senior services; community high school; recreational space; urban gardening)
6. PACE Community Recovery Resource Center (mental health and addictions)
7. Community Solutions and Entrepreneurship Center (Community leadership development; think tank/do tank; innovative practices, programs, products, and services)

In late 2018, special project teams were formed to operate as a Martindale-Brightwood Collective Impact Team (MBCIT). Each project has a team composed of residents, agencies, employers, and other project-aligned institutions and supporters to carry out the work. MBCIT members are responsible for reporting out to the QoL action team called MOVE and the Martindale-Brightwood congress called OneVoice.

EMCC has agreed to serve as the backbone organization to provide overall project management support, serve as fiscal agent, support the resource development needs to execute the MBCIT responsibilities and guide the data collection process to evaluate performance for 6 of the 7 strategies. PACE has agreed to serve as the backbone organization to provide overall project management support, serve as fiscal agent, support the resource development needs to execute the MBCIT responsibilities and guide the data collection process to evaluate performance for The Recovery Resource Center.

Representation of other community supports such as economic and housing development is included in EMCC's and PACE’s backbone operations budget. EMCC and PACE have incorporated time from other agency personnel for each collective impact approach to ensure efficiency and management of initiatives and assist with capacity-building by leveraging combined resources.

In shifting commitment to apply collective impact to all aspects of our work, EMCC and PACE leadership recognize the need to further enhance its back-office with positions to support the work. Therefore, the MB 7 strategies welcome Volunteers; Interns; Fellows; in addition to future paid positions.

If you are interested in supporting this effort, please contact our Vice President for Development, Maggie Goeglein at