Housing Forward
EIN: 75-2461679
Mission
Housing Forward leads in the development and implementation of an effective homeless response system to make homelessness rare, brief, and non-recurring in Dallas and Collin counties. Housing Forward has the expertise, partnerships, and resources to lead a system-wide, data-driven strategy to solve homelessness in our community. We work alongside the All Neighbors Coalition, a collaborative made up of more than 135 partners across Collin and Dallas Counties that provides resources and support directly to individuals, veterans, youth, and families experiencing homelessness.
Ruling year
1995
President and CEO
Ms. Joli Angel Robinson
Main address
2900 Live Oak Street
Dallas, TX 75204 USA
Formerly known as
Metro Dallas Homeless Alliance
EIN
75-2461679
Human services
Shelter and residential care
Homeless shelters
Homeless services
Population served
Homeless people
NTEE code
Alliance/Advocacy Organizations (L01)
Homeless Services/Centers (P85)
Alliance/Advocacy Organizations (P01)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
Homelessness in Dallas and Collin Counties The 2022 Point-In-Time (PIT) Count showed that we had 4,410 persons experiencing homelessness in Dallas and Collin Counties on the night of the count. 3,996 were in Dallas County, and 414 were in Collin County. 314 were veterans, 1,029 were chronically homeless (homeless for a year or more with a documented disability), and 814 were in families. More than 60% were persons of color, and more than 54% were African Americans. The Complexity of Homeless Systems Homeless systems are complex, with more than two dozen varied systems each interacting with those experiencing homelessness, in the areas of public policy, safety nets, housing creation, rehousing services, and street services. When communities do not simplify this complexity, individuals and families experiencing homelessness encounter a tangled web of services, with no clear pathway out.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Homeless Management Information System
HMIS is a local information technology system used to collect data from service providers serving individuals or households experiencing or at risk of homelessness so that we can serve our neighbors more effectively and understand changing trends. We provide HMIS access, training, and technical support to all partners serving our unhoused neighbors.
Point-in-Time Homeless Count
Once a year, along with communities across the country, we take a census of our unhoused neighbors. The PIT Count, a requirement under Federal Law, helps communities understand the extent of homelessness, changing trends, and the measure of their success in solving homelessness.
Flex Fund
The Flex Fund pays for minor but impactful expenditures that can end a person’s homelessness, including access to critical documents, security deposits, pet deposits, move-in fees, basic furniture, household items, rental arrears, and utility assistance.
Coordinated Assessment System
Through CAS people experiencing homelessness are identified, assessed for their needs, referred to resources, and connected to housing. Our CAS program allows our community to streamline and coordinate services from providers across Dallas and Collin Counties, which helps our system work more efficiently for those who need it. People experiencing homelessness access CAS through their providers or through Housing Forward’s Homeless Crisis Helpline.
Continuum of Care (CoC) Grant Program Competition
Housing Forward facilitates $18.9 million of annual Federal funding for homeless services programs, and drives program performance improvement to ensure funding is being used in an effective way for intended purposes.
Dallas R.E.A.L. Time Rapid Rehousing (DRTRR) Initiative
DRTRR aims to rehouse over 2,700 individuals and families experiencing homelessness. This initiative brings together public and private partners to significantly reduce homelessness across Dallas and Collin Counties. We are rehousing our most vulnerable neighbors experiencing homelessness with supportive services provided by case managers.
Where we work
External reviews
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Raise CoC program funding level to above $18.5 mil annually
This metric is no longer tracked.Totals By Year
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Total number of clients experiencing homelessness
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Decreasing
Raise the percentage of persons in CoC Permanent Supportive Housing (PSH) programs, who remain permanently housed for 12 months or more, to 90%, at any given time.
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Number of persons housed by our system in a calendar year
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Housing Forward: Solving Homelessness Together
Housing Forward has the expertise, partnerships, and resources to lead a system-wide, data-driven strategy to solve homelessness in our community. We work alongside the All Neighbors Coalition, a collaborative made up of more than 135 partners across Collin and Dallas Counties that provides resources and support directly to individuals, veterans, youth, and families experiencing homelessness.
Together, Housing Forward and the All Neighbors Coalition ensure that the following values are evident in our system:
• Every person experiencing homelessness has access to an appropriate exit pathway.
• Exit pathways are scaled to meet demand and targeted to meet the needs of specific populations.
• Accountability and success are demonstrated using data.
• Engagement and transparency are central behaviors in all collective efforts.
Through its programs, and by adhering to its values, Housing Forward will:
• Effectively end veteran homelessness
• Significantly reduce chronic unsheltered homelessness
• Significantly reduce family and youth homelessness
What are the organization's key strategies for making this happen?
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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Who are the people you serve with your mission?
100+ public, private, and nonprofit institutions
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How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Community meetings/Town halls,
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals,
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What significant change resulted from feedback?
The Homeless Collaborative, Dallas and Collin Counties’ CoC, has brought under its umbrella city and county governments, independent school districts, housing authorities, physical and mental health systems, the criminal legal system, service providers and other non-profits, the business community, the faith community, and those experiencing homelessness themselves.
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With whom is the organization sharing feedback?
The people we serve, Our staff, Our board, Our funders, Our community partners,
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How has asking for feedback from the people you serve changed your relationship?
Defining Governance Structure • Homeless Collaborative (CoC) Board – The Federally mandated board must and now does include every important decision maker, from each of the entities brought under the CoC umbrella, who are not only ready but willing and able to make the tough calls necessary to get results. It is the single table at which these entities align investments, standardize and oversee performance, and approve operating policies. • Lead Agency (MDHA) – The backbone organization creates and maintains infrastructure and data systems to drive implementation of system strategies and policies. • Stakeholder Implementation Workgroups – These dynamic and nimble standing and ad hoc workgroups inform, test, and support policy creation and implementation.
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded,
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback,
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2019 info
3.45
Months of cash in 2019 info
3.3
Fringe rate in 2019 info
18%
Funding sources info
Assets & liabilities info
Housing Forward
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
Housing Forward
Balance sheetFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
This snapshot of Housing Forward’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
| Profitability info | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | -$48,126 | $97,630 | -$7,148 | -$105,066 | $60,615 |
| As % of expenses | -4.1% | 7.6% | -0.4% | -6.2% | 3.3% |
| Unrestricted surplus (deficit) after depreciation | -$59,003 | $88,571 | -$18,799 | -$116,094 | $50,726 |
| As % of expenses | -5.0% | 6.9% | -0.9% | -6.8% | 2.8% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $1,149,339 | $1,336,193 | $2,094,519 | $1,555,881 | $2,101,447 |
| Total revenue, % change over prior year | 4.6% | 16.3% | 56.8% | -25.7% | 35.1% |
| Program services revenue | 33.3% | 17.7% | 10.9% | 5.8% | 7.5% |
| Membership dues | 0.2% | 0.4% | 0.5% | 0.8% | 1.3% |
| Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Government grants | 40.4% | 54.4% | 57.0% | 73.3% | 60.4% |
| All other grants and contributions | 25.4% | 24.3% | 34.6% | 16.9% | 27.5% |
| Other revenue | 0.6% | 3.2% | -2.9% | 3.2% | 3.4% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $1,175,433 | $1,279,207 | $2,013,370 | $1,684,142 | $1,829,078 |
| Total expenses, % change over prior year | 10.7% | 8.8% | 57.4% | -16.4% | 8.6% |
| Personnel | 68.5% | 67.0% | 55.3% | 66.2% | 61.5% |
| Professional fees | 18.9% | 16.0% | 17.9% | 17.5% | 24.1% |
| Occupancy | 0.7% | 0.6% | 0.5% | 0.4% | 0.6% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 8.1% | 18.2% | 9.9% | 7.4% |
| All other expenses | 12.0% | 8.3% | 8.0% | 6.0% | 6.4% |
| Full cost components (estimated) info | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $1,186,310 | $1,288,266 | $2,025,021 | $1,695,170 | $1,838,967 |
| One month of savings | $97,953 | $106,601 | $167,781 | $140,345 | $152,423 |
| Debt principal payment | $200,000 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $14,859 | $19,629 | $0 | $0 |
| Total full costs (estimated) | $1,484,263 | $1,409,726 | $2,212,431 | $1,835,515 | $1,991,390 |
Capital structure indicators
| Liquidity info | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
| Months of cash | 2.9 | 2.0 | 2.3 | 2.3 | 3.3 |
| Months of cash and investments | 3.6 | 3.0 | 2.6 | 3.0 | 4.4 |
| Months of estimated liquid unrestricted net assets | 3.3 | 3.8 | 2.2 | 1.9 | 2.2 |
| Balance sheet composition info | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
| Cash | $288,591 | $210,830 | $392,860 | $316,432 | $505,394 |
| Investments | $66,611 | $109,874 | $49,271 | $99,596 | $170,123 |
| Receivables | $165,325 | $195,331 | $141,485 | $43,531 | $119,459 |
| Gross land, buildings, equipment (LBE) | $54,385 | $69,245 | $88,874 | $88,874 | $88,874 |
| Accumulated depreciation (as a % of LBE) | 60.3% | 60.4% | 60.2% | 72.6% | 83.7% |
| Liabilities (as a % of assets) | 23.7% | 16.9% | 17.0% | 15.9% | 17.9% |
| Unrestricted net assets | $342,518 | $431,089 | $412,290 | $296,196 | $346,922 |
| Temporarily restricted net assets | $91,713 | $51,069 | $139,366 | $116,171 | N/A |
| Permanently restricted net assets | $0 | $0 | $0 | $0 | N/A |
| Total restricted net assets | $91,713 | $51,069 | $139,366 | $116,171 | $327,925 |
| Total net assets | $434,231 | $482,158 | $551,656 | $412,367 | $674,847 |
Key data checks
| Key data checks info | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President and CEO
Ms. Joli Angel Robinson
Number of employees
Source: IRS Form 990
Housing Forward
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Housing Forward
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Housing Forward
Board of directorsas of 03/13/2023
Board of directors data
Mr. Peter Brodsky
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Term: 2021 - 2024
Maggie Parker
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Robin Minick
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Roman Berhe
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Garrett Boone
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Shawana Carter
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Ashley Brundage
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Nakia Douglas
UNT Dallas
Karen Hughes
Vogel Alcove
Sharon Lyle
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Clint McDonnough
Retired
Brent Rodgers
Roots Market
LaMonte Thomas
South Central - Aetna
Erin Eisner
work/REFINED
Carol Lucky
North TX Behavioral Health Authority
Sara Madsen-Miller
1820 Productions
Owen Wilson Chavez
Child Poverty Action Lab
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Not applicable -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Not applicable
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
Disability
Equity strategies
Last updated: 04/11/2022GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We disaggregate data by demographics, including race, in every policy and program measured.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.
Contractors
Fiscal year endingProfessional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G
Solicitation activities
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