Changing Lives, Transforming Communities COLLABORATIVE SOLUTIONS FOR COMMUNITIES 2021 IMPACT REPORT
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To be the leading solution-focused resource in building strong, sustainable families and communities through family support services, innovative training, community capacity building, economic development, and social enterprise.
LEADERSHIP TEAM
EXECUTIVE MANAGEMENT TEAM
Joshua Downer, Esq. Chair, Board of Directors
Trinette Hawkins-Coleman, MSW, LGSW Chief of Staff
Penelope Griffith, MSW, LCSW, LICSW Executive Director
Brenda Chandler Human Resource Director
Brenda Ortiz Vice Chair
Johnny Mammen Finance Director
Candace Applewhite Secretary
Board Members Stephanie Boyd Estevan Rivas, D.O. Lucrecia Johnson* Ahimsa Govender Toni Leonard
*Past Chair, Board of Directors
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Letter from the Chair, Board of Directors
JOSHUA DOWNER
“Our staff is on the ground. Day or night, wherever the need is.”
When I joined the Board of Directors in 2018, those were the words Penny Griffith used to describe Collaborative Solutions for Communities (CSC). Three years later, I can confirm that our executive director’s description was entirely accurate. CSC operates on a simple but fundamental truth: people’s lives happen in real time. They are growing, moving towards health and wholeness, or they are falling backwards, often into brokenness and despair. The problems plaguing our community are not isolated. Ultimately, they are different versions of the same malignant phenomenon: the impact of poverty and injustice – that results in the breakdown of the family. When a family comes apart, there is unfath- omable pain. It injures every member of the family—It echoes through generations. The pain and dysfunction spread into the community and exacts its toll every day. CSC strives to heal our community by healing families. Let me take that one step further: We proceed on the belief that we are all one family, that we can alleviate suffering in our community by honoring that basic reality. Others are on the forefront of fighting injustice. CSC picks up the pieces of injustice in real time. The great strength of our organization is that it meets people where they are. As a result, we have a wide array of programs with a single theme: providing tangible, practical responses to real-time needs in
our community. That immediacy, personal connection and continuity informs every aspect of our work. In fundamental ways, CSC and its work challenges the notion that anyone is lost to brokenness and the inequity of our community. As I’ve watched our teams in action, listened to their stories, and heard first-hand from grateful members of our community, it is plainly evident that our clients—even those who come to us at their lowest points, under order of a court—are not the root problem in our society. To the contrary, when they encounter people who genuinely care about them and receive support, when they can reclaim ownership of their lives and see a path forward, they are the solution.
On behalf of our Board of Directors, welcome to our Impact Report to the community. l
145 Children Remained Safe
COMMUNITY BASED CHILD WELFARE SERVICES
14 Women are Reuniting with their Families
SUCCESS IN REENTRY (SIR)
68 Parents Improved their Parenting Skills
PARENT EDUCATION AND SUPPORT PROGRAM (PESP)
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Letter from the Executive Director PENELOPE GRIFFITH
I want you to know that Collaborative Solutions for Communities (CSC) is immensely fortunate. We are blessed with a passionate board of directors and a resilient staff who are genuine, caring, and skilled. As we celebrate 25 years of service to the community, our longevity and knowledge are evident more than ever. We have learned that no matter what circumstances our clients have endured—most want to heal themselves and mend broken relationships. For them, and for us, it is the journey of a lifetime. At first, that walk is almost always painful. But then, doors begin to open. They open for a mother who was just released from prison, a young man whose world is filled with violence, and a teenage girl who has suffered the trauma of sexual assault. So many deserving people walk through that door, and we are here for them. CSC’s mission is to build the relationships that make the future possible. When we work with our clients, we don’t focus on what’s wrong. We don’t ask them to explain their troubles. They already know their problems all too well. Instead, the conversation is about moving forward. We ask them about the life they want to have. What would that life look like? With whom would they want to share it? We create a space where individuals and families can imagine a better future, and then we walk with them through their doubts and fears towards a new day. I know many people are skeptical and worry that the problems in our community are getting worse. They are deeply concerned that our neighborhoods seem to be unraveling. When they ask me if there is any way to stop the downward spiral of poverty, racism and violence, my answer is simple and emphatic: Yes.
I will admit that finding that “yes” took some time. When I was a young social worker, I believed that the answer to most of the problems in our society was—you guessed it—social workers. After all, we were profession- al problem solvers. We had a plan: observe, find, and repair dysfunction. The formula may have looked good in our textbooks but, unfortunately, it didn’t always work. The more I told my clients that I had answers to their problems, the less they believed me. With time, and the guidance of some exceedingly wise people, I discovered who really had the answers.
Families.
The solutions were in the hearts and minds of each family. And when I (finally!) got that into my head, everything became clear— we don’t need to fix our clients. Our job is to clear a path for them. As we renew our dedication to empowering our clients, we are excited to announce that in the months and years to come, we are expanding our organization’s resources to help our clients find wholeness. This report is devoted to their stories. So, it’s my joy and pleasure to welcome you to our Impact Report to the community. l
CHARTING OUR PROGRESS
As we celebrate 25 years of service to the community, our longevity and knowledge are evident more than ever.
1996
Collaborative Solutions for Communities (CSC), formerly Columbia Heights/Shaw Family Support Collaborative (CHSFSC), opens Q Street NW office.
1998
asset mapping • exploring options for family involvement • mini-grants
CSC incubates DC-area not-for-profit, Garfield Tenants
Family Council, a community-based tenant association which operates a community center. CSC provided the infrastructure and technical resources to help launch the organization.
1999
CSC launches several community programs: Family Group Conferencing integrated in CFSA Unit; Community Care Pilot for Family Homelessness; and Girard playground renovations began.
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2006
“Change Works” project launched as a re-entry program for men leaving jail and returning to the workforce.
2003
Gang Intervention Partnership formed with DC law enforcement, community partners, and the Justice Department to reduce neighborhood violence. Partners provided prom attire for students.
2008
The Council of the District of Columbia declares May 6th Marian Urquilla Day. She was a founding member and Executive Director of the Columbia Heights/ Shaw Family Support Collaborative (CHSFSC).
2002
CSC incubates DC-area not-for-profit, Asian American Lead. Programs focus on youth development, summer programs, and family services. CSC provided the infrastructure and technical resources to help launch the organization.
(Timeline continues on page 26.)
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&
Heart FROM
Soul
THE BEGINNING
Collaborative Solutions for Communities (CSC) has deep roots in the Washington, DC community. Throughout its 25-year history, CSC—formerly the Columbia Heights/Shaw Family Support Collaborative—has championed families and empowered them to find healing and wholeness in the face of seemingly insurmountable odds.
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JANET MARTIN, SHIRLEY QUICK, AND PRISCILLA FRANCIS were three of the organization’s founding members.Their devotion during the early years is a window into the heart and soul of CSC. Listening to their stories, one can trace CSC’s profoundly positive impact back to the 1990s, and four words that were spoken when someone in the community was in need.
Janet Martin Former Staff Member
“I’m on the way.”
Janet Martin remembers getting calls at all hours of the day and night.“A mother would call me at 3 a.m. crying because her son hadn’t come home, and she was fearful for his safety. I would tell her, “I’m on the way. I’m coming to you right now.” I would stay with her that night until we found her son. Martin’s telephone rang because she was a trusted resource for the community. When there was trouble, they knew she would work tirelessly—one person and one family at a time, until the problem was solved.
This work was not glamorous; it was hard and necessary.
“I went through abandoned buildings. I found families, seniors, veterans, teenagers—so many different people.” Often, she invited them into her home. She cooked for them, cared deeply about them—and most importantly, she always listened. Penelope Griffith recalls,“the late Shirley Quick was a key staff member and instrumental in framing CSC’s mission. Shirley gathered food items and baby supplies for families. When she saw families were not eating fresh vegetables, she found a solution — find volunteers to bring in fresh produce. During harvest season, CSC provided the community with fresh produce from local farmers.” Quick knew how to mobilize people to meet the needs of families.When Griffith tried to say no to some of her most ambitious ideas, Quick would smile and say,“Baby girl, we have to give our all to these families.”
Priscilla Francis Former Board Member
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Baby girl, we have to give our all to these families.
“
As CSC improved lives in the community, concerned individuals and groups noticed and began to provide funding. New staff was hired, and CSC began building partnerships with government entities and other organizations.“When there is so much to be done, you must build a strong network that is capable of responding,” Martin explained. Gradually, CSC was developing a blueprint for impact that went on to transform communities and change thousands of lives over the decades.The team found people in need, walked steadfastly beside them, and worked to provide the immediate, tangible, day-to-day support that people need to survive and heal.
“At every step of the way, CSC has treated their clients with respect.The secret of the organization’s success lies in its absolute commitment to honoring the dignity of every individ- ual.” Martin explained, “You cannot think that you are better than them. You do not come in and say, ‘You’ve got problems and I’m going to tell you how to fix your problems.’ You must show them love.You have to care. ‘How can I help you? What do you need?’ When you do that, people begin to trust you.They open up and they begin to find their way.”
Experience has imparted the same wisdom to Francis.
“What matters most is the relationship.When you have a good relationship, you can move in the same direction. That’s when change happens.” Along with their memories of helping families find wholeness, Francis and Martin share a common admiration for CSC’s current Executive Director Penny Griffith. In Francis’s view: “Ms. Penny has a heart for people and a deep desire to see things change for the better. At the same time, she’s a no-nonsense person with a strong will. She brings all those qualities together and empowers her staff to transform lives.”
Priscilla Francis recalls the days when CSC was housed at the Thurgood Marshall Center for Service.
“Early on, there were many different groups.We were one of seven or eight collaboratives, and we were all focused on family stability, on bringing families together. We trusted each other and we had a sense of purpose. We received support from the mayor’s office and the city council.
With effort and a common goal, it all came together, and we began to see people heal.
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Martin is unabashedly enthusiastic in her praise: “I am so proud of Penny Griffith. She keeps leading and CSC keeps rising. I tell people, invest in life. invest in Collaborative Solutions for Communities, and you will see families come alive.” Priscilla Francis, Janet Martin, Shirley Quick, and others like them, are the authors of CSC’s legacy. CSC has named its main conference room The Shirley Quick Conference Room, and a computer lab is named The Janet Martin Learning Center. In Griffith’s view,“those names keep the spirit of our mission alive, and they inspire us to do more!” ♥
Above: Collaborative Solutions For Communities’ Current Staff
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RISE to OUR COVID RESPONSE
a
RESILIENCE
This year, the COVID-19 pandemic continued to take its toll on individuals and families nationwide. Particularly hard hit were members of at-risk neighborhoods in and around the Washington DC metropolitan area. Yet, even as the challenges grew exponentially greater, Washing- tonians were able to rely on a critical resource to help get them back on track. In the face of job losses, housing evictions, education interruptions and more, Collabora- tive Solutions for Communities (CSC) was there. Within weeks of the pandemic’s emergence, many of CSC’s seasoned employees were back on the streets, resuming their critical work to prevent gang violence, reduce school truancies, and enhance the welfare of women, men and children throughout the region. Part of that work included distributing masks and other personal protective equipment (PPE), which in many areas were in short supply. Also hard to come by were safe, reliable spaces for students to learn during a time when schools had gone virtual. For many of CSC’s clients, the difficulties of navigating complicated technology—and spotty internet connections—meant kids were left without critical academic support. CSC stepped into the gap, converting one of its offices into a space for hands-on learning.
classrooms,” Griffith said. “In addition to supervising the kids, staff also helped them stay focused—providing snacks and finding ways to make the situation fun. We saw school participation among these students dramatically improve, which was so gratifying.” CSC was a vital ally for students still at home, as well, said Hilda Martinez, a CSC client whose 13-year-old daughter accumulated multiple absences and truancies due to her inability to get online. “Quarantine made everything harder for us,” Martinez said. “But CSC helped me improve my communication with the school so I could speak directly with my daughter’s teacher and guidance counselor. Working together, we got a number of the absences excused, and now everything is better.” As CSC was helping students develop the stamina and focus to thrive academically, it was also supporting parents and families to keep their heads above water financially. “The pandemic hit a lot of our families really hard, with people losing their jobs and grappling with heightened anxiety due to a loss of income. In many cases, they didn’t know how they would be able to afford their rent,” recalled staffer Patricia Sullivan. CSC provided these families both reassurance and resources, offering food and assistance with applications for state aid.
“We had staff on site all day, Monday through Thurs- day, to be with students as they Zoomed into their
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Above: (L to R) Rubio Gomez, Manager, Cosmic Wolves and Eric Morris,Workforce Development Case Management
to express their concerns. By January 2021, CSC resumed its in-person operation two days a week. Still, Griffith said, her colleagues wanted to do more. “They’re so dedicated to our mission and to their clients, and they believe deeply in what they do,” she said. Their lobbying convinced Griffith and CSC leadership that, with the proper safety protocols in place, a full-time schedule was feasible—and by September 2021, it had become a reality. “The strength our team showcased, their flexibility and determination, it was all just incredible,” she said. “Their commitment and talent helped keep families together, and our community is better off as a result.” l
“We helped them get their rent in and utilities paid, which was a huge weight off their shoulders,” Sullivan said. During fall 2020, Griffith set an ambitious goal: bringing every CSC employee back to work, in person, just after the New Year. “We knew it would be a heavy lift, especially because we were already seeing a surge in COVID-19 cases, but we knew our families needed us, and we were determined to show up for them,” Griffith said. Throughout the autumn months, Griffith held ongoing discussions with team members, assessing their comfort with a return to the office, and giving them a platform
“Like everybody else, we had to rethink our approach to service. But because our clients are in such urgent need, we didn’t have the luxury of time; we had to find a way to get back out into the community as quickly as possible.”
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FUNDING SOURCES
Child and Family Services Agency
Child and Family Services Agency — Capacity Building
The Community Partnership
DC Department of Human Services
Office of Juvenile Justice and Delinquency Programs
DC Office of Neighborhood Safety and Engagement
Office of Victim Services and Justice Grants
Mayor’s Office of Latino Affairs
Events DC
Learn 24
United Planning Organization
Greater Washington Community Foundation
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PROGRAMS
TRAININGS & MODALITIES
Community-Based Child Welfare Services
Trauma-Informed Care
Parenting Education and Support Program
Family Group Conferencing
Community-Based Child Abuse Prevention (The Family Place)
Healing Circles
Progressive Employment Program
Family Rehousing Stabilization Program
Thinking for a Change
Rapid Re-Housing —Youth
Solution-Focused Approach
Family Group Conferencing
Youth Gang Intervention
Youth Gang Suppression
Children Exposed to Violence
Violence Intervention
Governor’s Emergency Education Relief
Success in Reentry
Show Up, Stand Out Truancy Reduction
Soccer Youth Diversion Program
Out of School Time
Safe Passage Safe Blocks
Progressive Employment Program
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MAPPING OUT
SUCCESS IN
VIOLENCE
PREVENTION Columbia Heights was plagued by gun violence and desperately needed a way to reach out to youth gangs. It was a dangerous environment that cried out for an organization like Collabora- tive Solutions for Communities (CSC). Jasmin Benab was a new mother and a trusted face in the neighborhood. At 17, she knew something had to change if her son was going to grow up knowing he was safe, worthy, and loved—qualities Jasmin had yet to find in herself. She was struggling.
That is, until she met Penelope Griffith, affectionately known as Ms. Penny.
“She saw something in me,” Jasmin recalled. “We talked for hours every night.”
Ms. Penny, now CSC’s Executive Director, convinced Jasmin to take a parenting class.
“To see someone who hung out on the block want to come inside the building and do something good, we wanted to keep her.”
Ms. Penny offered Jasmin a job helping get the youth gang violence prevention program off the ground. While the program was still tied up in approvals—the block housing where the CSC building is located was the target of an explosive shoot-out, proving the program was a necessity.
In addition, the GED program was added to Jasmin’s slate.
“The assignment felt intimidating. I was thinking ‘What?’ ‘Me?’ They had people with master’s degrees teaching the GED program. I thought that they were setting me up to fail.”
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“I didn’t give up on them because no one gave up on me.”
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1. (L to R) Yamelith Escoba r and Jasmin Benab 2. ( L to R) Jasmin Benab; Muriel Bowser, DC-Mayor; Brandon Todd, Ward 4, Former Councilmembe r
3. (Standing L to R) Jasmin Benab, Stephanie Arias, Leticia Acosta, Stephanie Advincula, and Sarah Robinson (Kneeling L to R) Yamelith Escobar, Ashley Byers
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“No one had ever pushed me. I decided to take on the challenge,” Jasmin explained.
wouldn’t abandon them. Yamileth Escobar was one of these young women.
All 10 of her students finished the course, and six got their GED. “We learned together,” she said, with a smile. The experience changed Jasmin’s life. “Everything I did was for my son. I just kept moving forward. People had a different level of respect for me. I never looked back.” When violence between rival gangs escalated, Jasmin created a group dedicated to violence prevention among girls in the community. Officially, the program met two afternoons a week, but Jasmin made it her mission to personally connect with the girls and their families every day.
“Jasmin was the first person who didn’t approach us like a group of troubled teens. She asked us what our interests were and what we enjoyed doing. She wanted to know how she could help. “She spoke to us as if she really genuinely cared and wasn’t just doing a 9-to-5 job to pay her bills.” Yamileth was on the verge of getting expelled from middle school for her participation in starting a gang. Her brothers were heavily involved in gangs. She felt afraid and alone, but she found the courage to make a difference. Soon she was helping Jasmin and DC councilmembers organize dance performances and “Stop the Violence” block parties. She began participating in community education efforts and advocacy programs. “It was no longer fun to post-up on the block or to constantly watch my back. Jasmin and her team kept us busy. She would walk up on us at our hang out spots and take us where we were supposed to be, regardless of what time of day it was,” she laughed. “Jasmin and her team never gave up on us when so many others did.” Jasmin simply said, “I didn’t give up on them because no one gave up on me.” When Yamileth went back to her old ways, Jasmin was there to help her pick up the pieces, including connecting her with a therapist and getting help from the gang specialty unit police officers who worked closely with the program. “I believed she did that to scare me a little,” Yamileth admitted. “But now that I am older, I see that it was to show me that I had a lot of support, a lot of people rooting for me who saw the potential in me when I didn’t.”
As she opened the lines of communication, Jasmin worked with the families to impart structure and prove that she
70 At-Risk Youth Learned Violence Prevention Techniques
VIOLENCE PREVENTION & INTERVENTION
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Mapping How Ms. Penny, Jasmin and Yamilith Help
BE AN ALLY
ALWAYS BE AVAILABLE
BE AN ADVOCATE
ALWAYS ADAPT
“A lot of people are scared of gangs and crews. They are acting out for a reason. They didn’t just wake up one morning and say ‘I’m going to be in a gang.’ Jasmin added that they often have issues at home, no sense of belonging, lack of support, and they need protection. “People come and go in these young people’s lives and that’s why there’s no trust,” she explained. “They are very sweet young people. They help us feed the homeless at community events. They just need guidance, direction and opportunity.” The formula for success is simple: “To help reduce crime, we need to instill values in young people and provide them with the tools, skills and training they need to become productive members of their communities.” Yamileth is proof of what can happen when a young person is given the resources and support, they need. She knows if it weren’t for CSC her life would be very different. After Jasmin left CSC for a job in the mayor’s office, Yamileth assumed her role as Youth Violence Coordinator. Now, she works alongside her mentor in the mayor’s office as the Ward 4 Liaison.
Mapping the Things That Young People Need
Structure
Support
Training
As Director of Community Outreach in the mayor’s office, Jasmin is helping more people than ever.
Opportunity
“I have a community mindset. That’s why I am successful at what I do. I’ve brought everything I have learned with me and that helps me every day.” l
Personal Investment
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COMMUNITY SERVICES Transformation Through Collaboration
24 Homeless Youth now have Safe Housing
E v en before the onset of the global pandemic, life was a daily struggle for countless families across the Washington, DC area. For a quarter century, they have looked to Collaborative Solutions for Communities (CSC) as a crucial resource—a port in the storm from the poverty and violence that challenge their ability to thrive. This year, CSC continued to offer its signature supports through a wide variety of community service initiatives running the gamut from child abuse prevention to rehousing to parenting education. CSC’s programs touched nearly every aspect of clients’ lives, providing critical assistance that empowered them to reach new heights of success. Marcus Moss was one beneficiary of CSC’s high-impact community service programs. The 25-year-old was homeless for over a year before finding CSC—a discovery that completely changed his trajectory. “I learned about CSC through Covenant House (a nonprofit that helps youth ages 18-24 experiencing homelessness, disconnection and exploitation). I qualified for CSC’s Rapid Rehousing Program, and they helped me a lot,” he said. “Not only did they provide some assistance with the rent and with buying some basics once I finally found a place, but more impor- tantly, they helped me navigate being on my own. Their guidance got me stable to a point where I could work and move forward as an adult handling all my responsibilities.” Today, Moss is a Lyft driver and aspiring fashion designer who has stayed connected to CSC and is grateful for its network of care.
RAPID REHOUSING
“CSC helps me access different things I didn’t even know were available to DC residents,” he said. “They also look out for me to make sure I have what I need as far as living day to day, like food for Thanksgiving.” Moss’ contact at CSC is Ruthie Dann, a housing coordi- nator who has been with the organization for over three years. She said working with clients like Moss gratifies and inspires her. “I love everything about my work,” she said enthusias- tically. “Where others cannot reach, I help them reach it. Homelessness in the city is a huge problem, and it’s a joyous thing when a client holds their first apartment key ever in their life. When they succeed, we succeed. I show up at my job not because I get paid, but because I like to help people.”
Whether in the arena of housing assistance or beyond, CSC’s programs and services can be life-changing. Just
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ask Rubio Gomez, manager of the Cosmic Wolves, CSC’s homegrown soccer club. The program started in 2013; the idea was to launch a community league in the heart of Columbia Heights that would reduce violence by giving young people new opportunities for recreation. “I got a few friends together to form a team, and we played in the league. Eventually, I got to know Ms. Penny (CSC Executive Director Penelope Griffith), and I asked her to support us with things like uniforms and Gatorade, which she did,” Gomez recalled. “After two or three years, she saw how great we were doing, how hard we trained, how much we respected each other, and how effectively we managed to avoid whatever was happening around us off the field, and she said, ‘Let’s come to the table and create something together.’ From that, the Cosmic Wolves program was born.” The program consists of three core elements: a high school curriculum, twice-weekly practice sessions and weekend games. “In the class, we help kids learn about leadership, and anger management and how to stay away from alcohol and drugs,” Gomez said. “Everything is free—the training, the equipment, membership in the league; all you have to do is commit to doing your best and taking it seriously.” This past year, Andy Amaya did just that, showing up and staying dedicated to the program. Now a college student in his first year at George Washington University, Amaya credits the Cosmic Wolves with advancing his development. “When I was a senior in high school, during COVID, there was nothing to do but stay home, and it was easy to get anxious and depressed,” he said. “Soccer gave me something to do, and a way to meet new people. It also gave me a place where I knew I could just relax and have fun.” Participation in the Cosmic Wolves gave Amaya the space to be a kid—and also the structure to move down a productive path for his future. “I’ve loved playing with the Cosmic Wolves,” Amaya said. “Thank you, CSC!” l
Above (L to R) Andy Amaya of the Cosmic Wolves playing against the International Cultural Athletic Exchange Foundation (INCAEF).
17 Youth Receiving Mentorship
COSMIC WOLVES SOCCER TEAM
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FAMILY SERVICES Helping Families Find Firmer Ground
A jewel in the crown of Collaborative Solutions for Communities (CSC) is the organization’s Family Services Program. Targeting families with children in the home who are under 18 years of age, the program provides parents with a wide range of case management, advocacy, referral, and coaching services to help them address critical goals and thrive. Buffeted by the pandemic and by an uneven recovery that left lower-income families out in the cold, clients of the Family Services Program encountered significant obstacles in 2021. Whether it was grappling with the challenges of an overstretched (and under-resourced) education system or encountering abuse and neglect, growing numbers of families turned to CSC for vital help and support.
Program Manager Patricia Sullivan said COVID-19 hit DC-area families hard.
“Last year, we served 148 families, and the need has only increased from there. So many people lost their jobs, and there was an understandable uptick in stress and anxiety as parents faced very real challenges putting meals on the table and paying for rent. Fortunately, the Family Services Program was able to step in.” Key features of the program include counseling, housing assistance and the provision of nutritious foods. “One of the things we were able to do was to provide Thanksgiving baskets to everyone on our caseload,” Sullivan said. “They were super grateful for that.” Another central component of the program is working with families to access government benefits. “Our clients often don’t know how to navigate the process, which can leave them feeling hopeless and helpless,” Sullivan said. “Because we’re in the community, and we understand what people are going through, they trust us. It’s why I love what I do: Each of our clients has their own strength, and they have faith in our ability to help them shine a light on it.” One of those clients is Rosa Martinez, whose name has been changed to protect her privacy. A mother of a 5-year-old and a 6-month-old, Rosa came to CSC seeking support accessing food stamps and benefits from the
148 Families were served FAMILY REHOUSING & STABILIZATION PROGRAM (FRSP)
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“Because we’re in the community, and we understand what people are going through, they trust us. It’s why I love what I do. Each of our clients has their own strength, and they have faith in our ability to help them shine a light on it.”
federal Temporary Assistance for Needy Families (TANF) program. When she connected with Estefania Contreras, a senior family preservation specialist with CSC’s Family Services Program, she opened up about wanting to leave her abusive relationship but not knowing what resources were available to help her. “Prior to coming to us, Rosa felt unsafe. On top of that, she and her children lived in one room that was rat-and roach-infested, and she didn’t have a kitchen to cook in,” Contreras recalled. “We worked to get her and her kids out of their current situation, and we helped set them up in a clean, comfortable apartment, where they are safe and secure.”
Rosa is deeply appreciative of the Family Services Program’s support.
“They helped me a lot, and I feel much more stable now,” she said. “My life has changed because of CSC.” l
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WORKFORCE DEVELOPMENT Working for Change
H elping clients break cycles of poverty and violence is the central focus of Collaborative Solutions for Communities (CSC). Among its most effective strategies for individuals and families is advancing job training to give people a crucial leg up as they seek to build financial stability and secure their lives. Through the Progressive Employment Program, CSC offers essential tools for transforming lives. “Our philosophy in the Progressive Employment Program is that, if you want to make a difference, you should give someone a job,” said Trinette Hawkins- Coleman, CSC’s dynamic chief of staff. “This program is the special secret ingredient to CSC’s success, encouraging self-sufficiency and putting people on a path to personal and professional improvement.”
The program is comprised of a three-week, hands-on curriculum that prepares participants to do well in the workplace by honing interview and job readiness skills. “We teach people how to get and keep a job, but that’s just the beginning,” Coleman said. “Their first step may be finding a position at Chick-fil-A, but we want to help them think longer term. Maybe their ultimate goal is to become an IT specialist, or to advance to management at Nordstrom. Whatever their ambition is, we enable them to understand the difference between a job and a career.” To be eligible for the program, par- ticipants must be residents of the District of Columbia and meet certain income requirements. Unlike some other, similar programs, CSC’s Progressive Employment Program does not provide a stipend for attendance. “What we offer is much more than that,” Coleman said. “Our program has thrived because people have seen that our methods work, and once you graduate, you’re always part of the CSC family. We’re a referral-based program, and whether people are being routed to us by our violence prevention colleagues or through our reentry programs, they know that a relationship with CSC is one you can count on for life.” Coleman said she can track how well participants are doing during the three-week course session based on several key metrics. “When people are thriving in the program, we typically see steady attendance, a significant drop in substance abuse, and an increased emphasis on peer accountabili- ty—working with classmates to offer support and lift each other up,” she said. Each cohort of graduates often remains connected, building lasting relationships that can serve as a stabiliz- ing force in times of crisis or stress. Some alumni, like Sarah Robinson and Eric Morris, stay particularly close
Taquere Thomas graduated from the CSC Workforce Development, Progressive Employment Program
129 Consumers Served
WORKFORCE DEVELOPMENT
to the program’s orbit, parlaying their certificates of completion into a career helping others at CSC. “When the class started, I was a little iffy. I’d done a training before, and it had ended up feeling like a waste of my time,” recalled Robinson, who today works at CSC as a truancy case manager. “But the Progressive Employment Program was differ- ent. The instructors were great, and you could tell they were really interested in helping us. They taught us all kinds of things, like how to put together a resume, how to be on time (or to let your employer know you’re going to be late) and how to use your ‘inside voice.’ The class was so valuable.” “This program is the special secret ingredient of CSC’s success—encouraging self-sufficiency and putting people on a path to personal and professional improvement.”
me with tangible things like mock interviews and learning what colors to wear to get a job, as well as bigger picture strategies such as Thinking for a Change.” After completing the curriculum, Morris was recruited by CSC to join the youth violence team; that was two years ago, and he has never looked back. “I’m grateful to the program for what I’ve accomplished,” he said. “And the best part about it is that anyone can be successful. You just have to show that you’re interested and actually want to be employed.” As Eric sees it, desire and determination are essential. “The Progressive Employment Program can take you part way, but you also need to be motivated,” he said. “In the end, the only way to be successful is to do some of the work yourself,” he said. l
For Morris, a program graduate and current supervisor of CSC’s Safe Passage Program, which helps kids travel safely to and from school, the experience was similar. “I’d done a different job training program that had never amounted to anything,” he said. “But at CSC, they helped
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COLLABORATIVE SOLUTIONS FOR COMMUNITIES
FINANCIAL REPORT
2020 Financial Summary (Jan.1 – Dec. 31)
Assets: $3,224,545
Liabilities & Net Assets: $3,224,545
55%
55%
45%
45%
Other Assets $1,474,922
Cash and Cash Equivalents $1,749,623
Net Assets $2,106,441
Liabilities $1,118,104
Support and Revenue: $6,504,145
Expenses: $6,503,960
Change in Net Assets:
$185
98%
98%
Net Assets Beginning of Year:
$2,106,256
Grants and Contracts $6,368,114
Program Services $6,376,826 Other Expenses $127,134
Net Assets End of Year: $2,106,441
Other Revenue $136,001
Collaborative Solutions for Communities (CSC) is committed to efficient stewardship of assets on behalf of its funders and donors. CSC and its Board of Directors work with the independent auditing firm, Bert Smith & Co. to ensure accurate and reliable financial information. The summarized financial reports are based on 2016-2020 audited financial statements.
The name change from Columbia Heights/Shaw Family Support Collaborative to Collaborative Solutions for Communities has allowed the organization to increase revenue by working across the DC metropolitan area, USA, and globally. Since 2015, CSC has increased its revenue by more than $2 million. By the end of 2020 the fund balance had increased from less than $1 million to more than $2 million. Learn more about CSC at WeAreCSC.org.
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FINANCIAL SUMMARY
2016-2019
STATEMENT OF FINANCIAL POSITIONS
2016
2017
2018
2019
Assets Cash and Cash Equivalents
$584,448 $1,311,476 $1,895,924
$950,452 $1,175738 $2,126,190
$627,062 $2,067,408 $2,694,470
$678,431 $1,753,890 $2,432,321
Other Assets Total Assets
Liabilities and Net Assets Liabilities Net Assets Total Liabilities and Net Assets
$405,647 $1,490,277 $1,895,924
$738,923 $1,387,267 $2,126,190
$838,324 $1,856,146 $2,694,470
$326,065 $2,106,256 $2,432,321
STATEMENT OF ACTIVITIES
Support and Revenue Grants and Contracts
$4,811,586 $52,590 $4,864,176
$4,782,822 $69,808 $4,852,630
$5,370,556 $57,733 $5,428,289
$6,417,879 $135,115 $6,552,994
Other Revenue Total Revenue
Expenses Program Services Other Expenses Total Expenses
$4,233,072 $57,137 $4,290,209 $573,967 $916,310 $1,490,277
$4,667,438 $288,202 $4,955,640 ($103,010) $1,490,277 $1,387,267
$4,879,060 $80,350 $4,959,410 $468,879 $1,387,267 $1,856,146
$6,191,361 $111,523 $6,302,884 $250,110 $1,856,146 $2,106,256
Change in Net Assets Net Assets, Beginning of Year Net Assets, End of Year
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2009
2010
CSC received its first federal contract for $2M+ for Gang Violence Prevention. Contract allows for an evaluation.
Strengthening Ward One Together (SWOT) was formed to improve access to “safety net services” between providers, community organizations, elected and appointed officials, and government programs within Ward 1 and citywide.
2011
CSC provided intensive training for Outreach Workers on assessing and triaging cases, and how to engage clients with the Solution-Focused model, Family Group Conferencing, and Healing Circle.
2013
2012
U.S. Labor Department Secretary Hilda L. Solis visits the Columbia Heights/Shaw Family Support Collaborative (CHSFSC) to learn about the organization’s
CSC writes Gang Prevention Handbook to assist counselors
programs and services and to discuss DOL initiatives.
and community service workers with techniques to de-escalate violence.
(Timeline continued from page 5.)
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2017
After decades of teaching various trainings (Solution Focused Model, Family Group Conferencing, and Healing Circle), CSC Executive Director, Penelope Griffith expanded her travels in the U.S. and Europe to train counselors,
mental health professionals, and community-based organizations.
2014
2020
The COVID-19 pandemic causes a shift in service structures and delivery methods, but clients continue to receive uninterrupted services and support.
Columbia Heights/Shaw Family Support Collaborative (CHSFSC) changes its name to Collaborative Solutions for Communities (CSC).
2021
Collaborative Solutions for Communities celebrates its 25th anniversary at the National Museum of American History in Washington, DC.
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FUNDRAISING EFFORTS 25th Anniversary Gala
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Collaborative Solutions for Communities held its 25th anniversary gala at the National Museum of American History with an evening of music, dance, and poetry. In addition to former staff and board members, guests included business, religious, civic, and community leaders. Over 20,000 families have been serviced by Collaborative Solutions for Communities. You can support their work by donating $25 for 25 years at WeAreCSC.org.
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Click here to watch the CSC 25th Anniversary Gala from the National Museum of American History.
1. (L to R) Johnny Mamman, Finance Director; Rosemary Akinboni, Former Board Member; Penelope Griffith, Executive Director; Harold Valentine, Former Board Member; Janet Martin, Former Staff Member; Joshua Downer, Chair, Board of Directors 2. Estevan Rivas, Board Member; Brenda Ortiz,Vice Chair, Board of Directors; Johnny Mamman, Finance Director; Joshua Downer, Chair, Board of Directors; Penelope Griffith, Executive Director; Trinette Hawkins-Coleman, Chief of Staff 3. Arthur Mola, Principal, Cardozo Education Campus 4. Andrea Thomas, President and CEO, United Planning Organization 5. (L to R) Brandon Todd,Ward 4, Former Councilmember; Brianne K. Nadeau,Ward 1, Councilmember; Robert Matthews, Interim Director of Child & Family Services 6. Daniel Hickson, Senior Advisor To The Chief of Police, DC Metropolitan Police Department 7. Bishop Senyo Bulla, Presiding Bishop,The Breakthrough Church
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2022
More funding. More resources. More lives changed.
COLLABORATIVE
FOR
COMMUNITIES
CHANGING LIVES, TRANSFORMING COMMUNITIES
3333 14th St. NW Suite 200 Washington, DC 20010
202.518.6737
wearecsc.org
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