Annual Report To Community

20th Anniversary Report to the Community
2009
A Mission of Service...A Legacy of Achievement
Board of Directors Staff

James Gibson, Board Chairman Marian Urquilla Sue A. Marshall, Executive Director
Center for the Study of Social Policy Living Cities
ornell Chappelle, Deputy Director for Operations
C
Oliver T. Carr Louvenia Williams Darlene Mathews, Deputy Director for Policy & Programs
Chairman Emeritus Edgewood Brookland Family Support Collaborative
Munkhtoya Bandikhuu, Staff Accountant
Grace Contee Phyllis Wolfe Miga Bold, Accounting Assistant
Jobs Have Priority Independent Consultant LaKeisha Brown, Program Coordinator
Mary Foster, Receptionist
Stacey Davis Leslye Wooley
Tom Fredericksen, Research Associate
Office of Community & Charitable The Salvation Army
Brittany Hill, Program Specialist
Giving-Fannie Mae
Shane Johnson, Shelter Plus Care Program Coordinator
Judith Dobbins Incoming Board Members Edith Lane, Office Manager
Covenant House DC Retired Clifton Lewis, DHS Programs Coordinator
Peter Banks Rui Ma, Senior Accountant
Michael Ferrell
Local Initiatives Support Corporation Stacey A. Matthews, HMIS Coordinator
Coalition for the Homeless
Shantaye Pelzer, Project HOPE Receptionist
Vincent Keane Audrey C. Drake Michele Salters, DHS Programs Manager
Unity Health Care Department of Veteran Affairs Tomeka Seaborn, Prevention Program Coordinator
John McCoy Brunilda Sepulveda-Irene, HOPE Case Manager
Gerald McCorkle
Fight for Children Cecelia Smith, Accountant
U.S. Veterans Affairs Administration
Pat Smith, Property Administrator
Beatriz Otero Harry Sewell Clarence Stewart, Chief of Prevention Programs
Centro Nia DC Housing Finance Agency Latekia Tisdale, Prevention Specialist
Tamura Upchurch, Chief of Federal Programs
Leona Williams, ERAP Manager
Xiaowei Zheng, Controller
20th Anniversary Report to the Community | June, 2009 | 1
Dear Community Members,
O
n behalf of the Board of Directors and staff, the Community Partnership
for the Prevention of Homelessness is pleased to present this 2009 Report
to the Community, commemorating our 20th anniversary.
From its inception, the Community Partnership has sought to craft a culture of
excellence in our programs and our services. By mixing community engagement,
sound data collection and reporting, and respect for the population we serve,
the Community Partnership has become an expert at addressing issues related to
homelessness at the local level.
The combination of strong values and high quality work has steered the
organization and its programs over the past 20 years, allowing it to become one
of the country’s most successful local entities in garnering federal funds for local
services and as a respected steward of more than $50 million annually of govern-
ment funds. The Community Partnership has been honored several times by
HUD for our strong data collection and as a “National Best Practice Model” by the
National Alliance to End Homelessness for our work to keep families from falling
into homelessness.
The theme of our 20th anniversary is A Mission of Service…A Legacy of

Achievement. In that spirit, this report highlights our evolution, accomplishments
and hallmark programs while focusing on the work that still must be done. The
Community Partnership will continue working to remain a trusted partner to both
government and homeless service providers in order to ensure quality services to
our city’s residents in need. Though there is much to celebrate, great challenges
remain in order to achieve the District’s objective of ending homelessness in
our community.
Sincerely,

James O. Gibson Sue A. Marshall
Chairman Executive Director
www.community-partnership.org
2 | A Mission of Service...A Legacy of Achievement
A Mission of Service:
Twenty Years in the Making
T he Community Partnership for
the Prevention of Homelessness
came into being in 1989, at the end
would also promote innovative solu-
tions to prevent and end homelessness
in the District.
of a decade that saw homelessness Homelessness was being reexamined
move to the forefront of America’s at the Federal level as well. The U.S.
social problems. The number of Department of Housing and Urban
persons experiencing homelessness Development created the “Continuum
Vernon Hawkins, DHS Director addressing a
had grown considerably, especially in of Care” model, a new approach aimed
community meeting of D.C. Initiative Partners
Washington, D.C. at encouraging localities to create more (seated l-r; Sue Marshall Oliver Carr Jim Banks)
In 1988 Oliver T. Carr, a private coordinated and diversified homeless
business leader who was then chair- service systems. In 1993, the District
man of the Homeless Coordinating was chosen as the first jurisdiction to
Council, commissioned the McKinsey receive funding to demonstrate this
& Company report that identified new new initiative.
ways to end homelessness. The report The U.S. Department of Housing
yielded sobering information about and Urban Development allocated $20
the state of homeless services in the million to transform a fragmented,
Russell Simmons, City Bank; Andrew Cuomo,
city. There were not enough shelters, emergency-based system into a
HUD Secretary; Rev. Tom Knoll, CFLS;
and those that existed were in poor comprehensive new system that Charlene Drew Jarvis, City Council Member;
condition and understaffed. Homeless would “serve as a national model Sue Marshall, TCP at the opening of the CFLS
Milestone Program
men and women were dying of for restructuring the federal-
hypothermia in the streets each winter. local relationship in addressing
Permanent solutions to homelessness homelessness.”1 The funding came with In the years that followed, the
had not developed. one critical proviso - a public-private Community Partnership has accom-
Key among the recommendations nonprofit entity would be responsible plished a great deal to prevent and end
in the report was the creation of a new for adopting and implementing the homelessness for thousands of District
nonprofit—a Community Partnership Continuum of Care policy. Given its residents. Now, in 2009, we celebrate an
for the Homeless. This new organiza- origins, the Community Partnership organizational anniversary having been
tion would leverage public dollars and offered its services as the Continuum’s a vehicle for productive and permanent
private partnerships to allocate limited lead agency, and in 1994 HUD and the solutions to homelessness for many
resources quickly and effectively, and District government accepted. people, as imagined by the McKinsey
The Community Partnership for the Prevention of Homelessness
A 20-Year Time Line of Milestones November 1989: McKinsey & Company issues its Final
Report—Developing a Community Partnership for the
December 1989: The Community Partnership for the
Prevention of Homelessness is incorporated with an initial
Homeless—to the D.C. Homeless Coordinating Council, Board of Directors chaired by developer Oliver C. Carr and
establishing the need and mission for the with members representing government, business and
Community Partnership. nonprofit providers.
Since 1994, the Community Partnership has earned $177,553,228 for the District through
the HUD competitive application for homeless assistance funding.2
& Company report. As the lead agency These are no small accomplishments can respond to the present realities of
for the District’s Continuum of Care considering the fiscal, administrative homeless people while working toward
we believe that we have grown and and program oversight required the end of homelessness itself. We are
changed along with needs of the to manage such vast resources. mindful however, that our work is not
consumers we serve, and the local lead- Expending these resources quickly, yet complete as many continue to enter
ership from whom policy is developed. efficiently and ethically has become the the shelter system. In 2008, more than
We pride ourselves on not only being Community Partnership’s greatest as- 4,300 single persons and 400 families
pliable to the changing times and shifts set. Our success is not only measured entered shelter for the first time.3 At
in policy focus, but on remaining true in the numbers identified throughout 20 years, the Community Partnership
to our most original intended purpose: this report but from the retention of recommits itself to do what we can in
creating meaningful and innovative many years of clean financial audits. mobilizing our community and helping
solutions to homelessness. The original vision of the our government end homelessness.
Today we are, more then ever before, Community
a permanent housing and homeless- Partnership for
ness prevention agency for special the Prevention
needs and extremely poor populations. of Homelessness
Over 1,000 formerly homeless persons has endured and
retain their housing across the city is still providing
as a result of payments issued by the value to our com-
Community Partnership and more munity. The agency
than 100 checks are issued monthly to remains an inclusive
prevent consumers from entering the forum in which the Jim Banks, Former Steve Cleghorn and Ann Oliva at House
Board Chair of Ruth for the 1994 Super NOFA
homeless system or to quickly exit it. entire community Announcement
Oliver Carr, Chairman Emeritus Peter Banks, Incoming Board Member (son of Jim Banks); Sue Marshall, Executive Director; Jim
Gibson, Board Chair; BB Otera, Board Member during the filming of the 20th Anniversary video
June 1993: U.S. Department of Housing and Urban September 1993: The D.C. Initiative: Working Together to May 1994: The D.C. Initiative officially begins with a
Development (HUD) Secretary Henry Cisneros and District Mayor Solve Homelessness report is issued, establishing additional Memorandum of Understanding signed between HUD, the
Sharon Pratt Kelly announce that “the Community Partnership” prevention, outreach and system coordination objectives as District of Columbia and the Community Partnership. The first
will receive $20 million from HUD over a three year period well as 2,050 new units of transitional and permanent housing 12 grants of the D.C. Initiative are awarded.
to establish a “Continuum of Care” consisting of three basic to be created within the first two years.
components: (1) outreach and assessment, (2) transitional
housing with support services, and (3) permanent housing.
The D.C. Initiative:

Local Results, a National Model
I
Cornell Chappelle and Sue Marshall at the
n 1993 the U.S. Department of Care, the work of the Community naming ceremony of the Virginia Williams
of Housing and Urban Partnership was guided by three Family Resource Center
Development’s Innovative principles articulated by the D.C.
Homeless Initiatives Demonstration Initiative Operational Plan: of Mental Health, the Department
Program was launched to establish the 1) To achieve better services and to of Housing and Community
“Continuum of Care” model, and the better the lives of homeless people Development and the Child and Family
District of Columbia was chosen to through a Continuum of Care Services Agency continue to make the
pilot the new policy. In this new model approach that went far beyond Community Partnership an invalu-
HUD would fund projects within the emergency measures; able partner to a government that is
context of how local planning entities 2) To see homeless people not as serious about ending homelessness.
identified gaps in services as well as “a poor apart” from other poor, Community-based nonprofit service
the needs and priorities in their com- and to better connect them to agencies and neighborhood institutions
munity. As noted in a national study mainstream social services, have grown in strength and effective-
of the new policy, the Continuum of housing and health agencies that ness as the Community Partnership has
Care model was based on “building had important resources to help succeeded in stabilizing and increasing
cooperative relationships among them; and support for them. As the Community
providers, funding sources, advocates, 3) To prevent homelessness, as well Partnership coordinated a network of
government, and the homeless people as make progress toward ending homeless services providers, we also
they were attempting to serve.”4 it, by involving and strengthening established a sophisticated administra-
This intention accounts for why community-based institutions to tive and management structure that
the Community Partnership for serve their homeless neighbors. plays a pivotal role in paying rental
the Prevention of Homelessness subsidies for clients in permanent
came to lead the D.C. Initiative. Looking back at the D.C. Initiative, housing and providing funding for
The Community Partnership well we can see progress on each of these new initiatives.
understood, and had incorporated principles. The District’s Continuum In such ways the D.C. Initiative
into its founding mission, the idea of Care has changed dramatically, was a transformative period
of building inclusive, collaborative, shifting from “a concentration of public within the District of Columbia that
public-private and community-based funding at the emergency shelter level provided important lessons for other
partnerships to prevent and ultimately to more transitional and permanent jurisdictions across the country. The
end homelessness. The D.C. Initiative supportive housing (from an 80/20 Community Partnership considers it
was an opportunity to marshal major percent distribution in 1994 to a a privilege to have played a significant
new resources toward the vision upon 46/54 percent distribution today).”5 role in leading that transformation. The
which the Community Partnership Significant collaborations with District model of ending homelessness is still
was founded. mainstream agencies such as the a work in progress, but the substantive
In its role as the lead agency for the Mayor’s Office, the Department of gains of the D.C. Initiative provide real
District of Columbia’s Continuum Human Services, the Department hope that it will be possible to do so.
June 1994: The District’s City Council, chaired by Councilman August 1994: The D.C. Initiative Operational Plan is released, September 1994: The Community Partnership realizes its first
David A. Clarke, affirms the selection of the Community laying out a set of four guiding principles and a set of practical success in obtaining federal competitive homeless funding for
Partnership as the entity which will implement the steps for achieving the benchmarks. $2.9 Million in Shelter Plus Care funding, beginning a 15-year
DC Initiative. success story of obtaining federal competitive funds to build the
Continuum of Care.
Admiration in Accomplishment...
e, sometime in 1996,
nity Partnership for the first tim
When I heard about the Commu ems together to
, bringing all those people and syst
I thought: “what an amazing feat only increased
Over the years, my admiration has
work on something so important.” make the vision
rational complexities required to
as I’ve come to understand the ope has helped create
ity. The Community Partnership
of a continuum of care into a real g with a robust data
nnected homeless services, alon
common entry points and interco of the most vulnerable
alled specialty services for some
system, and it has nurtured so-c munity Partnership
otherwise go unserved. The Com
members of our city who would for communities
ovation not just for our city but
has also served as a source of inn , thanks to the
t and demonstration efforts, DC
around the country. Through pilo k in the field.
the most robust Housing First wor
Partnership, has birthed some of
has been its insistence
contribution of the Partnership
But perhaps the most important ss. By lifting up
ing a “continu um ” or syst ems -building approach to homelessne
on tak n or between street
ween prevention and interventio
the different interconnections bet with key public
le at the same time forging links
outreach and family shelters, whi Partnership has
mental health, the Community
systems, such as child welfare and
our whole community.
woven a powerful safety net for
way of working that is
ters have remained faithful to a
The organization and its suppor matically reduced
face of increased demand and dra
now more urgent than ever. In the y of knitting to-
ntry are grappling with the urgenc
resources, cities all across our cou munity Partnership
serve the most vulnerable. The Com
gether disconnected systems to worth celebrating!
that work. And that is something
has two decades of experience in
Sincerely,
Marian Urquilla
nthropic collaborative of 21 of the world’s
lopment for Living Cities an innovative phila
Marian Urquilla is the Director of Human Deve ncome people and the urban areas in
s which is focused on improving the lives of low-i
largest foundations and financial institution
of Directors of the Community Partnership.
which they live. Ms. Urquilla serves on the Board
February 1995: The Community Partnership issues a revised April 1995: The D.C. Initiative Outreach Demonstration Program is launched, working with seven
D.C. Initiative Operational Plan in light of the District’s severe outreach agencies to identify, house and deliver ongoing services to chronically homeless persons living
financial crisis; despite $4 million less in expected District in the streets. As with the HOME Program for Families, this program took a “housing first” approach to
funding, all emergency services are preserved and progress get people off the streets.
toward achievement of the D.C. Initiative benchmarks.
Proven Results
T he Community Partnership has
been successful at managing
large and complex homeless programs
with case managers, which often
results in greater access to supportive
services. Typically, vulnerable clients
because of three well-integrated with limited income and resources
hallmarks of our agency: providing are not often viewed as the ideal
comprehensive housing-based tenant. However, the mission of the
services, maintaining responsible fiscal Community Partnership’s housing de-
controls, and operating an integrated partment is to advocate for vulnerable
data system. These three divisions are populations by encouraging landlords
seamlessly joined so that innovative to see homeless and low-income
program designs can be implemented consumers as beneficial tenants. Clarence Stewart, TCP, Kevin Green, Global
Management at a service fair assisting
effectively and efficiently. The Community Partnership clients in selecting units and signing leases
considers private landlords to be a key
Comprehensive Housing Services constituent group with legitimate prop-
It is the Community Partnership’s erty and management issues that must conducting surveys of landlords to
belief that the housing component of be addressed in a collaborative fashion. evaluate their satisfaction and solicit
a program must be addressed with Landlords seek tenants who will pay feedback on leasing operations. Our
the same focus and commitment that rent promptly and be responsive to agency has established itself as a leader
is placed on services. A successful their concerns. The housing liaison in supportive housing for vulnerable
supportive housing program is role that the Community Partnership groups and as such, has a large network
dependent on clients plays assures landlords that any client of landlords who actively seek to rent
The Community being placed in and issue can be addressed swiftly and that units to us.
retaining stable hous- problems are rarely raised to a level Another central component to the
Partnership provided ing while receiving where eviction is considered. Success Community Partnership’s housing
5,096 hours of coordinated service in this role has resulted in a retention services is the work that we do for
housing support delivery. Housing rate of 90 percent for homeless clients clients. Housing staff conducts unit
provides the stability in the Community Partnership’s inspections to make certain that clients
assistance to
from which consum- housing programs, exceeding the in programs that we manage directly
landlords in 2008.6 ers can develop national housing stability average by live in units that meet housing qual-
comfortable and almost 20 percent.7 The Community ity standards. Additionally, if clients
secure relationships Partnership also makes a practice of have problems communicating with
March 1996: With the District’s Department of Housing and Community Development, the HOME Program for Families is launched, June 1996: The central intake facility for families at 25 M Street
one of the earliest models in the nation of “Housing First” as a route away from homelessness. The $1.4 million in HOME block grant SW is re-dedicated as The Virginia Williams Family Resource Center,
funds provided rental assistance for 141 families who moved out of shelters into housing and were assisted for up to two years with issuing in a total makeover that includes a new interior design with
case management services funded by the D.C. Initiative. The program provided valuable lessons that would be incorporated into welcoming colors, a childcare area, comprehensive social services both
later “housing first” programs managed by the Community Partnership. for intake to shelters and prevention of homelessness, job services and
housing counseling.
Changing lives, one property at a time...
I
n 2007, the Community Partnership launched the System Transformation Initiative
and reached out to landlords in the District of Columbia in order to find scattered
landlords, the housing staff acts as site locations for families entering the transitional program. Among those landlords
intermediaries to resolve issues.
was Derrick Nicely who was completing renovations on his six unit building on Buena
To collect housing information, the
Community Partnership manages
Vista Terrace in Southeast DC.
a database that is regularly updated “I was working with a community organization that helped place clients of the
with available units. At any given time, Community Partnership’s Community Care Grant Program and they referred me directly
the agency has at its disposal a roster to the Community Partnership for this new program. I was really excited when I
of at least 50 units that are within learned what the program was about. We have a motto ‘changing lives, one property at
fair market rent that can be utilized a time’ so I was glad to get involved.”
for housing initiatives. Today, we
And get involved he did. Not only did Mr. Nicely rent to STI program participants,
have relationships with over 400 area
landlords. As the maps throughout
he ensured that they had support as they made the transition from shelter to living
this report demonstrate we are proud on their own. “I wanted the building to be a place they would be happy to come to
that we have placed formerly homeless each day, I wanted it to be beautiful and for them to feel like this was their home,
individuals and families in units all their community.”
over the District. A year into the program, Mr. Nicely took his dedication to the program one step
further. When he heard that there was a need for accessible units, he made an
Responsible Fiscal Controls
investment and renovated two units in one of his buildings adding ramps, wider
The Community Partnership man-
ages the rent payment function for a
doors, handrails and other fixtures to meet ADA regulations. “It’s important to me that
complex set of homeless assistance everyone have a place, an opportunity to make a better life for themselves and their
programs. These range in structure families. Every person deserves a home that is decent, safe and affordable and meets
from one time emergency rental their needs.”
assistance payments for clients on Mr. Nicely hopes to increase his involvement with the Community Partnership “My
the brink of becoming homeless, to rent is on-time and as a businessman, that means a great deal, but it goes beyond
bridge-subsidy funding for families
that. If I have a need or questions I know I can pick up the phone or send and e-mail
in community-based transitional
housing, to long-term permanent
and I’ll get assistance quickly. My tenants have that same sense of support; it’s
housing for persons experiencing deep reassuring to know that the Community Partnership is dedicated to ensuring that this
disabilities for whom self-sufficiency relationship works.”
and independent rental payment will
never become an option. The common Derrick Nicely was one of the first landlords to work with the Community Partnership on the System
element in all of these scenarios is that Transformation Initiative
the Community Partnership is the
single point of payment and adminis-
tration for housing. The fiscal controls
June 1997: The D.C. Initiative Outreach Demonstration Report November 1997: The Fannie Mae Foundation releases its “Where Homeless Families Come From” report, based on homeless families’
is released. The report showed that the program had brought point-of-origin data provided by the Community Partnership and the Virginia Williams Family Resource Center. The data show
40 persons into housing in its first year and recommended that concentrations of family homeless in distressed neighborhoods suggesting that families might avoid shelter if housing assistance and
the program be continued as the Special Outreach Program. This services were available to them at the point of crisis. Before the end of 1997 the Community Partnership issues a concept paper called
program laid the groundwork for the Community Partnership to Community-Based Care for Homeless Families: An Alternative to Emergency Shelter.
establish the Chronic Homeless Initiative.
Working Toward the Common Go

al...
In 1989 when the Community Par
tnership was conceived I was wor
shelters. What I thought was real king with the homeless in area
ly significant at that time, and still
of the name of the organization. is, was that “Prevention” was a par
At that time we were not talking t
ness because we were so focused a lot about the prevention of hom
on addressing the immediate nee eless-
changed under the Community ds for food and shelter. That qui
Partnership’s leadership. ckly
First and foremost, the celebration
of the Community Partnership’s
significant contributions made by 20th anniversary recognizes the
the organization to homeless serv
it assumed responsibility for the ices delivery system since 1994 when
HUD D.C. Initiative. The Com
the District’s homeless continuum mu nity Partnership helped to reshape
of care by bringing the core day
under one roof while working dire to day administrative responsibil
ctly with the District governmen ities
Partnership is a nonprofit also bou t. The fact that the Community
ght a unique understanding of the
community in the delivery of hom major role of the nonprofit serv
eless services. ice
Second, the anniversary serves as
a reminder that while we have ma
homeless, the fact remains that de progress in how we serve the
there is much more work to be don
Community Partnership’s name e. The “Prevention” aspect of the
during this recessionary period
before. The Community Partne is mo re important today than ever
rship’s anniversary should remind
at the end of the tunnel if we wor eve ryo ne that there is hope and light
k toward the common goal of end
ing homelessness.
Third, the Community Partnersh
ip’s implementation of the Hom
(HMIS) has greatly enhanced the eless Management Information
District’s data collection process System
for strategic planning purposes. and the availability of information
This has been no small feat becaus
technical assistance to the provid e it requires ongoing training and
ers to make the HMIS a reliable
management tool.
Finally, the most significant imp
act the Community Partnership
less services and the need to be mo has had is on how we think about
re diverse and flexible in our app home-
ending homelessness. Through roaches to reducing and ultimat
the Community Partnership’s effo ely
best practices that have had a pos rts we are constantly introduced
itive impact on the people we serv to
permanent supportive and transitio e. For example, the increased use
nal housing over the years versus of
strates the need to focus more hou low barrier shelters, clearly dem
sing as one the primary solution on-
s to the problem of homelessness.
I want to congratulate the Commu
nity Partnership on a job well don
and continued support. The Com e! Thank you for your leadership
munity Partnership is a great exa
mple of effective team work.
Sincerely,
Michael Ferrell
Michael Ferrell is the Executive Director for the
Coalition for the Homeless a nonprofit organ
to self-sufficiency and independent living, throu ization that assists homeless individuals and
gh a range of residential and social services. families return
Community Partnership. Michael Ferrell serves on the Board of Directors
for the
May 1998: The Home First program is launched as collaboration between the Community Partnership and the Commission on August 1998: The Enterprise Foundation publishes A Report
Mental Health Services (CMHS, later the Department of Mental Health). Using $200,000 in District homeless services funds to pay for on the Existing Conditions and Opportunities for the District of
the housing, along with CMHS mainstream mental health services delivered by its providers, this “housing first” program built upon Columbia’s Homeless and Housing Services System. The District
the Special Outreach Program to bring mentally ill, chronically homeless people directly off the streets into a home. The demonstra- government had requested the report to evaluate changes made
tion went on to become the Home First II program which became a regular feature of DMH’s programming for homeless clients. during the D.C. Initiative. The report recommended that the District
retain the Community Partnership in that role.
Each month, the Community Partnership issues 1,200 checks for clients receiving rental
assistance and living in transitional and permanent housing programs.8
in place that allow for timely rental the A-133 standards due to its many measurement system is to monitor
payment, coupled with the well-staffed years of completed audits without find- program outcomes, expand reporting
property administration arm of the ings. The Community Partnership also capabilities and improve data analysis
agency, allow for the most vulnerable prides itself on being very cost effec- and quality across the Continuum
clients to thrive in community settings. tive. While the agency issues over 1,200 of Care. Under the direction of the
For clients on the brink of losing their checks per month in rental assistance Community Partnership, HUD
housing or in dire predicaments, the and supportive housing payments, has awarded the District’s HMIS a
Community Partnership has been able and manages over 145 contracts, we 2006 Innovation Award, the 2007 &
to issue checks in less then 24 hours. maintain an overhead cost of less than 2008 Annual
A great benefit of working with five percent. Homelessness
To assist homeless service
the Community Partnership is that Assessment
landlords can develop a relationship Data Management Report All Star providers in meeting
for multiple tenants with one entity, The Community Partnership Awards for data reporting requirements,
which centralizes communication on operates an award-winning Homeless collection; and
the Community Partnership
consumer issues and rent collections. Management Information System in a case study of
Consolidation of the payments and (HMIS). The District of Columbia’s HMIS systems, awarded 148 Technology
contacts for the landlord creates a HMIS stores client level data on every HUD named Grants from 2001-2009.9
competitive advantage that assists our person served through publicly funded the District of
agency in attracting and retaining shelter and housing programs in the Columbia as one of nine communities
landlords. A single-payer system District, and is the primary reposi- at the forefront of developing innova-
with a strong housing and property tory for homeless client information. tive ways to use homeless data.
administration department allows the Through the HMIS, the Community With HMIS, housing and account-
landlord to have one source to contact Partnership is able to produce the ing data, the Community Partnership
for rent collections and concerns about annual Point in Time enumeration, has been able to develop a home grown
tenant issues. submit data to HUD to inform the financial administration system that
In addition to issuing rent payments, Annual Homeless Assessment Report integrates program, housing and rent
the Community Partnership also (AHAR) and complete the federal information to assist in paying rents
manages a complex collection of funds application for homeless assistance quickly and effectively. The system
and coordinates a portfolio of over 145 dollars. The HMIS also helps the allows the Community Partnership
locally and federally funded contracts city meet local and federal reporting to do broad and intersecting analysis
for services for homeless persons. guidelines. In addition to meeting on the clients served in programs
These contracts range from shelter government reporting requirements, based on demographic information,
and housing programs to job training the Community Partnership uses the geographical location and level of need
programs and day care. HMIS to operate a comprehensive through information gleaned from
Today, the Community Partnership performance measurement system. one system.
is considered a low risk auditee under The purpose of the performance
May 1999: The Community Partnership along with May 1999: The D.C. Initiative ends. HUD funding for the D.C. Initiative is closed out, but all the major new
nine other CoC jurisdictions around the country drafted programs started during the Initiative are continued with other HUD or District funding. The Community
a National Request for Proposals for the development of Partnership continues to administer the system under a 6-month contract awarded after a competitive
a database management system to collect data on the procurement process.
homeless population.
Innovative Programming
Housing First definition, but back then we simply as the first intervention and later wraps
L ong before the term became widely

used, the Community Partnership
launched a “Housing First” program
sought to house those most at risk of
losing their lives on the street.
The pilot program was the first of its
around intensive supportive services.
Since it began, the Chronic Homeless
Initiative has successfully housed 155
called the Special Outreach Program. kind in the city to invest heavily in en- homeless individuals.
The program was “Special” because it gagement of the street-bound homeless Today, the Community Partnership
sought to engage the hardest to house rather than just offering basic referrals is excited by the outgrowth of Housing
homeless persons—those without and services on the street. The flexible First programs that are being developed
personal identification, with deep program paid for almost anything that throughout the city and the nation. We
disabilities and an aversion to services— would incentivize a homeless consumer are most pleased to be a partner in the
and provided them with permanent to enter housing. The Community Mayor’s Permanent Housing Program.
housing and flexible supportive Partnership made available funding Presently, the Community Partnership
services. This unique program was the through the D.C. Initiative for engage- is assisting the Department of Human
first to demonstrate the D.C. Initiative ment, housing identification, furniture, Services (DHS) in their tremendous
mandate to transform the Continuum household items, service assistance effort to house vulnerable, chronically
of Care from an emergency based animals, housing subsidies and ongoing homeless consumers. The Community
system to one focused on housing. case management. Between 2001 to Partnership participated in program
In 1995, the Community Partnership 2004, 117 homeless persons were design, identified housing, secured gift
collaborated with outreach agencies housed through the Special Outreach cards to pay for household items, identi-
to identify the most Program. In 2005, the Community fied and negotiated furniture packages,
vulnerable homeless Partnership was able to secure funding and continues to pay the ongoing rent
The Community
consumers that were from HUD to expand on this innovative for 400 clients in the Mayor’s Permanent
Partnership manages in dire need of, and program and developed the Chronic Supportive Housing Program.
a permanent housing would accept, housing Homeless Initiative. The Chronic
stock that is comprised as the first step Homeless Initiative provides permanent The System Transformation
toward engagement in housing to chronically homeless Initiative
of 802 units of housing
services. Today, these individuals with mental illness and In the spring of 2007, Mayor Fenty
for formerly homeless homeless individuals co-occurring substance abuse disorders announced plans to close DC Village.
singles and families with would be identified that are living on the streets. Like the Originally opened as a hypothermia
as “chronically Special Outreach Program, the Chronic space for families in need of shelter,
deep disabilities.10
homeless” by HUD’s Homeless Initiative provides housing DC Village quickly became the central
October 1999: The D.C. Initiative Winter Plan is published, beginning what would become an annual process of formulating a Winter October 1999: After an open competition, The Department
Plan that continues to the present day. The planning process includes government, providers, advocates and formerly homeless people of Human Services awards a 5-year contract to the Community
who work together before the onset of winter to plan the provision and coordination of outreach services and shelters to protect the Partnership to continue its management of the Continuum
lives of homeless people living on the streets. of Care.
based organizations (CBOs) provide

strength based, intensive, home based
case management. Case managers
Cornell Chappelle, TCP and Regine Clermont, Catholic Charities, DC
maintain regular contact with families
to assist them in meeting the goals in
point of entry to the shelter system in achieving one of three housing their case plans. Families identified as
for families in need. The shelter was outcomes: independent rental housing, vulnerable or in crisis situations are
extremely large in size and was often permanent housing or permanent engaged weekly. Case management
filled to capacity with families in need of supportive housing. There are no services are offered throughout a
a place to stay. The large population and prerequisites for participation in STI family’s participation in the System
congregate setting made management except a family’s tenure in a publicly Transformation Initiative and even after
difficult and provided little privacy for funded emergency program. a family’s tenure in the program has
families residing there. On October 26, The Community Partnership ended, they may continue to contact
2007, the DC Village Family Shelter was able to utilize existing landlord the CBO for follow up assistance for
closed its doors, fulfilling one of the relationships to identify 230 units of up to six months. Transitioning such
Mayor’s policy priorities since he housing at or below the fair market rent a large number of families was no
was Chair of the Human Services standards throughout the city within a small task, and mainstream agencies
Committee of the City Council. very short time frame of eight weeks. such as DC Public Schools, the
The closure of the DC Village Family Family Support Collaboratives who had Department of Mental Health and the
Shelter brought forth a new and previously operated successful preven- Addiction Prevention and Recovery
exciting program called the System tion programs, including the nationally Administration played active roles in
Transformation Initiative (STI). The lauded Community Care Program, connecting clients to services as quickly
STI program is based on the premise were the first group of service providers as possible.
that families’ stability and housing identified to help transition families While the STI program is still in its
retention increases when rapid re- from shelter into housing and a new first term, evaluations of the program
housing is coupled with home-based neighborhood. have yielded findings that demonstrate
case management. Through funding Prior to participating in the System that even though many families are
provided by the District of Columbia’s Transformation Initiative, all families working through deep barriers to
Department of Human Services, STI in the shelter system were assessed self sufficient living, the scattered-site
provides two-year rental subsidies using a locally adapted version of the housing model coupled with services as
and supportive services to homeless nationally recognized Arizona Self needed is one that works well because it
families moving out of the shelter Sufficiency Matrix. The Community provides families with intensive services
system. The purpose of the program Partnership’s adaptation of this tool in a private home based, integrated
is to provide intensive case manage- was used to determine every family’s setting. (See the Data section for more
ment and integrated mainstream level of need for supportive services. information on STI.)
wraparound services to assist families With this information, community
November 1999: The Community Care Grant Program is January 2000: Culminating a process of community input by more than 100 stakeholders that began
established. From 1999 to 2008 the program helped hundreds in 1998, the Community Partnership assisted the Office of the Deputy Mayor for Children, Youth and
of families at imminent risk of homelessness avoid shelter Families in formulating a 2000-2004 Strategic Plan as a guide for maintaining and continuing to
and get back on track to self-sufficiency. The National Alliance improve homeless services after the D.C. Initiative.
to End Homelessness designated this program as a National
Best Practice.
Since its inception, the Community Partnership has provided 7,651

prevention grants to individuals and families at risk of becoming homeless.11
Prevention been providing homeless prevention we opened the Project HOPE (Housing
The Community Partnership believes grants to families to keep them from Opportunities and Prevention Efforts)
that one of the best strategies for becoming homeless since 1997. In office located at the Virginia Williams
ending homelessness is to prevent its 2006, through funding from the local Family Resource Center. Project HOPE
occurrence. As a result, our agency has Emergency Rental Assistance Program, provides first month’s rent, security de-
posit, utility cut off prevention and rent
arrearage assistance to individuals and
families experiencing a housing crisis.
A ray of hope for my family.... This funding assists vulnerable families
and individuals at risk of becoming
S
heila Bryant is a loving and dedicated working mother who is doing the best she can homeless by maintaining their current
to maintain a loving and happy home for her three daughters. More than a year ago, a housing situation or by finding a more
stray bullet penetrated two windows in her Southeast DC home and shattered her hot affordable one (See the Data section for
water heater and her feeling of safety along with it. more information on Prevention.)
In addition to the Project HOPE
In order for the landlord to make the necessary repairs, she and her daughters had to
program, the Community Partnership
move out. She had to use her rent money to pay for a temporary place to stay. Upon her
also administers the Child and Family
return to the home, she received notice that she would have to pay the rent for the month Services Rapid Housing Program.
she was out of the apartment or face eviction. This program is modeled after the
Ms. Bryant tried her best to make the payments but, living paycheck to paycheck, she nationally recognized Community
couldn’t manage it. She called everywhere she heard could give her some assistance but Care Grant program administered
was unable to find it until the contacted the Community Partnership’s Emergency Rental by the Community Partnership since
1998. The CFSA prevention program
Assistance Program. “When I spoke to the Community Partnership worker, she said to come
is focused on helping youth transition
in and let her see what she could do. It was the first ray of hope for me and my family.”
out of the foster care system and into
Indeed, the Emergency Rental Assistance Program was able to assist Ms. Bryant and the community through time limited
restore a feeling of securing to her life. Ms. Bryant represents hundreds of working families in financial assistance and home based
the District of Columbia who are aided by the Community Partnership’s prevention services. case management. Services are provided
“I hope they are around for a long time because [The Community Partnership] was the only through neighborhood based family
place that would help me and they treated me with kindness and dignity. I have referred support collaboratives. The Child and
Family Services Rapid Housing
other people there and will continue to do so. Without them, my children and I could have
Program is the only homeless preven-
ended up on the streets.”
tion program in the city targeted at
youth that provides a short-term rental
Sheila Bryant is an Emergency Rental Assistance Program Recipient
subsidy and case management to youth
aging out of the foster care system.
January 2001: The Community Partnership, working with the Metropolitan Washington Council of Governments, conducts its May 2001: The Community Partnership launches
first annual Point-in-Time Count of the Homeless. In the years since then the Community Partnership has provided regional leader- Bowman Internet System’s Service Point as the Homeless
ship in analyzing the annual point-in-time data for the Metropolitan region and this report has become the basis for measuring Management Information System (HMIS) to gather data on
fluctuations in the region’s homeless population and developments in the region’s Continuum of Care systems. the homeless population in publicly funded programs.
Quality Services
Training and Support to the the city or programs serving particu-
Continuum of Care larly fragile populations. In 2008, the
A nother fundamental component

of the Community Partnership’s
work is the trainings and support
Community Partnership purchased
almost 2,000 emergency kits for
communal shelters for singles located
Michele Salters, TCP’s DHS Programs
that we offer to providers in the throughout the city. The emergency Manager providing training on Reasonable
Continuum of Care. Over the last five kits provide food, water and other Accommodations
years, the Community Partnership basic essentials to survive for 72 hours.
has expanded its training curriculum Kits were distributed based on needs
to offer in-depth instruction on assessments completed by shelters. approach to engaging clients and
a number of topics important to Since 2005, homeless providers developing motivation to change
providing homeless services. Trainings have also received sensitivity training behavior. Motivational Interviewing
are tailored to different levels of on assisting persons with disabilities has been a renowned skill in working
staff including front line staff, case through Ardinger & Associates. These with difficult to serve populations
managers, program directors and trainings focused on how to process because the technique helps service
executive directors. accommodation requests, resources providers establish rapport with
In 2007 and 2008, the Community available to obtain auxiliary aides a client, engage in more in-depth
Partnership paired with Canavan and services, and how to respect- conversations and discuss difficult is-
Associates to provide emergency fully interact with persons with sues. The modules help case managers
preparedness trainings for shelter disabilities. In 2005, the Community deal with difficult clients, avoid conflict
and housing providers. Trainings Partnership developed a Reasonable and combat resistance utilizing creative
focused on developing strength based Accommodation Policy and accompa- and nonthreatening methods.
approaches to dealing with emergen- nying procedure for clients to access The Community Partnership staff
cies, developing internal and external when requesting a disability. also provides
communication systems and accessing More recently, the Community regular training
In 2008, the Community
city resources. Canavan Associates Partnership offered Motivational on the Homeless
also provided one-on-one technical Interviewing Training through the Services Partnership provided
assistance to agencies that operated National Healthcare for the Homeless Reform Act, 263 hours of training
homeless shelters that faced barriers Council. This training was spe- the Homeless for homeless service
to developing preparedness plans such cifically geared to case managers, and Management
as those located in high traffic areas of focuses on developing a client-centered Information
providers.12
June 2003: The Center for the Study of Social Policy and the October 2003: With District cabinet-level officials and department heads, the Community Partnership staff attends the
Casey Foundation produces “An Assessment of the District federally-sponsored Policy Academy in Denver, Colorado, “Improving Access to Mainstream Services for People Experiencing Chronic
of Columbia’s Community Care Grant Program.” The report Homelessness.” Out of this meeting came the formation of and nucleus for MPACT—the Mayor’s Policy Academy Team—which
applauds the flexible structure of the prevention program and would take on the task of developing the District’s 10-year plan to end homelessness.
recommends its continued funding.
risk awareness, access to services, over 140 contracts for services to the
and mental wellness and self-care. homeless and is responsible for paying
The trainings also provide on-going monthly rents for an average of 1,200
technical assistance, peer support households every month.
and capacity building to emergency The total annual funding port-
family service providers. DMH and folio managed by the Community
the Community Partnership hope to Partnership in 2008 includes at least
expand this training service to other eight funding streams, each with its
parts of the Continuum of Care. own set of regulations. As a steward
Rui Ma, Munkhtoya Bandikhuu and of government funds, the Community
Cecilia R. Smith processing rental payments A Mission of Service: Partnership takes seriously its
Financial Accountability commitment to ensuring that the
System and Housing Quality The Community Partnership manages agency and all subcontractors comply
Standards. Most recently the a complex collection of funds that with all funding requirements. The
Community Partnership teamed with support numerous programs adminis- agency is also dedicated to providing
the Department of Mental Health’s tered by the agency. The Community timely payment to landlords hous-
(DMH) Homeless Outreach Team Partnership directs a portfolio of ing formerly homeless clients and
to conduct emergency rounds for
homeless families. “Family Emergency
Rounds” is a concept based on “Grand The Community Partnership’s Expenses FY 2004-2008
$60,000,000
Rounds” used in hospital and medical
settings where care providers meet on $50,000,000
a regular basis to update colleagues
and fellow care providers on clinical $40,000,000
issues and difficult problems with

$30,000,000
high-risk patients. In a similar way,
Family Emergency Rounds provides a $20,000,000
forum for shelter providers to meet on
a monthly basis to discuss important $10,000,000
clinical issues concerning difficult-to-
0
serve families who are at a high level of FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
risk for harm due to mental illness.
General & Adminstrative Rent Expenses Program Expenses
Under the co-facilitation of the
Community Partnership and DMH
staff, Family Emergency Rounds
provides education on harm reduction,
October 2004 The New York Avenue Shelter Homeless Assistance Center operated by Catholic Charities opens. The 360 December 2004: Homeless No More, the District’s 10-year plan
bed facility provides wraparound services and 24 hour access to clients that participate in services. Services offered to end homelessness, is released by Mayor Anthony Williams.
include Substance Abuse Counseling, Life Skills Classes, Housing and Health Services and a work detail program. Community Partnership staff played a major role in crafting the
deliberations of MPACT into a cohesive plan that continues to
guide the District’s efforts to end homelessness.
sub-contractors in compliance with a low cost overhead. The overhead and changing needs of the homeless
government regulations. rate for the Community Partnership population in the District.
The following chart shows in FY 2008 was 4.2 percent. Although Based on audit reports for fiscal years
the growth in the Community complex in terms of management, this 2004-2008, five-year expense informa-
Partnership’s budget since FY 2004, in- diverse portfolio provides stability for tion is provided below.
cluding significant expansion in rental homeless service programming and
assistance funds, while maintaining allows for flexibility in addressing new
The Community Partnership for the Prevention of Homelessness FY 2008 Expense by Source and Uses
DHS HUD CFSA
Local Funding Federal Funding Supportive Emergency Shelter Plus Care Local Funding
Housing Shelter Grant
Program
Non-Residential Services
Outreach 1,940,927 202,578
Supportive Services 664,494 50,430

Prevention 795,192 119,687
Shelter Repairs 1,713,808
Youth/Emergency 597,698
Shelter and Housing for Singles
Hypothermia Only Services 933,429
Emergency Shelter Services 12,422,347 337,475
Transitional Housing Services 3,384,149 2,547,585
Permanent Housing Services 629,297 1,653,567 1,452,974 657,596
Supportive Services 457,765
Shelter and Housing for Families
Hypothermia Only Services 1,392,111
Emergency Shelter Services 3,949,240 2,061,433
Transitional Housing Services 6,717,618 1,979,142 926,403
Permanent Housing Services 1,049,167 296,015 406,706 2,005,564 273,998
Domestic Violence Programs 952,655 292,578
Supportive Services 818,609
TOTAL $37,142,132 $4,831,746 $6,861,065 $457,162 $3,458,538 $931,595
January 2005: The National Alliance to End Homelessness December 2005: The Community Partnership joins with District September 2006: The Community Partnership is recognized by
designates the Community Partnership’s Community Care Grant mainstream agencies to provide services and housing through a HUD with an HMIS Innovation Award for Advanced Uses of HMIS
Prevention Program as a Best Practice Prevention Model for DHS Sponsored Service Fair so that families in shelter can rapidly for Performance Reporting and Point in Time Enumerations.
homeless services agencies. exit the system.
A major force for good...

For fifteen of the twenty years of
the Community Partnership’s exis
alongside our dedicated staff as tence I have been privileged to wor
we patiently, and oftentimes ard k
it is now. uously, built the organization into
what
We have crafted the Community
Partnership into a major force of
experiencing homelessness and comfort and good for people
other grievances of body and sou
privileged to be part of the Com l. Every day I was on staff I felt
munity Partnership, which is to
people beside whom I worked. Ou say I loved not only the work but the
t of that love issued daily wonder
the papers. Our work extended s and victories that never made
late into the evening and consum
could not pass up an opportunity ed weekends as necessary because we
to gather additional resources and
pressing needs of others. Our triu we could not turn away from the
mphs were many, but there were
deep into our hearts. also disappointments that pressed
It was not easy work, and we are

not through it yet, but by our lovi
a way to get through it. We have ng labors I believe we have shown
made a clearing. When the D.C.
a thicket of problems that was hin Initiative began in 1993, we entered
dering progress toward ending hom
a fundamental way our society was elessness. We understood in
at odds with its finest ideals by allo
all. As a result, the injuries to bod wing homelessness to exist at
y and spirit afflicted not only the
endeavored to help them. In tha hom eless, but also those of us who
t context, we sought not the failing
homeless people or those in gov s but the good in others—be the
ernment, business, nonprofits, adv y
other—to get beyond the thickets oca cy groups, the media, and each
of our injuries and clear some spa
ce for new growth.
Perhaps from my current life as
a farmer in western Pennsylvania
about what has been accomplished I am inclined to think this way
. In the work we have shared I hea
farmer-poet Wendell Berry: r echoes of these words from the
Who makes a clearing makes a wor

k of art…
The field is made by hand and eye
,
By daily work, by hope outreachin
g wrong…
Where we arrive by work, we stay
by grace.
We shared many days of work, and
more will be needed, when our hop
confronting us. May your days ahe e outreached the wrongs
ad be graced by the endurance to
lessness through to its completion see this project of ending home-
.
Congratulations.
Steve Cleghorn
Steve Cleghorn was the Deputy Director of the
Community Partnership from 1989-2004. He
Lucinda, he operates an organic farm called has now retired from nonprofit work and along
Paradise Gardens and Farm in Reynoldsville, with his wife
Pennsylvania.
December 2006: The Community Partnership is awarded $2 million dollars through May 2007: The Community Partnership’s use of the HMIS for performance based
the D.C. Emergency Rental Assistance Program to create the Housing Opportunities and contract renewals through the federal Super Notice of Funding Availability (Super
Prevention Efforts program. NOFA) process is identified as a best practice case study by HUD in its publication
Demonstrating the Uses of Homeless Data at the Local Level.
The Community Partnership provided 8,112 hours of technical

assistance to homeless service providers in 2008.13
Our Team
T he Community Partnership’s
well integrated infrastructure
allows for flexible and innovative
backgrounds and skills. These indi-
viduals work out of the Community
Partnership’s modest office in
projects to be implemented quickly Southeast DC owned by Community
and efficiently; the essential ingredient Connections. There they coordinate a
that makes these systems operational system of care that is looked upon as a
are the staff behind these departments. national model. Their devotion to the
The Community Partnership employs mission of the organization provides
25 committed and hardworking the passion for which all activities
nonprofit professionals with diverse are performed. Pat Smith and Tamura Upchurch review a
housing application
After 20 years of service to the District of Columbia, the Community Partnership is excited to continue to
be a part of developing innovative solutions to homelessness for the next 20 years.
W hile current resources are

being managed effectively and
maximized judiciously, there is still
US Department of Housing and Urban
Development and the DC Department
of Human Services, we are optimistic
more work to be done. The emerging that the city will continue to transform
needs of those we serve and the the homeless system by focusing on
policy initiatives needed to adequately permanent housing, prevention and
address their problems continues to rapid re-housing techniques so that the
evolve. Under the leadership of Mayor condition of homelessness will be felt
Fenty and under the guidance of by fewer and fewer residents in each
strong government partners like the passing year.
June 2007: The Community Partnership is recognized by HUD October 2007: The Community Partnership assists the Department of Human October 2007: The Community Partnership develops
as an Annual Homeless Assessment Report (AHAR) All Star Services in closing the DC Village shelter for families by relocating families and launches Hypothermia Dashboard Reports-an
for its high level of data quality. The Community Partnership through the System Transformation Initiative (STI). The program single interactive visual model that lets users see trends in
is one of 15 communities singled out for excellence in data handedly changes the family Continuum of Care from one that provides primarily shelter utilization in real time.
collection and reporting from over 500 Continuum of Care emergency shelter to one that is focused more on Transitional Housing.
organizations nationwide.
Dear Sue:
and staff of the
to wri te and con gra tula te you and the remarkable clients, board
It is a pleasure . This is most certainly a
milestone of your 20 anniversary
th
Com mu nity Par tne rsh ip on the

cause for celebration.
e of family homelessness in
Foundation, as we tackle the issu
Here at the Bill & Melinda Gates le set by the Partnership.
l com mu niti es, our wor k has been strengthened by the examp
our loca ted States, your efforts to
practice models around the Uni
In studying emerging promising onstrated that one
fam ily hom eles sne ss hav e bee n exemplary. Project HOPE has dem
prevent ily and systems perspec-
homelessness—from both a fam
of the best ways to address family Project HOPE, by
nev er pos sible, to pre ven t it from occurring in the first place.
tive—is, whe t month’s rent, rental and
ce with security deposits and firs
providing services such as assistan that.
ices and supports, has done just
utility arrearages and related serv
the Community
re they hit the shelters or streets,
By identifying families at risk befo and sensible approach is
tne rship has dem ons trat ed to all of us that a humane, sensitive
Par of homeless families from
ly efficient ways to keep the ranks
also among the most economical
ing the field by example.
swelling even further. You are lead
the Community
economic times, organizations like
Particularly in these challenging y the star performers on
as Project HOPE are increasingl
Partnership and programs such lives of Americans
of us will dep end to ma ke a diff erence—family by family—in the
which all other” Washington, we
m across the continent here in “the
struggling to make ends meet. Fro
success.
salute your creativity, diligence and
Sincerely,
iv.
David Wertheimer, M.S.W., M.D
Senior Program Officer
June 2008: The Community Partnership is recognized by HUD September 2008: The Community Partnership assists the January 2009: Washington, DC is selected as one of only 23
as an Annual Homeless Assessment Report (AHAR) All Star Department of Human Services in housing over 400 chronically jurisdictions out of 500 to receive a Rapid Re-housing Grant.
for its high level of data quality. The Community Partnership homeless men and women in the city. The city identified the The program will provide rapid short and medium term rental
is one of 15 communities singled out for excellence in data most vulnerable homeless persons and the Community assistance for families to exit the shelter system.
collection and reporting from over 500 Continuum of Care Partnership identified affordable housing units located
organizations nationwide. throughout the city and organized relocation services.
The Data:
A Longitudinal look at Changes in the Continuum of Care
P oint in Time is a single-day, city-

wide census of homeless persons
living in the District of Columbia. The
• Over five years, 28 percent of
homeless persons have reported
chronic substance abuse issues,
report chronic health problems.
Roughly three (3) percent report
living with HIV/AIDS.
count is conducted annually to comply and 16 percent have reported • On average, 500 homeless per-
with Housing and Urban Development mental illnesses. Eight (8) sons in the District report having
(HUD) reporting standards. The percent report experiencing been victims of domestic violence.
Community Partnership has com- both concurrently. • One tenth of the District’s
pleted Point in Time on behalf of the • Each year, roughly ten (10) homeless population are United
District since 2001. percent of the homeless report States military veterans.
In 2005, HUD began requiring two physical disabilities and 15 percent
counts: a count of the “literally home-
less”—persons in Emergency Shelter,
Transitional Housing or living on the Unsheltered Counted at Point in Time
400
street, and the “formerly homeless”— 378
354
those who were once homeless but 350
347
now reside in Permanent Supportive 340
321
Housing. Point in Time includes a 300

count of both unaccompanied (single) 2005 2006 2007 2008 2009
persons and homeless persons in

families, which includes children.14 Single Persons & Persons in Families in Emergency Shelters,
Point in Time helps identify gaps Counted at Point in Time
3,000
2,553
within the Continuum of Care. The 2,871 2,455 2,908
2,500 2,632
project also provides an opportunity to
gather up-to-date, thorough informa- 2,000
tion on persons in shelter and housing 1,500

1,230
programs, and highlights how changes 1,000
1,313 1,359
683
throughout the year are affecting 555
500
the Continuum. 2005 2006 2007 2008 2009
Information on the extent to which Single Persons Persons in Families
disabilities and subpopulations exist

among the homeless has been gathered Single Persons & Persons in Families in Transitional Housing,
Counted at Point in Time
during Point in Time since 2001. 2,000
Unless otherwise noted, the informa-
1,611
tion presented here details what has 1,500
1,281
been found, on average, since 2005.15
919 922 922 981
1,000 894
• The average age of single 887
810
homeless persons counted in the 686
500
District is 49. Average age among 2005 2006 2007 2008 2009
adults in homeless families is 32. Single Persons Persons in Families

Persons in Families in Emergency Shelter & Transitional Housing, The Point in Time enumeration
Counted at Point in Time
2,000 conducted in January 2008 and 2009
revealed that the District’s resources
1,611
1,500
are heavily utilized by persons from
1,313 1,359 1,281
1,230 outside the city. Data has shown that
more than 20 percent of single persons
1,000
887
in Emergency Shelter lived outside of
810 683
555
686 the District before becoming homeless,
500
2005 2006 2007 2008 2009 and that nearly one in ten had been in
Persons in Families in Emergency Shelters shelter outside of the city in the past.
Persons in Families in Transitional Housing
Data from 2009 also showed that
1,093 persons in shelter or housing
Distribution of Families Served through the Family System Transformation reported previous stays in institutional
Initiative in 200816
settings such as jail or prison, hospitals,
foster care and mental health or sub-
stance abuse treatment facilities prior
to entering shelter. Subsequent data
collection has revealed that roughly
five percent of persons in shelter
during Winter 2008-09 had been in
these settings within a week before
entering. These data highlight the need
for discharge planning to keep those
exiting from public institutions from
having to rely on the shelter system.
System Transformation
Initiative
Point in Time data from 2008 and
2009 also showed that homeless
families in the District are increasingly
residing in the Transitional Housing,
rather than Emergency Shelter. This
shift is primarily due to the System
Transformation Initiative (STI).17
As of May 2009 there are 224
families in STI, and 277 have been
enrolled since its inception. The major-
ity of exits from the program have been
to public housing or other permanent
housing programs.18
Nearly 80 percent of families in Prevention first month’s rent and security

STI are headed by a single parent, Operated through the Virginia deposit, rent arrearage and utility
most often a female. On average, STI Williams Family Resource Center, cutoff prevention to individuals and
households include two children. A the Community Partnership staff families who are in danger of evic-
quarter of the families in STI have administers prevention assistance tion, foreclosure and homelessness.
grown in size since entering the to an average of 100 families each The program’s work is instrumental
program, most often due to birth or month. This assistance can include because it stabilizes families in their
parent-child reunification.19
STI has expanded the city’s
Transitional Housing resources by Distribution of Residents Receiving Rental Assistance from the
Community Partnership in 200822
70 percent—families in Transitional
Housing programs have access to
more intensive case management
and supportive services, and will
be better positioned to move to
permanent and Permanent Supportive
Housing opportunities.
In 2007, 65 percent of families
entering STI were identified as needing
the highest level of case management
support. While most families’ level
of vulnerability has not changed, the
number of persons in families with
mental health or substance abuse issues
needing a connection to mainstream
services has decreased by 60 per-
cent.20 This can be attributed to the
active role that mainstream agencies
have played in providing services to
families in this program.
Additionally, the number of families
that report having no network of sup-
port has decreased dramatically from
46 percent to 12 percent. One third of
families also report an improvement
in their children’s academic progress
and school behavior over the last year.21
This is often attributed to a stable
living environment.

CFSA Rapid Housing Recipients,

FY 2006-FY 2008
250
housing and prevents them from collaboratives. CFSA identifies youth

entering the homeless system.23 for the program, the collaboratives
200
Operating since 2006, the Child and provide case management and the 200
Family Services Agency (CFSA) Rapid Community Partnership pays rent
Housing is a partnership between subsidies and approves spending plans
CFSA, the Community Partnership, for recipients.24
and the neighborhood support 150
147
Funding Sources for Prevention Activities, FY 2002-FY 200625

$4,000,000
100
98
$3,000,000
$2,000,000
50
$1,000,000
0 0
2004 2005 2006 2007 2008 FY 06 FY 07 FY 08
Local Funding Federal Funding
Prevention Assistance Clients Served with Funding from the Community Partnership, FY 2002-FY 2008
2,000
1,500
1,000
500
0
2008 2007 2006 2005 2004 2003 2002
Singles 151 472 83 51 109 90 101
Families 1,269 1,279 692 539 358 310 232
Homeless Services Reform Act those opened during the coldest persons experiencing homelessness.
The passage of the District’s Homeless months of the year. They usually include a minor level of
Services Reform Act (HSRA) in 2005 Low barrier shelters are open for participation in supportive services.26
reorganized how shelter and housing 12 hours overnight and are primarily Upon the passage of the HRSA,
programs are identified. Prior to 2005, designed as healthier, safer places for many existing programs were reclas-
the District used a broader definition those without other housing options sified within the District’s Continuum
of Emergency Shelter. The HSRA to sleep in lieu of the streets. As the as one of these “new” types of
created three types of Emergency name suggests, low barrier shelters Emergency Shelter or as Transitional
Shelter—severe weather, low barrier have limited eligibility requirements. Housing programs. For consistency the
and temporary shelter. As mentioned Temporary shelters are longer-term Community Partnership continues to
earlier, severe whether shelters are Emergency Shelter arrangements for use the terms Emergency Shelter and
Men, Women & Families Served in Emergency Shelter Annually

12,000
10,000
8,000
6,000
4,000
2,000
0
2001 2002 2003 2004 2005 2006 2007 2008
Men 6,527 8,499 9,593 9,597 10,501 9,498 9,649 9,643
Women 1,951 2,702 2,704 2,249 2,698 2,123 1,900 1,980
Families 724 918 660 554 600 442 500 414
Men, Women & Families Served in Transitional Housing Annually

1,200
1,000
800
600
400
200
0
2001 2002 2003 2004 2005 2006 2007 2008
Men 481 448 486 397 828 808 1,002 958
Women 304 270 279 359 439 499 616 470
Families 144 158 164 192 169 154 256 425

Transitional distinctions rather than the Year Round Emergency Shelter Beds for Singles
3,000
various types of emergency shelter cre-
2,500 2,642
2,516
ated by the HSRA. The graphs included 2,419 2,294 2,285 2,291
2,000 2,081 2,173
here chart annual counts of clients 1,915
1,500
served in both Emergency Shelter and
1,000
Transitional Housing from 2001-2008,
500
with the solid portions of the lines
0
marking program classifications after 2001 2002 2003 2004 2005 2006 2007 2008 2009
the passage of the HSRA. The HSRA
program reclassifications account for
some of the changes in populations Year-Round Emergency Shelter Units for Families
250
served in and since 2005.27
200 208
Since 2001, the District of Columbia’s
181 184
171 171 171
Continuum of Care (CoC) has included 150 153 162
134
an average of 2,300 beds of year-round 100
Emergency Shelter for single persons. 50
During the coldest months of the year,
0
some 300 additional beds are opened 2001 2002 2003 2004 2005 2006 2007 2008 2009
each night with another 300 opening
on nights when the temperature drops
below 32 degrees. Transitional Housing Beds for Singles
1,500
Despite the closing of D.C. Village
1,200 1,241
in 2007, the city continues to operate 1,200 1,142 1,191
1,111 1,165 1,174 1,230
over 160 emergency shelter units 900 1,001
for families. More than 90 percent 600

of the Emergency Shelter capacity
300
in the city is locally funded and are
0
operated by subcontractors of the 2001 2002 2003 2004 2005 2006 2007 2008 2009
Community Partnership.
The District’s Continuum has
also included an average of 1,200 Transitional Housing Units for Families
600
Transitional housing beds each year for 579
500 534
single persons and now has nearly 600 452
400
units available for families. 404 403
379
300 340 348
317
The family Transitional Housing
200
inventory grew substantially in 2007
100
after the inception of STI. Transitional
0
Housing programs provide rehabilita- 2001 2002 2003 2004 2005 2006 2007 2008 2009
tive and supportive services designed to
prepare homeless individuals for greater
stabilization and self-sufficient living.28
Permanent Supportive Housing Permanent Supportive Housing

For many homeless persons in the 36% Permanent Supportive Housing
Continuum of Care, self-sufficiency and
6% Hypothermia Shelter
independent living many not be possible.
For these persons, there are more than
3,700 beds of Permanent Supportive
Housing are available throughout
the District for singles and families.29 30% Emergency Shelter
Permanent Supportive Housing provides
housing and wrap-around supportive
services so that clients in these programs 28% Transitional Housing
do not become homeless again.
Moreover, Permanent Supportive Distribution of Clients Housed in the Mayor’s Permanent Supportive
Housing now makes up the largest Housing Program in 200832
share of the resources in the District of
Columbia’s Continuum of Care.
There are more than 10,000 beds for
homeless and formerly homeless persons
in the city, including beds added during
the winter months. Of these resources,
36 percent are dedicated Permanent
Supportive Housing.30
In 2008, the Mayor’s Permanent
Supportive Housing Program (PSHP)
began. PSHP moved some 400 homeless
men and women off of the street and out
of shelter and in to their own apartments
throughout the city.
Between Point in Time 2008 and 2009
there has been a 10 percent decrease
in the number of single persons using
Emergency Shelter as well as a 15
percent decrease among persons living
on the street. These shifts are largely
a result of placements in Permanent
Supportive Housing.31
The District recognizes Permanent
Supportive Housing as the solution to
homeless and will continue to provide
and increase such resources to bring
homelessness in D.C. to an end.

End Notes
1 The D.C. Initiative: Working Together to Solve Homelessness, U.S. Department of Housing and Urban Development, the District of Columbia,
September 1993.
2 Aggregate sum of annual awards (1994-2008) for the District of Columbia through the HUD Super Notice of Funding Availability competitive
application process; the Community Partnership has been managing the submission of this application since 1994.
3 HMIS Advanced Reporting Tool Report, run April 2009.
4 The D.C. Initiative: Working Together to Solve Homelessness, U.S. Department of Housing and Urban Development, the District of Columbia,
September 1993.
5 The Community Partnership and the District of Columbia’s Public Homeless Assistance System, Martha R. Burt and Sam Hall, Urban Institute, p. 15
June 2, 2008.
6 Staff time allocation was completed based on hourly task identification in the Community Partnership’s Compu Pay electronic time sheet system
for FY 08.
7 Super NOFA Continuum of Care application, 2008, Section 3A.
8 Summary of checks cut monthly in FY 08 from the Community Partnership’s Micro Information Product Software.
9 Cumulative amount of grants awarded to Providers from the HMIS Supportive Housing Grant since its award in 2001.
10 Information provided through the Community Partnership’s Housing Inventory Chart 2008 and 2009 Point in Time enumeration.
11 Aggregate total of clients served in Community Care grant from 1999-2008; rental assistance payments made from 2002-2008.
12 Aggregate number of training hours provided through 2008 seasonal training calendars and the HMIS calendar.
13 Staff time allocation was completed based on hourly task identification in the Community Partnership’s Compu Pay electronic time sheet system
for FY 08.
14 Standards and methods for Point-in-Time Counts of Homeless Persons and Annual Housing Inventory Updates. Office of Special Needs Assistance
Programs, Community and Planning Development, the U.S. Department of Housing and Urban Development.
15 The Community Partnership instructs providers to use the Homeless Management Information System (HMIS) to count and gather client
information through a survey completed on each person counted on the date of Point in Time. Agencies that do not use the HMIS participate
through paper or phone surveys. The survey is derived from HUD data standards and the regional interest of the Metropolitan Washington Council
of Governments Human Services Subcommittee, and is conducted annually during the last week of January in compliance with HUD guidelines.
16 Mapping completed by Jon Paul Oliva, GIS Analyst; address information taken from data entered in the HMIS and the Micro Information
Product Software.
17 Comparison of data collected by the Community Partnership during Point in Time 2007, 2008 and 2009.
18 Taken from the HMIS, May 2009
19 Taken from the results of assessments completed on each family that entered STI in October 2007 after completing one year in the program.
20 Taken from assessments done on each family as they entered STI in October 2007.
21 SuperNOFA Continuum of Care application, 2008, Section 3A.
22 Mapping completed by Jon Paul Oliva, GIS Analyst; address information taken from data entered in the HMIS
23 Information on clients served based on reports prepared by the Community Partnership’s Prevention Programs staff.
24 Information on funding sources based on information gathered by the Community Partnership’s Accounting team in conjunction with annual
financial audits completed by Gelman, Rosenberg & Freedman–Certified Public Accountants.
25 Taken from the HMIS, May 2009
26 The Homeless Services Reform Act was passed by the District of Columbia Council in 2005.
27 Numbers derived from the Community Partnership Client Served reports for 2001-2006; note that 2003-2005 for CCNV shelter were adjusted after
analysis of the 2006 data in the HMIS revealed a previous over-estimation of unique clients served. Data from 2007-2008 are taken from unique
counts of clients served as counted in the HMIS for the Annual Homelessness Assessment Report. Numbers in the charts in these sections have
been adjusted from the Community Partnership’s 2007 Report to the Community to align with program classifications post-HSRA.
28 Numbers taken from the Housing Inventory Charts prepared annually as a part of the SuperNOFA process. Changes in capacity are gathered
annually during Point in Time.
29 Information on clients served based on reports prepared by the Community Partnership’s Prevention Programs staff.
30 Calculated upon completion of Point in Time 2009.
31 Calculated upon completion of Point in Time 2009.
32 Mapping completed by Jon Paul Oliva, GIS Analyst; address information taken from data entered in the HMIS
Our Partners:
The Community Partnership wishes to express its thanks for all of its Partners without whom our work would not be possible.
DC Emergency Assistance Fund
Government Partners East River Family Strengthening Landlords
The Honorable Adrian Fenty, Mayor Collaborative Below is a sampling of the hundreds
Edgewood/Brookland Family of individuals and agencies
DC Department of Human Services Support Collaborative who provide our clients with
DC Child and Family Services Families Forward, Inc. permanent housing
Administration Far Southeast Family Support
DC Department of Housing and Collaborative 11th Street Properties LLC
Community Development First Seventh Day Adventist Church A Peace LLC
DC Housing Authority Georgetown Ministry Center Gladys Adereotoye
DC Housing Finance Agency Georgetown University Addis Property
Oliver Carr speaks at a community
Hospital Clinics engagement meeting
DC Department of Mental Health The Affinity Group LLC
DC Office of Disability Rights Georgia Avenue/Rock Creek East AKB Properties
DC Department of Health Family Support Collaborative Lantania Akers Aster Demisse
DC Department of Parks and Gospel Rescue Ministries James Aldridge Don Douglas
Recreation Green Door Francis Alford Douglas & Johnson Proper
DC Addiction and Prevention Hannah House Allen Realty Dudley & Singletary
Recovery Administration Homes for Hope Ronald Allen DuPont Park
DC Department of Employment House of Ruth Alpha Omega Properties EADS, LLC
Services Housing Counseling Services Fasil Amaneul Early, LLC
DC Office of the City Administrator Jobs Have Priority Duni Araya-Selassic El’Fihankare Group LLC
DC Office of GLBT Affairs Latin American Youth Center Arbor & The Heights Sara Elkabir
DC Office of Property Management Latino Transitional Housing Arnette Enterprises Estrella Property Management
DC Metropolitan Police Department Partnership Daisy Ayim FF 4046 Grant St., NE LLC
The Interagency Council on Miriam’s House Monica Barnes Akin Fadeyi
Homelessness Miriam’s Kitchen BD Management Muluemebet Fisscha
My Sister’s Place Bird Group Anthony Floyd
United States Department N Street Village Al Blocker Rose Frederick
of Housing and Urban Neighbors’ Consejo Bogart Properties Brian Free
Development New Endeavors by Women Tabi Bonney Fort Chaplin Park Apartments
New Hope Ministries Thomas Bookard Jr. Delores Flowers
Homeless Service Providers North Capitol Collaborative Borger Management G & M Enterprises
Access Housing Northwest Church Family Network Kelly Boykin Andrew Gabbidon & Kisha Jegede
Anchor Mental Health Open Arms Housing Brennerman Property Management Garden Village Apartments
Bethany, Inc. Parklands Community Center Brookland Manor Apartments Gloria Gaskins
Bright Beginnings Pathways to Housing DC Judy Brown Douglas Gaston
Calvary Women’s Services Rachel’s Women’s Center Kwame Bryant Henry Gaston
Capitol Hill Group Ministries RIGHT Inc. Bunch-Bey Corporation Teresa Gilchrist
Catholic Charities Salvation Army C T Associates Global Management
Christ House Sasha Bruce Youthworks C V Associates Gordan & Johnson Associates
Clean and Sober Streets So Others Might Eat Capital Plaza Apartment Joann Gregg
Coalition for the Homeless South Washington/West of the River Cary Industry Angela Jones Hackley
Coates and Lane Foundation Family Support Collaborative Bruno Caso Hagner Management
Columbia Heights/Shaw Family TERRIFIC Inc. Celia Dunayer & Co. Hanes Realty Inc.
Support Collaborative Thrive DC Century 21 Advantage Property Teresa Hardrick
Community for Creative Transgender Health Empowerment Management Haven House LP
Nonviolence Transitional Housing Corporation Kinsley Chineme Helka LLC
Community Connections United Planning Organization Claypoole Courts Gregg Hill
Community Council for the United States Veterans Initiative Alex Colvin Jr. Limane Holianche
Homeless at Friendship Place Unity Healthcare Cloudbreak DC LLC Johnny Holiday
Community Family Life Services Us Helping Us Clyde & Wilma Coble Hubbard House
Community of Hope Way of the Word Dag Management Karen Humes
Covenant House DC Woodley House Adriene Daniel Idaho Terrace Apts
Damien Ministries Reginald & Don Davis Paul Ijiti
DC Central Kitchen Delwin Realty Company

Ike Igbim Arthur & Mae Paul

J. Legacy Properties Marshall Pierce Community Partners
Jae Kevin Jackson Properties International Ardinger & Associates
Mary Jenkins Joyce Rapu Christylez Bacon
Florence James Real Deal LLC Baistar Incorporated
Collin Johnson Ethelyn Redd Big, Inc.
Tonya Johnson Residential Rescue Inc. Bowman Systems, LLC
Chere Jones Thyra Riley Canavan Associates
Fritz Jones Riverbend Apartment Capitol Hill Business Improvement
Omar Kashif Sr. Robinson Property Management District
Asegedech Kelecha Eva Robinson Center for the Study of Social Policy
Keller Associates, Inc. Sanford Capitol Center for Non-profit Advancement
Emma King Elias Seyum City First Bank
Steven Labas Savannah Heights Coalition for Nonprofit Housing and
Lester Langford Nathaniel H. Scott Economic Development
Sue Marshall, Executive
Iris Lattimore Samuel Shiferaw Direcrtor and Xiaowei
The Community Foundation for the
Marcus Little Senail Slyoum
Zheng of TCP with a Chinese
National Capital Region
delegation of government
Longwood Construction Andre & Annette Shepard Community Housing Trust
social services workers who
Ester Lopes Sherman Ave Duplex, LLC Data Remedies
attended a presentation on
Maria Lopez Lawson Shokunbi Department of Mental Health homeless services given by the
Genevieve Lucas Michael Smith Homeless Outreach Team Community Partnership
Luther Place Kolawole Sofola District Alliance for Safe Housing
Lynwood / Walden Commons Soho Investments Group The Downtown Business
M&J Management Dean Smothers Improvement District
Kalu Maduka SR Management Equal Rights Center Nutrition Inc.
Marbury Plaza Apartment Storm 1 Properties Fannie Mae Corporation Pinstripe Planning
Manna Inc. W & M Sudderth Flavorful Influences, LLC Reaching Others Through
Maplewood Courts Novell Sullivan Fred Pryor Seminars Knowledge, LLC
Elizabeth Massarim Curtis Sutton FRY Plumbing and Heating Rubin Winston Diercks Harris &
Barbara Mathews T&F Enterprise Corporation Cooke, LLP
William Matthews Fitwi Tekeste Golden Triangle Business Salt and Pepper Chefs
Wesley McCottry Henok Tilahum Improvement District Station 9
McIntyre Enterprises Charles Thomas Healthy Families Thriving The Urban Institute
Franklin McLean Zewdi Tsegay Communities Council Vincent S. Williams, Videographer
Meadowbrook Apartments TMS Homebase, The Center for Common
Menta Enterprises Triad Development Concerns
Metropolitan Cooperative Trinidad Manor Apts. Innovative Pest Control
Metropolitan Property Trinity Resource Solution Marlene Johnson, Esquire
Management Urban City Management Jon-Paul Oliva
MKM Ventures LLC V & S LLC Jones & Wood, Inc
W & R Mitchell Vantage & The Park Kirby P. Riley
Denise Morrison Vanter Real Estate Solutions MJM Contracting
National House Properties Mary Vicente Manna Inc.
Naylor Valley & Park Ainger The Vista Metropolitan Washington Council
Hiskeah Negash V. Jerome Walker of Governments
Theodore & Gladys Newkirk V. Manning & D. Walker National Alliance to End
James Norris Washington Consumer Service Homelessness
Derrick Nicely Washington View National Human Services Data
Babylon Nimrod Pemmie Whitmyer Consortium
Abiodum Olorun-Nimbe Wingate Towers and Gardens National Law Center on
Thornell K. Page II Yorkland Management Homelessness & Poverty
Park Pleasant Apartments New Horizon Computer Learning
Marie Parker Center
Patton Properties NoMa Business Improvement
Sam Paylor District
801 Pennsylvania Avenue SE, Suite #360
Washington, DC 20003
Phone: (202) 543-5298

Fax: (202) 543-5653

Annual Report To Community

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Annual Report To Community

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20th Anniversary Report to the Community

Board of Directors Staff

Dear Community Members,

The theme of our 20th anniversary is A Mission of Service…A Legacy of

The Community Partnership for the Prevention of Homelessness

The D.C. Initiative:

The Community Partnership for the Prevention of Homelessness

The Community Partnership for the Prevention of Homelessness

Changing lives, one property at a time...

Working Toward the Common Go

L ong before the term became widely

The Community Partnership for the Prevention of Homelessness

based organizations (CBOs) provide

Since its inception, the Community Partnership has provided 7,651

The Community Partnership for the Prevention of Homelessness

A nother fundamental component

issues and difficult problems with

The Community Partnership for the Prevention of Homelessness

Supportive Services 664,494 50,430

A major force for good...

It was not easy work, and we are

Who makes a clearing makes a wor

The Community Partnership provided 8,112 hours of technical

be a part of developing innovative solutions to homelessness for the next 20 years.

W hile current resources are

Com mu nity Par tne rsh ip on the

P oint in Time is a single-day, city-

Housing. Point in Time includes a 300

persons and homeless persons in

tion on persons in shelter and housing 1,500

disabilities and subpopulations exist

The Community Partnership for the Prevention of Homelessness

Nearly 80 percent of families in Prevention first month’s rent and security

The Community Partnership for the Prevention of Homelessness

CFSA Rapid Housing Recipients,

housing and prevents them from collaboratives. CFSA identifies youth

Funding Sources for Prevention Activities, FY 2002-FY 200625

Men, Women & Families Served in Emergency Shelter Annually

Men, Women & Families Served in Transitional Housing Annually

The Community Partnership for the Prevention of Homelessness

over 160 emergency shelter units 900 1,001

for families. More than 90 percent 600

Permanent Supportive Housing Permanent Supportive Housing

The Community Partnership for the Prevention of Homelessness

The Community Partnership for the Prevention of Homelessness

Ike Igbim Arthur & Mae Paul

Phone: (202) 543-5298

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